business unit 3 part 2 Flashcards

1
Q

what is a horizontal merger?

A

A horizontal merger of two or more business that offer similar products or services and work in the same industry.

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2
Q

what are the advantages of a horizontal merger?

A

-merged company bring economies of scale by reducing the overall cost of the business.
-does enable the new entity to offer a wide range of products and services to their customers in the most efficient way.
-Both the companies will be able to function more efficiently and cut down on the economic crisis.

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3
Q

what are the advantages of a horizontal merger?

A

-economies of scale
-increased market power or market share
-reduction of production costs
-reduction of competition
-increase in other synergies ( benefits are greater than fro the separate individuals).

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4
Q

what are the disadvantages of horizontal merger?

A

investigation by competition and market authority
expected economic gains might never be realised
culture cash
reduction is flexibility diseconomies of scale
potential of destroying value rather than creating it

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5
Q

what is a vertical merger?

A

A vertical merger is a merge between two or more entities who operate in the same industry but at the different levels of the production process. These entities produce similar finished good or services.

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5
Q

what is a vertical merger?

A

A vertical merger is a merge between two or more entities who operate in the same industry but at the different levels of the production process. These entities produce similar finished good or services.

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6
Q

what are the advantages of a vertical merger?

A

-some economies of scale such as risk bearing economies, financial economies could lead to lower prices for consumers.
-the firm not subject to loosing control or supply e.g they cant be held to ransom by suppliers demanding higher price at a critical time.
-maybe some overlap of technology and expertise e. ga bookshop may know books so well so they can develop the right kind of paper and attractive design.

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7
Q

what are the disadvantages of vertical integration?

A

-vertical mergers will have fewer economies of scale as most of the products are at different stages of production. There is still scope for monopoly power.
-A vertical merger can lead to monopsony power e.g tied pubs can charge a higher price to consumers and they have less choice of beer

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8
Q

what are the disadvantages of vertical integration?

A

-mergers can often create new problems of communication and coordination within the bigger more disparate firm. It can lead to diseconomies of scale where the new bigger firm is more inefficient. For example if a new firm is quite profitable there could be less accountability further down the supply chain.
-discourage entry. If supermarket owned a large share of diary production in the uk it could charge high prices to any firm trying to enter the supermarket industry. control over different stages of production becomes a barrier to entry.

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9
Q

what are examples of vertical integration?

A

-brewing merging with chains of pubs
-software supplier merging with computer firm
-coffee grower merging with a coffee retailer such as Nescafe
-car firm Renault merging with a tyre producer

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10
Q

how does a horizontal integration occur?

A

it does occur when a company decides to merge, acquire or take over another company in the same industry and the same stage of production. Disney acquisition of pixar or the merger of exxon and mobil are examples of horizontal integration both examples two companies of similar size and operation operating in the same industry, combined to form a stronger company

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11
Q

what are the advantages of horizonal integration?

A

-economies of scale and economies of scope
-increased market power or market share
-reduction of production costs
-reduction of compeition
-increased in other synergies

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12
Q

what happens when a company can achieve the advantages of horizontal integration?

A

when a company can achieve the advantage of a horizontal integration the company can diversify its product or service, sell those products or service to a larger market, reduce the costs to produce its newly diversified products or service and reduce the amount fo external competition.

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13
Q

what are the disadvantages of horizontal integration?

A

-invesitgation by compeition and market authority
-expected economic gains might never be realised
-culture cash
-reduction in flexibility diseconomies of scale
-potential of destroying value rather than creating it.

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14
Q

what the worst disadvantage a company can have when they incur horizontal integration?

A

when horizontals integration hampers a company the worst disadvantage the company can face is a reduction in overall value to the firm because the expected synergies never materialise despite the costs of horizontal integration. Other disadvantages can include legal repercussions if the horizontal merger results in a company that could be considered a monopoly and a reduction in flexibility due to the fact that is now a larger organisation.

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15
Q

what are the advantage of vertical integration?

A

some economies of scale such as risk bearing economies Finacial economies lower costs could lead to lower prices for consumers.
the firm not subject to loosing control of supply for example they cant be held to ransom by suppliers demanding higher price at a critical time.

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16
Q

what are the advantages of vertical integration?

