Porter
Our Mission
Our Roadmap starts with our mission, which is enduring. It declares our purpose as a company and serves as the standard against which we weigh our actions and decisions. * To refresh the world... * To inspire moments of optimism and happiness... * To create value and make a difference.
Focus on the Market * Focus on needs of our consumers, customers and franchise partners * Get out into the market and listen, observe and learn * Possess a world view * Focus on execution in the marketplace every day * Be insatiably curious
Strategy http://kathieyork.com/2011/09/01/lightstorm-entertainment-a-titanic-picture-of-strategic-management/ http://www.provenmodels.com/598 http://www.authorstream.com/Presentation/lashanta-1466237-coca-cola-company/ 1. ARENAS
Arenas encompass choices made about where to compete: the external environment such as product or service markets, geographic markets or channels. Arenas also identify value chain activities or value creation stages that are insourced or outsourced. For instance, a pharmaceutical firm may outsource new drug development to smaller biotech firms.
2. DIFFERENTIATORS
Differentiators are those factors that are believed to allow the firm to "win" in its targeted arenas, particularly external arenas. Differentiators can include image, price, reliablity, and other key inputs.
3. VEHICLES
Vehicles identify the degree to which the strategy relies on internal development efforts relative to partnering with or acquisition of external parties.
4. STAGING & PACING
Staging and pacing refer to the sequence and speed of strategic moves. This element helps identify decision points since strategic moves don't have a single possible pathway. For instance, a pharmaceutical firm might grow its global footprint by first broadening its product arenas then using this foundation to broaden its geographic market arenas.
5. ECONOMIC LOGIC
The economic logic element
Our Roadmap starts with our mission, which is enduring. It declares our purpose as a company and serves as the standard against which we weigh our actions and decisions. * To refresh the world... * To inspire moments of optimism and happiness... * To create value and make a difference.
Focus on the Market * Focus on needs of our consumers, customers and franchise partners * Get out into the market and listen, observe and learn * Possess a world view * Focus on execution in the marketplace every day * Be insatiably curious
Strategy http://kathieyork.com/2011/09/01/lightstorm-entertainment-a-titanic-picture-of-strategic-management/ http://www.provenmodels.com/598 http://www.authorstream.com/Presentation/lashanta-1466237-coca-cola-company/ 1. ARENAS
Arenas encompass choices made about where to compete: the external environment such as product or service markets, geographic markets or channels. Arenas also identify value chain activities or value creation stages that are insourced or outsourced. For instance, a pharmaceutical firm may outsource new drug development to smaller biotech firms.
2. DIFFERENTIATORS
Differentiators are those factors that are believed to allow the firm to "win" in its targeted arenas, particularly external arenas. Differentiators can include image, price, reliablity, and other key inputs.
3. VEHICLES
Vehicles identify the degree to which the strategy relies on internal development efforts relative to partnering with or acquisition of external parties.
4. STAGING & PACING
Staging and pacing refer to the sequence and speed of strategic moves. This element helps identify decision points since strategic moves don't have a single possible pathway. For instance, a pharmaceutical firm might grow its global footprint by first broadening its product arenas then using this foundation to broaden its geographic market arenas.
5. ECONOMIC LOGIC
The economic logic element