An Analysis and Evaluation of Business Strategies and Competitive Threats

Only available on StudyMode
  • Download(s) : 127
  • Published : May 28, 2013
Open Document
Text Preview
An Analysis and Evaluation of Business Strategies and Competitive Threats LECTURER: Kevin O`hara
KCB ID
15737

1. INTRODUCTION……………………………………………………………….……1 1.1 Automobile Industry……………………………………………………………..1

1.2 The Acquisitions of Swedish Volvo By Chinese Gelly………………………1 1.2.1 The Reasons Behind This Acquisition………………………………1 1.2.1.1 The Intention of The Buyer (GELLY)……………………...1 1.2.1.2 The Global Perceptions About This Acquisition………..3 1.2.2 Gelly Company………………………………………………………..3 1.2.3 The Process of Acquisition…………………………………………..7 1.2.4 The Company of Volvo……………………………………………….8 1.2.5 Conclusion……………………………………………………………10

1.3 The Acquisition of British Jaguar by Indian Tata…………………………...10 1.3.1 The Company Profile of Tata Motor……………………………….10 1.3.2 The Reasons Behind The Acquisition of Jaguar…………………11 1.3.3 The Company Profile of Jaguar……………………………………12 1.3.4 The Process of Acquisition…………………………………………12 1.3.5 Conclusion……………………………………………………………13 1.4 The Strategic Alliance of Fiat and Chrysler…………………………………14 1.4.1 Fiat Company Profile………………………………………………..14 1.4.1.2 Fiat Company SWOT Analysis…………………………..15 1.4.2 Chrysler Company Profile…………………………………………..15 1.4.3 The Reasons Behind This Strategic Alliance……………………..17 1.4.4 Evaluation of Strengths and Weaknesses of Chrysler and Fiat..18 With The Alliance 1.4.5 Conclusion……………………………………………………………19

2. KEY COMPETITIVE THREAT OF HEWLETT-PACKARD………………………..20 2.1 Executive Summary…………………………………………………………...20 2.2 Hewlett-Packard Computers and Its SWOT Analysis……………………..20 2.3 Competitive Analysis of HP…………………………………………………..21 2.3.1 Threat of New Entrants……………………………………………..22 2.3.2 Bargaining Power of Buyers………………………………………..23 2.3.3 The Bargaining Power of Suppliers………………………………..23 2.3.4 Substitutes……………………………………………………………24 2.3.5 Internal Competition…………………………………………………25

3. REFERENCES………………………………………………………………………….26...
tracking img