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Corporate strategy

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Mazhar Iftikhar (mazhariftikhar@gmail.com)
Mazhar Iftikhar (mazhariftikhar@gmail.com)
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Corporate Strategy By KMI
Corporate Parent ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],By KMI
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],By KMI
Diversification ,[object Object],[object Object],[object Object],[object Object],[object Object],By KMI
[object Object],[object Object],By KMI
Vertical Integration ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],By KMI
Unrelated Diversification ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],By KMI
International Diversification ,[object Object],[object Object],[object Object],[object Object],[object Object],By KMI
[object Object],By KMI
Corporate Parent & Value Creation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],By KMI
Approaches to value creation ,[object Object],[object Object],[object Object],By KMI
The Corporate Portfolio ,[object Object],[object Object],[object Object],[object Object],[object Object],By KMI
BCG Matrix High Low High Low Market Share Growth By KMI Star Question mark Cash Cow Dog
GEBS Business Strength Market Attractiveness By KMI Invest for growth Invest selectively for growth Develop for income Invest selectively and build Develop selectively for income Harvest or divest Develop selectively build on strengths Harvest Divest
Shell Directional Policy Matrix Prospects for sector profitability Enterprise’s Competitive capabilities weak avg strg unatt avg attr By KMI Disinvest Phased withdrawal Double or quit Phased withdrawal Custodial growth Try harder Cash generation Growth leader leader
Ashridge Portfolio Display Alien Businesses Benefit Feel CSF Low High Low High By KMI Ballast Heartland Businesses Businesses Value trap businesses
Business Unit Strategy ,[object Object],[object Object],[object Object],[object Object],By KMI
Cost Leadership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],By KMI
Differentiation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],By KMI
The Strategy Clock ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],By KMI
Sustaining Competitive Advantage ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],By KMI
Sustaining Differentiation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],By KMI
Strategy and Competition ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],By KMI
Other strategies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],By KMI
Methods of Growth ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],By KMI
Acquisitions and Mergers ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],By KMI
Problems ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],By KMI
Joint Ventures ,[object Object],[object Object],[object Object],[object Object],[object Object],By KMI
Disadvantages ,[object Object],[object Object],[object Object],[object Object],By KMI
Franchising ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],By KMI
Advantages ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],By KMI
Disadvantages ,[object Object],[object Object],[object Object],[object Object],[object Object],By KMI
Alliances ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],By KMI
Strategy & Market Position ,[object Object],[object Object],[object Object],[object Object],By KMI
Success Criteria ,[object Object],[object Object],[object Object],By KMI
Suitability requirements ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],By KMI
[object Object],[object Object],[object Object],[object Object],By KMI

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Corporate strategy

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  • 13. BCG Matrix High Low High Low Market Share Growth By KMI Star Question mark Cash Cow Dog
  • 14. GEBS Business Strength Market Attractiveness By KMI Invest for growth Invest selectively for growth Develop for income Invest selectively and build Develop selectively for income Harvest or divest Develop selectively build on strengths Harvest Divest
  • 15. Shell Directional Policy Matrix Prospects for sector profitability Enterprise’s Competitive capabilities weak avg strg unatt avg attr By KMI Disinvest Phased withdrawal Double or quit Phased withdrawal Custodial growth Try harder Cash generation Growth leader leader
  • 16. Ashridge Portfolio Display Alien Businesses Benefit Feel CSF Low High Low High By KMI Ballast Heartland Businesses Businesses Value trap businesses
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