[pic] A CASE ANALYSIS Submitted to: MS. WINNIE DIMAANO Strategic Management Submitted by: REENA ARANEZ HELEN ANASTACIO ANN ABEGAIL ROSALES (MMT – Batch 25) I. CASE OVERVIEW Terry Semel headed Yahoo! as CEO from 2001 until 2007. His goal was to build Yahoo! Site into a self-contained world of irresistible offerings that would grab and keep surfers glued to it for hours at a time. Semel made some progress in getting Yahoo grow again from Timothy Koogle’s chairmanship.
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corporate strategy? How has its retrenchment strategy changed the nature of its business lineup? - new CEO wanted to transform Sara Lee into a more profitable company - a part of new strategy is the elimination of eight branded apparel business because of poor economic performance and decreasing sales this leads to concentration of its financial and managerial resources into smaller and better positioned business segments. goal: reaching of economies of scale by what it was internally known
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ING’s business is organized into six product lines in the Banking and Insurance industry; they are retail banking‚ wholesale banking and ING direct in the banking sector and insurance Europe‚ insurance Americas and insurance Asia/Pacific in the insurance industry (ING‚ 2012). The company prioritizes the strengthening of financial positions‚ well-structured origination and streamlined business portfolio in the near future. As a global firm‚ ING has grown sustainably amidst difficult business environments
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driven by entrepreneurial mindset. • Strategic Business Units (SBU): R&D‚ manufacturing of component and products. Ensuring coherence and profitability. • Regional Business Units (RBU): Local sales and services operations‚ ensuring local responsiveness Client server structure • global efficiency and ability to transfer knowledge across the company Fast food business model • achieving the mission while building competitive advantages fast food business model SBU (R&D) ODM /
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In 1978‚ Raymond Miles and Charles Snow developed their strategic choice typology and helped in the launch of the business strategy. The American academics suggested that business level strategies generally fall into one of four categories: prospector‚ defender‚ analyzer‚ and reactor. The two scholars also examined how organisations adapt over time to changes in their environment. They defined their strategy “as a consistent pattern of decision making‚ and regarded the organisation’s behaviour as
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Analysis of the Cavin Kare Personal Care Brands And Its Positioning (Table 1) Cavin Kare personal brands are the major strategic business unit of Cavin Kare Pvt ltd. The company divided its personal care into hair care‚ skin care and home care. In the hair care division‚ the company have brands like chik shampoo‚ nyle herbal shampoo‚ meera badam‚ meera hair wash powder‚ karthika hair wash powder‚ meera herbal oil and indica hair colorant. Skin care divisions have brands like fairever‚ spinz talc
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comprise of different business and products (Business portfolio ) frequently carry out portfolio analysis. This is the process by which management evaluates each business portfolio to determine its current strengths‚ weaknesses and profitability. The company then uses this information to place its business portfolio into strategic business unit (SBU). “A SBU is a unit of the company that has a separate mission and objectives that can be planned separately from other company business” (kotler & Armstrong
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World Trade Center in 1993‚ few companies had even invested in shared data backups. Raging Wire Telecommunications‚ a California disaster recovery firm‚ estimates that the 1993 bombing put half the 350 companies in the World Trade Center out of business because of the disruption. Thanks to improvements in disaster recovery planning‚ more tenants of the recent World Center disaster will be spared‚ according to Raging Wire. However‚ about 82 percent of all companies still don ’t have adequate disaster
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another refinement upon the Boston Matrix. Along the horizontal axis are prospects for sector profitability‚ and along the vertical axis is a company’s competitive capability. As with the GE Business Screen the location of a Strategic Business Unit (SBU) in any cell of the matrix implies different strategic decisions. However decisions often span options and in practice the zones are an irregular shape and do not tend to be accommodated by box shapes. Instead they blend into each other. Each of
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Matsushita: Competing Strategic and Organizational choices Case Analysis Background Philips and Matsushita are the biggest international players in the consumer electronic market. They have developed strategies and global organizations that can enhance the firms’ capabilities in the global market. Due to the small size market in their country‚ Philips‚ Netherland based company‚ began to look for the international opportunities by developing their overseas business units and creating local joint
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