A

maybe some overlap of technology and expertise for example a bookshop could know what kind of books sell well so they can develop the right kind of paper and attractive design.
arguably the splitting up of the rail network created more confusion and less incentive to look after the track. it would make more sense for train operating companies to be responsible for the track as they would have greater interests in maintain its satisfactory.

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17
Q

what are the disadvantages of vertical mergers?

A

-vertical mergers will have fewer economies of scale because most of the production is at different stages of production. There is still scope for monopoly power.
also a vertical merger could lead to monopsony power e.g tied pubs can charge a higher price to consumers and they have less choice of beer.

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18
Q

what are the disadvantages of vertical integration?

A

-mergers can often create new problems of communication and coordination within the bigger more disparate firm. It can lead to diseconomies of scale where the new bigger firm is more inefficient. For example if the new firm is quite profitable there could be less accountability further down the supply chain.
-discourage entry. If a supermarket owned a large share of dairy production in the uk it could charge high prices to any firm trying to enter the supermarket industry. control over different stages of production becomes a barrier to entry.

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19
Q

how is vertical integration defined?

A

it is the merging of two firms at different stages of production. This can be forward vertical integration or backward vertical integration.

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20
Q

what are the benefits that are seen to come from vertical integration?

A
  • Security of supplies and control of suppliers’ prices.
  • Improves supply chain co-ordination.
  • Can guarantee the quality of its raw materials.
  • Security of distribution outlet for products.
  • Can determine standard of outlets/shops.
  • Use of outlets to determine brand image.
  • Keeps all profit – no middlemen – increased profit
    margins means not having to buy raw materials from a
    third-party outlets.
  • Control over quality.
  • Possible benefits of economies of scale
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21
Q

how is horizontal integration defined?

A

The merging of firms which are at the same stage of production. often the firms are both providing the same service and are selling similar goods.

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22
Q

what are the benefits of horizontal integration?

A

-removes some of the competition possibly for defensive reasons
-may benefit from increased economies of scale
-increases market power to compete with the market leaders by spreading the brand
-synergy, the two companies joined together may form an organisation that is more powerful and efficient than the two companies operating on their own. It’s a quick way for a business to expand the business as opposed to growing it internally
-increased capital of merged businesses
-opportunity to cut costs, for example combining hr/ ict service
-combination of new ideas/ innovation

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23
Q

what is the type of integration that is vertical backwards?

A

it is when a business takes over another business back down the chain of production

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24
Q

what is a type of vertical forward?

A

when a business take over another business further up to the chain of production

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25
Q

what is lateral integration as a type of integration?

A

lateral is when a business takes over a firm in the same sector but in a similar industry.

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26
Q

What is investment appraisal?

A

an investment occurs when a business uses either internal or external sources of finance to purchase capital goods in order to help them meet their objectives.
appraisals are a tool used to weigh up the strengths and weaknesses of a project.

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27
Q

what happens as time goes on in relation to sources of finance?

A

if the source of finance of use is external they do requires a quicker payback period, than internal sources of finance.
As time goes on there is less chance of payback as there is more risk of external politics. The shorter the produce life cycle the quicker the pay back period should be.

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28
Q

what areas can business invest in?

A

plan and machinery
transport
buildings
human resource training
marketing strategies
ict systems

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29
Q

why do business invest money?

A

They often meet their objectives this could include sales growth increase profitability expansion to new markets relocation or training its existing workforce. whatever the reason a business will at some time have to spend money in an attempt to take the business forward. A business may also need to invest just to keep up with its competitors, they may have no choice but to invest otherwise they may well fall behind and start loosing customers.
Large amounts of money are often invested in the hope that this will give a profitable return on the investment however there is a risk with investment as there is no certainty that the investment will result in increased profits and could even result in a reduction of future revenue.

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30
Q

where is investment appraisal is a technique?

A

investment appraisal is a technique used to evaluate planned investment by a business and measure its potential value to the business.

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31
Q

what are the advantages of cost benefit analysis?

A
  • Considers a wide range of benefits and costs.
  • Impacts on society and the community are included.
  • Puts a value to external benefits and costs that would
    normally be ignored by private sector businesses.
  • Can be used to rank possible major projects in order of
    public cost.
  • It shows that a firm cares about the local community
    and the environment, which can be good for public
    relations
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32
Q

what are the disadvantages of cost benefit analysis?

