Focus is different from other business strategies as it is segment based and has narrow competitive scope. This is also known as a niche strategy. In focus strategy, the competitive advantage can be achieved by optimizing strategy for the target segments. Focus strategy has two variants.
Organizations go through an inevitable progression from growth through maturity, revival, and eventually decline.
The broad corporate strategy alternatives, sometimes referred to as grand strategies, are: During the organizational life cycle, managements choose between growth, stability, or retrenchment strategies to overcome deteriorating trends in performance.
Just as every product or business unit must follow a business strategy to improve its competitive position, every corporation must decide its orientation towards growth by asking the following three questions: At the core of corporate strategy must be a clear logic of how the corporate objectives, will be achieved.
Most of the strategic choices of successful corporations have a central economic logic that serves as the fulcrum for profit creation.
Some of the major economic reasons for choosing a particular type corporate strategy are: The non-economic reasons for the choice of corporate strategy elements include: There are four types of generic corporate strategies.
A stability strategy is utilized by a firm to achieve steady, but slow improvements in growth while a retrenchment strategy which includes harvesting, turnaround, divestiture, or liquidation strategies is used to reverse poor-organizational performance.
Once a strategic direction has been identified, it then becomes necessary for management to examine business and functional level strategies of the firm to make sure that all units are moving towards the achievement of the company-wide corporate strategy.
The firm stays with its current business and product markets; maintains the existing level of effort; and is satisfied with incremental growth.
It does not seek to invest in new factories and capital assets, gain market share, or invade new geographical territories. Organizations choose this strategy when the industry in which it operates or the state of the economy is in turmoil or when the industry faces slow or no growth prospects.
They also choose this strategy when they go through a period of rapid expansion and need to consolidate their operations before going for another bout of expansion.
Firms choose expansion strategy when their perceptions of resource availability and past financial performance are both high. The most common growth strategies are diversification at the corporate level and concentration at the business level.
Reliance Industry, a vertically integrated company covering the complete textile value chain has been repositioning itself to be a diversified conglomerate by entering into a range of business such as power generation and distribution, insurance, telecommunication, and information and communication technology services.
Diversification is defined as the entry of a firm into new lines of activity, through internal or external modes. The primary reason a firm pursues increased diversification are value creation through economies of scale and scope, or market dominance.
In some cases firms choose diversification because of government policy, performance problems and uncertainty about future cash flow. Internal development can take the form of investments in new products, services, customer segments, or geographic markets including international expansion.
Diversification is accomplished through external modes through acquisitions and joint ventures. Concentration can be achieved through vertical or horizontal growth.
Vertical growth occurs when a firm takes over a function previously provided by a supplier or a distributor. Horizontal growth occurs when the firm expands products into new geographic areas or increases the range of products and services in current markets. Turnaround strategy is a form of retrenchment strategy, which focuses on operational improvement when the state of decline is not severe.
Other possible corporate level strategic responses to decline include growth and stability. A firm adopting the combination strategy may apply the combination either simultaneously across the different businesses or sequentially.
Reliance Industries, while consolidating its position in the existing businesses such as textile and petrochemicals, aggressively entered new areas such as Information Technology.McKinsey presentation 1. Energy and basic technology Financial services Consumer goods tourism materials CEO 0 0 7 9 0 Seats on executive 9 9 11 10 11 committee Senior management 17 13 18 15 15 and vice president Middle management 20 22 30 19 16 Total company 34 49 50 27 Companies with more than 10, employees and/or .
The title for this PowerPoint presentation was based on the remit chosen by the National University of Singapore MBA Study Group a month before they visited my office in Yangon on 24 th September As I am an alumnus of NUS the business school contacted me a month before their visit to Yangon.
Business Presentation Specialist Interview candidates at McKinsey & Company rate the interview process an overall positive experience. Interview candidates say the interview experience difficulty for Business Presentation Specialist at McKinsey & Company is .
Business Presentation Designer Interview candidates at McKinsey & Company rate the interview process an overall positive experience. Interview candidates say the interview experience difficulty for Business Presentation Designer at McKinsey & Company is . Advanced options.
Topic Area. Glassdoor gives you an inside look at what it's like to work at McKinsey & Company, including salaries, reviews, office photos, and more. This is the McKinsey & Company company profile.
All content is posted anonymously by employees working at McKinsey & Company.