Presentation of Telefonica IBOM SPAIN Contents Presentation of telefonica Economic Strategy & FDI Conclusion 3 01 Presentation of Telefonica Telefónica‚ S.A. Who we are ? Telefónica is one of the global leaders of communication technology by its 317‚3 millions customers in 24 countries and more than 1.5 million direct shareholders. Telefónica’s brands : History of Telefonica ● ● ● In 1924 ‚ Telefónica Company (Compañía Telefónica Nacional de España
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‚‚4(y STRATEGY CLOCK Whereas Michael Porter’s generic approach to competitive advantage gives substantial prominence to low cost‚ Cliff Bowman’s’ Strategy Clock’ looks at generic competitive advantage from a purely market-based perspective (MBV). He argues that competitive advantage is of no value unless it is of value to the customer and that a customer will always have a preference for such products or services over those of competitors. This may seem obvious but managers do sometimes fail to
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Strategy as Simple Rules by Kathleen M. Eisenhardt and Donald N. Sull Reprint r0101g When the business landscape was simple‚ companies could afford to have complex strategies. But now that business is so complex‚ they need to simplify. Smart companies have done just that with a new approach: a few straightforward‚ hard-and-fast rules that define direction without confining it. as Simple Rules ILLUSTRATION BY MIN JAE HONG S by Kathleen M. Eisenhardt and Donald N. Sull ince its founding
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INTERNATIONAL BUSINESS Case Study 3: Telefonica Group 8: |Bùi Thanh Nam | |Lê Minh Ngân | |Phạm Phương Ngọc | |Đinh Vũ Công Nguyên | |Nguyễn Thu Phương
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What changes in the political and economic environment allowed Telefonica to start expanding globally? Solution: Around 1990’s‚ there were many changes both on political and economic front which actually change the working conditions for all the companies in different industries including Telefonica which was a state owned typical monopoly company in national telecommunication sector in Spain. Some of the political changes are as under: The government privatized the company. There were many
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James Staedler INBS 250-10 October1‚ 2013 Case 1: Spain’s Telefonica The Spanish telecommunications monopoly Telfonica‚ was founded in the 1920s and was state-owned until it was privatized by the government in the 1990s. At the same time the telecommunications industry in Spain was being deregulated. This followed a global trend of privatization that began in Britain in the 1980s when Margaret Thatcher sold the state-owned telephone company British Telecom. The decision to privatize
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Case Study – Spain’s Telefonica 1. The changes that were involved in the political and economic environment‚ which allowed Telefonica to start expanding globally‚ were privatization and deregulation. Spain’s Telefonica was established in the 1920s being a state-owned national telecommunications monopoly. Soon‚ the Spanish government privatized it‚ as well as deregulated the market for Spanish telecommunications. Due to these changes‚ Telefonica has a reduction in workforce‚ rapid adoption of new
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so successfully? I will analyze Starbucks and its strategies with the ’Strategy Clock ’. The ’Strategy Clock ’ is based on the work of Bowman. It ’s a suitable way to analyze a company ’s competitive position in comparison to the offerings of competitors. As with Porter ’s Generic Strategies‚ Bowman considers competitive advantage in relation to cost advantage or differentiation advantage. It included: Route 1 is the ¡¥no frills¡¦ strategy‚ which combines a low price‚ low perceived product/service
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Chapter 6 Business Level Strategy Page 221 – 253 Bowman Strategy Clock Most Important. Sample Question: ← Identify strategic business units (SBUs) in organizations. ← Explain bases of achieving competitive advantage in terms of ‘routes’ on the strategy clock. ← Assess the extent to which these are likely to provide sustainable competitive advantage. ← Identify strategies suited to hyper-competitive conditions ← Explain the relationship between competition and collaboration
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*Bowman’s Strategy Clock *Making Sense of Eight Competitive Positions* (*https://www.mindtools.com/community/pages/article/newSTR_93.htm) In many open markets‚ most goods and services can be purchased from any number of companies‚ and customers have a tremendous amount of choice. It’s the job of companies in the market to find their competitive edge and meet customers needs better than the next company. So‚ how‚ given the high degree of competitiveness among companies in a marketplace‚ does one
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