A
  • The valuation of intangibles will be difficult – how
    do you put a value on the effect of pollution or the
    improved traffic flow of a new road?
  • Valuations will often include value judgements – one
    person’s or manager’s calculation of an intangible
    benefit is likely to differ from another person’s
    calculation, who has a different set of views on what is
    important for a business.
  • If the social costs and benefits are incorrectly
    calculated, then the wrong choice could be made.
  • Will all stakeholders be included in the calculation of
    social costs and benefits?
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33
Q

what is cost benefit analysis?

A

definition - : Cost benefit analysis (CBA) is a method for
measuring, in financial terms, the costs and benefits of
an investment project. It includes a consideration of the
external costs and benefits to society as well as the costs
and benefits to just the business

Cost benefit analysis is often used by governments when
they are considering a public project, such as the building
of a new motorway, rail bridge or hospital. Many different
options can be ranked in order
When carrying out a cost benefit analysis there are a wide
range and variety of costs and benefits to be identified and
given a value. These can be divided into two groups:
* Private Costs and Benefits
* Public Costs and Benefits.

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34
Q

what are public costs?

A

These are costs external to the business making the
investment.
* A building company will have an environmental impact
as it builds houses – increased traffic, noise etc.
* A farm extracting water from a river to irrigate its crops
leaves less water further downstream for fishing.
* A new factory may involve the loss of open space,
increased traffic congestion and so on.

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35
Q

what are public benefits?

A
  • These are benefits external to the business that result
    from making the investment.
  • An obvious external benefit from a large-scale
    investment would be jobs created by the business.
  • Other public benefits include further jobs created
    outside the business as a result of increased business
    activity and an increase in tax paid by employees to the
    government.
  • In areas where unemployment is high, crime and social
    problems might be reduced.
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36
Q

what are social costs and benefit?

A

Social Benefit (private benefit + public benefits)
– Social Cost (private costs + public costs)
* If the social benefits are greater than social costs, then
go ahead with proposal.
* If the social costs are greater than social benefits, then
do not go ahead with proposal.

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37
Q

what are private costs?

A

These are costs that the business making the
investment must accept.
* They include training and recruitment costs,
the p

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38
Q

what are private benefits?

A
  • These are benefits that the business gains from as a
    result of making the investment.
  • These benefits will include things such as increased
    productivity, increased sales, brand values and
    increased profits
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39
Q

what are the different investment appraisal methods that are used to compare projects that could be competing for a business investment capital?

A

payback
average rate of return ( arr)
discounted cash flow ( dcf)

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40
Q

what is payback?

A

Before an investment is agree an investor ( external or internal) will require assurances that they will actually get their investment back and within a favourable timescale. We call this the ‘ payback period’.
A business has to calculate the length of time that an investment project will take to ‘ pay back’ it initial investment before they agree to whether or not is should take place.

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41
Q

what is an example of a payback period?

A

For example if a project costs £20000 and the net cash flows generated by the project are £10000 each year the project costs will be covered after two years. so the payback period is 2 years.
Where there are a number of different investment options for a business the payback period method will select the one that returns the initial costs of the investment in the shortest time frame. In other words this is the amount of time taken for the net cash flow resulting from an investment to match or equal the initial costs of the investment.

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42
Q

what are the advantages of the payback period?

A

simple to use
easy to calculate
-effective to use when technology is changing at a fast rate such as hit teach projects in order to recover the costs of investment as quickly as possible.
-help with managing cash flow

43
Q

what are the disadvantages of the payback period?

A

-ignores flows of cash over the lifetime of the project
-ignores the total profitability the focus is just on the speed to which the initial outlay in repaid.

44
Q

how do you work out the month of payback?

A

income needed in period / contribution per month

45
Q

what is investment appraisal?

A

investment Appraisal is a technique used to
evaluate planned investment by a business and measure its
potential value to the business.
There are several different IA methods used to compare
projects that may be competing for a business’ investment
capital.
* Payback period
* Average rate of return (ARR)
* Discounted Cash Flow (DCF)

46
Q

what are the qualitative factors that should be considered internal in the business?

A
  • Does the investment match the strategy and objectives
    of the business?
  • Impact on staff. Can staff handle the changes brought
    about by the investment? Can staff be trained to use
    new technology? Will there be redundancies as a result
    of the investment?
  • Impact on existing products. Will managers concentrate
    on new products/
47
Q

what external economic environment qualitative factors should the business decide on whether to invest?

