The document discusses several topics related to business strategy analysis:
1) The major weaknesses of different competitive strategies are common cost reduction approaches for cost leadership, the research investment needed for differentiation, and the risk of being too niche for focus strategies.
2) A balanced scorecard enables managers to assess performance across financial, customer, internal process, and innovation perspectives rather than just focusing on financial measures.
3) The primary objective of a balanced scorecard is to identify factors hindering business performance and develop long-term improvement strategies.
4) Using a balanced scorecard contrasts with only using financial measures, as it considers additional non-financial factors important for creating effective strategies.
The document discusses several topics related to business strategy analysis:
1) The major weaknesses of different competitive strategies are common cost reduction approaches for cost leadership, the research investment needed for differentiation, and the risk of being too niche for focus strategies.
2) A balanced scorecard enables managers to assess performance across financial, customer, internal process, and innovation perspectives rather than just focusing on financial measures.
3) The primary objective of a balanced scorecard is to identify factors hindering business performance and develop long-term improvement strategies.
4) Using a balanced scorecard contrasts with only using financial measures, as it considers additional non-financial factors important for creating effective strategies.
The document discusses several topics related to business strategy analysis:
1) The major weaknesses of different competitive strategies are common cost reduction approaches for cost leadership, the research investment needed for differentiation, and the risk of being too niche for focus strategies.
2) A balanced scorecard enables managers to assess performance across financial, customer, internal process, and innovation perspectives rather than just focusing on financial measures.
3) The primary objective of a balanced scorecard is to identify factors hindering business performance and develop long-term improvement strategies.
4) Using a balanced scorecard contrasts with only using financial measures, as it considers additional non-financial factors important for creating effective strategies.
Give the major weakness of each of the three competitive strategies;
a. Cost leadership – cost reduction strategies ae common that almost most of the companies are using the same cost reduction strategies. b. Differentiation – companies that are using product differentiation strategy are most likely needs to spend a lot of time doing research for new product development processes, like researching for future possible trends, features, brand image, etc., in order to stay in front of other companies. c. Focus – in this type of strategy the company has to manage it carefully because using this is very risky. It may be too specific for the market or customers might be temporary. 2. What is a balance scorecard? - Balanced scorecard enables the managers to assess and measures firm’s performances in how they implement their strategies with different perspectives (financial perspective, customer satisfaction, internal business processes, and innovation and learning). It does not solely focus on financial aspects, but also in nonfinancial ones. This helps firms to improve where they are internally lacking to produce better outcomes. 3. What is the primary objective when using a balance scorecard? - In order to identify what factors are hindering the business performances and develop long term strategies to improve their business. 4. Contrast using the balance scorecard with using only financial measure of success. - Financial measure of success focuses more on the financial aspects of the firm, deals only with the profitability and ability of the company to raise revenues from period to period. While, in using the balanced scorecard, factors aside from the revenue are also considered in creating strategies that will help the company to improve more, from the workforce to the customers. 5. How can an analyst incorporate the industry-market-size factor and the interrelationships between the growth, price-recovery, and productivity components into a strategic analysis of operating income? - In order to strategically analyze the operating income, analyst can examine the cause of shift or change in selling prices or in productivity. Analysts can compare two different periods, for example analyzing using the growth component, the forecasted outputs to be produce in previous year vs. the actual output produced.