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This presentation slide will help us in understanding blue ocean strategy -- a new concept in the arena of strategic management. Based on the best selling book, Blue Ocean Strategy, this powerpoint presentation provides a systematic approach to successfully formulate and execute blue ocean strategies.
You can download this nice powerpoint slides at http://www.studymarketing.org/catego..._Slides/Powerp oint_Slides.html
From Indonesia , Jakarta
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Hope, this presentation slide will be helpful in the process of formulating your company strategy. And...winning the brutal competition.
From Indonesia , Jakarta
If you guys want to beat the competition, I think, Blue Ocean Strategy offers one of the best guidance.
From Indonesia , Jakarta
Google and Apple are really good at developing and implementing blue ocean strategy, i think.
From Indonesia , Jakarta
Apple is brilliantly applying blue ocean strategy concepts to win the war of digital consumer products.
From Indonesia , Jakarta
Blue Ocean Strategy : Create uncontested market space Make the competition irrelevant Create and capture new demand
From Indonesia , Jakarta
BOS teaches us on how to identify green field and create new market for our products/services.
From Indonesia , Jakarta
There are five components—or sets of issues—within a well-developed strategy:

1. Scope. The scope of an organization refers to the breadth of its strategic domain—the number and types of industries, product lines, and market segments it competes in or plans to enter. Decisions about an organization's strategic scope should reflect management's view of the firm's purpose or mission. This common thread among its various activities and product-markets defines the essential nature of what its business is and what it should be.

2. Goals and objectives. Strategies should also detail desired levels of accomplishment on one or more dimensions of performance—such as volume growth, profit contribution, or return on investment—over specified time periods for each of those businesses and product-markets and for the organization as a whole.

3. Resource deployments. Every organization has limited financial and human resources. Formulating a strategy also involves deciding how those resources are to be obtained and allocated, across businesses, product-markets, functional departments, and activities within each business or product-market.

4. Identification of a sustainable competitive advantage. One important part of any strategy is a specification of how the organization will compete in each.business and product-market within its domain. How can it position itself to develop and sustain a differential advantage over current and potential competitors? To answer such questions, managers must examine the market opportunities in each business and product-market and the company's distinctive competencies or strengths relative to its competitors.