A
  • The state of the economy. Is the economy booming? Or
    is there a recession, which is likely to reduce demand,
    on the way?
  • Action of competitors. Are they investing in/improving
    their products?
  • Does the investment have any ethical considerations?
    Would the investment damage the environment?
48
Q

what external qualitative environment factors should a business consider when investing?

A
  • Is there sufficient funding available to invest in the
    project? Would the investment put the business at risk
    by reducing cash flow or increasing borrowing?
  • Availability of new technology. New technology is one
    of the main factors that encourage further investment.
  • Confidence of managers. Optimistic managers are more
    likely to invest
49
Q

what is the average rate of return?

A

This is an investment appraisal technique which
calculates the average annual profit of an investment
project, expressed as a percentage of the sum of money
invested. The option/project that has the highest average
rate of return is chosen

50
Q

how do you calculate the average rate of return?

A

arr = average annual return/ initial outlay x 100

51
Q

what are the advantages of the average rate of return?

A
  • Uses all the cash flows over life of the project.
  • Focuses on profitability.
  • Easy to make comparisons (compare % returns on
    different investments).
  • Allows comparison with costs of borrowing for
    investment.
52
Q

what are the disadvantages of the arr?

A
  • Ignores timings of the cash flows.
  • Does not allow for effects of inflation on values of
    future cash flows.
53
Q

what are the two sides to developing a strategy?

A

First is formulation the formulation of strategy is basically the same thing as constructing a business plan. Implementation is putting the plan into practise.
The second is implementation. A plan should not be rigid it should be sufficiently flexible to allow for changing circumstances. It should include a feedback loop to regularly check if the plan if working and adapting as and when necessary.

54
Q

What are the three main types of decision that business will undertake?

A

Strategic decisions concern the general direction and overall policy of a business.

Tactical decisions tend to be medium term decisions that are less far reaching than strategic decisions.

Operational decisions are admirative decisions that will be short term and carry little risk.

55
Q

what is a corporate strategy?

A

Corporate level strategy is concerned with the strategic decisions a business makes that affect the entire business. At a corporate level strategy is concerned with setting objectives for overall financial performance, proposed mergers or acquisitions, long term human resource planning and the allocation of resource to different business decisions.

56
Q

what was strategic direction?

A

This is a course of action that ultimately leads to the achievement of the stated goals of the corporate strategy.
Once the corporate strategy is established then the strategic planning that follows is used to establish the strategic direction i.e set out in broad terms how the objectives will be achieved.

57
Q

what is a strategic direction?

A

The strategic plan created will normally contain a clear mission statement but beyond this describes the business objectives which divisions or functions need to be focused on to achieve these objectives and make clear methods of measuring achievement of objectives.

58
Q

What is a divisional strategy?

A

The next level of business strategy is concerned with directing the divisions within the organisation. The overall corporate strategy will be communicated to the divisional managers. This information shapes the plans the divisional mangers create.

For example if the corporate strategy focuses on rapid growth in demand for the company product or services the strategies the divisional managers generate would be tailored to meet this demand.
In this scenarios the sales division strategy may include growth in sales teams the production strategy including increased need inputs and production capacity.

59
Q

What is a functional strategy?

A

This relates to a single functional operation such as production marketing or hrm and the activates involved within each of these functions.

The decisions made at this level of strategy are guided and limited b the higher level corporate and divisional strategies and will support these strategies.

60
Q

What are the two sides to developing a strategy?

A

The first is formulation. The formulation of strategy is basically the same thing as constructing a business plan. Implementation is putting the plan into practise.

The second is implementation. A plan should not be rigid, it should be sufficiently flexible to allow for changing circumstances. it should include a feedback loop to regularly check if the plan is working and adapting it as and when necessary.

61
Q

what is a corporate plan based on ?

A

A corporate plan will be based on management assessments of both internal and external factors that will affect the business.

62
Q

what is a corporate plan based on ?

A

A corporate plan will be based on management assessments of both internal and external factors that will affect the business.

63
Q

what are the internal influences that affect a corporate plan?

A

Some of the internal influences that would include helping to plan and prepare the resources needed have the workforce requirement along with the operational capacity. The plan will also take into account the mission and vision of the business that have been decided upon.

64
Q

what are the external factors that influence a corporate plan?

A

Some of the external factors that will affect what goes into a corporate plan would include the current market conditions and opportunities available to the business, the economic situation the political and legal environment the social environment and the technologies available to the business.

65
Q

what will a corporate plan do?

A

A corporate plan would make clear measurable objectivities and formulate strategies for achieving these objectives. It will also include a methods for monitoring the achievement of objectivities’ and tactical decisions made to achieve these objectives.

66
Q

what is the value in a corporate plan?

A

strategic thinking and planning
shared with
employees
potential investors
other stakeholders
joined up thinking and planning
common sense of direction

67
Q

what are the corporate plan limitations?

A

-slow or limited responsiveness to change
must be flexible
cannot predict future
can limit spontaneity
cannot avoid the unexpected

68
Q

what is a market penetration strategies that a business could use?

A

attracting customers who have not yet become regular users but are occasional users by increasing bran loyalty. This can be a successful strategy where there is fast market growth and new customers are just testing the water.

69
Q

what is a market penetration strategies that could be used?

A

attacking customers sales. this would often happen in a mature markets where increased sales for a business will have to be captured from competitors.

The strategy in this case would be an adjustment of the marketing mix altering one or more of the elements such as price or promotion techniques.
Tesco has been successful in this type of strategy over the last ten years taking customers from all its supermarket rivals. Internet service providers are continually trying to win customers from competitors through pricing strategies and promotional activities.

70
Q

what is a market penetration strategies used by a business?

A

Increasing consumption among existing users perhaps by reducing the price or offering promotions. This can work very well for services, consumption goods and consumer durables.
In consumer durable markets the introduction of new and rapidly changing technologies can encourage further purchases. This is now clearly seen in the mobile phone market where a model only remains on the market for as little as six months.

71
Q

How could qualitative factors be more important than qualitative factors when making investment decisions?

A

qualitive factors
production factors- will new machinery be compatible with the existing machinery? will new supplier be reliable? ( spaces after sales service etc

personnel factors will new machinery or network suit the staff? ( training/ safety/ redundancies/ moral/ motivation

72
Q

How could qualitative factors be more important than qualitative factors when making investment decisions?

A

Image - gaining prestigious Olympic order, good pr better quality product

aims of the organisation - if pitch ltd places a high value on social issues it might reject a profitable investment if it considered to exploit the workplace or damage the environment.

73
Q

how could it be argued that quantitative factors are more important than qualitative factors when making investment decisions?

A

-Firms which are unprofitable eventually go out of business.

-reliability of qualitative data based on market research and predictions. Figures predicted 5 years ahead may be inaccurate, undermining investment appraisal.

74
Q

How could qualitative factors be more important than qualitative factors when making investment decisions?

A

recessions/ booms

The economy can impact upon qualitative predictions. A rise in interest rate will require a project to be more profitable in the future.

75
Q

What is an intuition?

A

An intuition is an experienced manager is often able to predict sales based on intuition or a hunch. The use of intuition is cheap and fast. But gut feeling and experience should not be the only guide.

76
Q

what is the purpose of sales forecasting?

A

A sales forecast acts as a goal against which a
firm can measure its progress. It also drives many other
decisions within the firm. For example: planning production
levels and scheduling; planning cash flows; planning human
resources (through workforce planning).

77
Q

what are the potential advantages of hunch and intuition in decision making include?

A

speed decision making can be instant rather than waiting for the result of scientific data analysis

based on personal experience data isn’t always reliable and a manager may feel more comfortable with the gut feeling if it seems to contradict the results suggested by data

78
Q

what are the disadvantages of intuition?

A

Intuition and hunch is pretty unsuitable for certain business decisions particularly those that involve a higher degree of risk for a business e.g a new product, takeover, or other major investment.

79
Q

what is hunch often combined with?

A

Often intuition and hunch are combined with scientific approaches to reach a sensible decision.

A good example is investment appraisal. The scientific element involves identifying and quantifying the investment costs and returns. The intuition is based on determining the appropriate discount factors to apply and managerial judgement to interpret the results.

80
Q

How is a merger different to a takeover?

A

a merger involves a new firm being created
A takeover involves one firm being acquired by another

81
Q

what are examples of mergers?

A

2010: British Airways and Iberia merge to form IAG

2000: Glaxo Wellcome plc and SmithKline Beecham plc merge to form GSK plc

82
Q

what is strategy about?