5. Synergy. Synergy exists when the firm's businesses, product-markets, resource

deployments, and competencies complement and reinforce one another. Synergy enables the total performance of the related businesses to be greater than it would otherwise be: the whole becomes greater than the sum of its parts.
From Indonesia , Jakarta
Dear Friends, Can anyone help me how to write power point slides on any topic? regards, smita
From India , Mumbai
All marketing strategy is built on STP : Segmentation, Targeting, and Positioning. A company discovers different needs and groups in the marketplace, targets those needs and groups that it can satisfy in a superior way, and then positions its offering so that the target market recognizes the company's distinctive offering and image.
From Indonesia , Jakarta
Strategy's original application had to do with military issues— protecting one's homeland from invading armies or, as one of those armies, finding new, more effective ways to conquer territory. In fact, military history has become the basis for many marketing strategies and drives much of the current marketing philosophy.
From Indonesia , Jakarta
Five competitive forces in Porter's Model are as follows: 1) Rivalry among competing sellers; 2) Threat of potential entry 3) Competition from substitutes; 4) Power of suppliers and 5) Power of customers
From Indonesia , Jakarta
A marketing strategy is composed of several interrelated elements. The first and most important is market selection: choosing the markets to be served. Product planning includes the specific products the company sells, the makeup of the product line, and the design of individual offerings in the line. Another element is the distribution system: the wholesale and retail channels through which the product moves to the people who ultimately buy it and use it.
From Indonesia , Jakarta
Other elements of strategy, especially for consumer goods companies, are display of the merchandise at the point of sale, and promotions to consumers (e.g., cents-off coupons, two-for-one sales, and in-package premiums), retailers, and wholesalers. The list of elements that might shape marketing strategy is long and will vary among products, markets, and companies. Moreover, emphasis on particular aspects of marketing strategy will vary considerably, even among competitors selling comparable products to the same markets. Emphasis will shift, too, over time as products mature and market conditions change. At one stage a company may gain a competitive edge through extensive new product development; at another, it may rely on low price.
From Indonesia , Jakarta
Positioning is the act of designing the company's offering and image to occupy a distinctive place in the mind of the target market. The end result of positioning is the successful creation of a customer-focused value proposition, a cogent reason why the target market should buy the product. Hertz is thought of as the world's largest auto-rental agency, Coca-Cola as the world's largest soft-drink company, and Porsche as one of the world's best sports cars. These brands own these positions, and it would be hard for a competitor to claim them.
From Indonesia , Jakarta
Other elements of strategy, especially for consumer goods companies, are display of the merchandise at the point of sale, and promotions to consumers (e.g., cents-off coupons, two-for-one sales, and in-package premiums), retailers, and wholesalers. The list of elements that might shape marketing strategy is long and will vary among products, markets, and companies. Moreover, emphasis on particular aspects of marketing strategy will vary considerably, even among competitors selling comparable products to the same markets. Emphasis will shift, too, over time as products mature and market conditions change. At one stage a company may gain a competitive edge through extensive new product development; at another, it may rely on low price.
From Indonesia , Jakarta
nnovation can't be confined to one department or an elite group of star performers. It cannot be assigned to a skunkworks far afield from the main organization and insulated from the company's bureaucracy. It must permeate the company, and it must encompass new I products, services, processes, strategies, business models, distribution channels, and markets. It must become part of the DNA of the entire organization.
A comprehensive approach to innovation means that it becomes the responsibility and way of operating of business units and functional departments, whether purchasing, operations, finance, or human resources, just as much as it is for new product development or marketing.
From Indonesia , Jakarta
The overall communications strategy employs advertising to tell potential customers about the product through radio, television, direct mail, and public print and personal selling to deploy a sales force to call on potential customers, urge them to buy, and take orders. Finally, pricing is an important element of any marketing program. The company must set the product prices that different classes of customers will pay and determine the margins or commissions to compensate agents, wholesalers, and retailers for moving the product to ultimate users.
From Indonesia , Jakarta
How can we introduce learning as an organizational property that extends to all managers? The answer lies in making learning arise from the work itself. Learning has to become natural, even fun. Unfortunately, we have become conditioned to a classroom model hat separates theory from practice, making learning seem impractical, irrelevant, and boring. But what if we make our worksite a perfectly acceptable location for learning?
From Indonesia , Jakarta
JOB RESULT
Results indexes are often used for appraisal purposes if an employee's job has measurable results. Examples of job results indexes are dollar volume of sales, amount of scrap, and quantity and quality of work produced. When such quantitative results are not available, evaluators tend to use appraisal forms based on employee behaviors and/or personal characteristics. In some cases, appraisals may of necessity focus on results rather than behaviors. This is especially true where job content is highly variable, as in many managerial positions, thus making it difficult to specify appropriate behaviors for evaluative purposes. Results indexes such as turnover, absenteeism, grievances, profitability, and production rates can be used to evaluate the performance of organization units.
From Indonesia , Jakarta
A high-performance organization is comprised of four interdependent dimensions that must be designed so they complement and support one another. These elements are : work process and technology, culture, structure, and people. One clear finding is that the greater the number of the key elements of a high-performance organization that were present and congruent, the bigger the pay-off.
From Indonesia , Jakarta
Interventions that inform: Activities that communicate goals, objectives, expectations, results, discrepancies, and so on. Examples: producing internal newsletters; holding debriefing sessions; giving feedback. This intervention is delivered when information has changed, the people have changed, or the people are uninformed, and the consequence is poor performance; or people don't get the information they need.
From Indonesia , Jakarta
Peak performers set goals and work towards them. In this way, the future determines their actions in the present. This is accomplished against a backdrop of the past because our values, thoughts and beliefs, all made up of past experiences, will influence the goals we set and how easy or challenging we make them.
Peak performers don't rely on other people or random events to achieve their goals for them. They know they are the ones who need to act and they figure out precisely what they need to do to produce the results they're after. Rather than sitting back passively, waiting for things to happen, peak performers are active participants in fashioning their own future.
From Indonesia , Jakarta
SUPPORTIVE WORKING CONDITIONS Employees are concerned with their work environment for both personal comfort and facilitating doing a good job. Studies demonstrate that employees prefer physical surroundings that are not dangerous or uncomfortable. Additionally, most employees prefer working relatively close to home, in clean and relatively modern facilities, and with adequate tools and equipment.
more at https://www.citehr.com/126715-excell...#ixzz15gnVCold
From Indonesia , Jakarta
Dual career tracks should not be confused with alternative career paths. Creating dual career paths involves preparing employees to succeed and be rewarded without necessarily being on a management or vertical organization career path. In other words, ``up'' is not considered the only way employees can grow and advance within the company. The establishment of dual or multiple career tracks has proven to be an effective way to retain and motivate valued employees.
From Indonesia , Jakarta
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