A

Where is the business trying to get to in the long-term (strategic direction)

Which markets should a business compete in and what kind of activities are involved in such markets?

How the business perform better than its competition in those markets?

83
Q

what is strategy about?

A

What resources (skills, assets, finance, relationships, technical competence, facilities) are required in order to be able to compete?

What external, environmental factors affect the businesses’ ability to compete?

What are the values and expectations of the stakeholders who have interest in and power over the business

84
Q

What is the ansoff product/market growth matrix suggest?

A

Ansoff’s product/market growth matrix suggests that a business’ attempts to grow depend on whether it markets new or existing products in new or existing markets. The output from the Ansoff product/market matrix is a series of suggested growth strategies which set the direction for the business strategy

85
Q

What is market penetration?

A

It is a growth strategy where a business aims to sell existing products into existing markets.

86
Q

what does the business try to do in market penetration?

A

Aim to increase market share

By selling more existing products to the same target customers

Get existing customers to buy more

widen the range of exsisting porducts.

87
Q

How do you evaluate market penetration?

A

-Business focuses on markets and products it knows well
-can exploit insights on what customers want ( and competitors
-unlikely to need significant new markets research
-But will the strategy allow the business to achieve its growth objectivises? .

88
Q

What is product development?

A

It is a growth strategy where a business aims to introduce new products into existing markets

89
Q

How do you evaluate product development strategies?

A
  • A strategy that often plays to the strengths of an established business

-Strong emphasis on effective market research ( insights into customer needs and successful innovation

  • A great way of exploiting the existing customer base

-being first to market is usually important

90
Q

what is market development?

A

It is a growth strategy where the business seeks to sell its existing products into new markets

91
Q

What are the different approaches to market development?

A

-New geographical markets e.g exporting to emerging markets
-New distribution channels e.g using e commerce and mail order
-different pricing policies to attract new customers in different segments.

92
Q

What are examples of market development strategy ?

A

-Starbucks expansion into china is a classical example of a successful market development strategy

-Tesco market development strategy to enter the us grocery supermarket sector was a disaster for shareholders

93
Q

How do you evaluate market development?

A
  • A logical strategy where existing markets are saturated or in decline

-often more risky than product development - particular expansion into international markets

-Existing products could not suit new markets depends on customer needs

94
Q

What is diversification?

A

It is a growth strategy where a business market new products in new markets

95
Q

What are examples of failed diversification?

A

Great example of a fixed takeover and diversification bought by itv for £175 m sold fold £25m and hen closed

Retailer HMV diversified into the live entertainments market with the £40m purchase of several live music venues. Exited the market soon after

96
Q

How do you evaluate diversification?

A

Inherently risky strategy
-no direct experience of the product or market
-few economies of scale ( initially )
-However if successful overall risk of the business is spread

97
Q

How do you evaluate diversification the approach?

A

-innovation to research and development develop new solutions

-acquire an existing business in the market

-extend an existing brand into a new market

98
Q

What is an ansoff matrix?

A

The Ansoff Growth matrix is another marketing planning tool that helps a business determine its product and market growth strategy. Ansoff’s product/market growth matrix suggests that a business’ attempts to grow depend on whether it markets new or existing products in new or existing markets.

99
Q

What does the ansoff matrix suggest?

A

The output from the Ansoff product/market matrix is a series of suggested growth strategies which set the direction for the business strategy

100
Q

What does market penetration about?

A

A market penetration marketing strategy is very much about “business as usual”. The business is focusing on markets and products it knows well. It is likely to have good information on competitors and on customer needs. It is unlikely, therefore, that this strategy will require much investment in new market research.

101
Q

How could you increase the market share of a business?

A

Market penetration does seek to achieve four main objectivise one of them is to maintain or increase market shares of current products this can be achieved by a combination of competitive pricing more resources pricing strategies advertising sales promotion and perhaps more resources dedicated to personal selling

102
Q

What does product development place marketing emphasis on?

A

-Retailed and development and innovation
-Detailed insights into customer needs ( and how they change)
-Being first to market

103
Q

How is diversification more risky ?

A

This is an inherently more risk strategy because the business is moving into markets in which it has little or no experience.

104
Q

What must a business do if they adopt a\ diversification strategy?

A