Search for "differentiation"

Displaying results 1 to 10 out of 16

  Differentiation Strategy and Focus Strategy 100%

Differentiation Strategy and Focus Strategy Differentiation and Focus Strategy Differentiation Approaches to differentiation include developing unique brand images, unique ... service or the like. In other words, the key to differentiation is obtaining an advantage that is readily perceived ... of the product attributes. Firms that do well in a

  4.1.4 How to create value and competitive advantag... 82%

... types of competitive advantage: cost advantage or differentiation. Cost and differentiation advantages are identified as positional advantages ... in the industry as a leader in either cost or differentiation. A firm uses its resources and abilities to generate ... to achieve either a lower cost structure or a

  4.2.2 Why firms implement the generic strategies? 76%

... leadership strategy usually targets a broad market. Differentiation Differentiation is a viable strategy for earning above-average ... the five competitive forces. In fact, by the product differentiation the firm attempt to gain a competitive advantage by ... than the second, then the first product has a

  4.2.1 What is meant by generic strategies? 75%

... within the industry, through opting by low cost or differentiation, and how broad or narrow a market segment to target. Porter produced a matrix using cost advantage, differentiation advantage and a broad or narrow focus to classify a ... three Porter´s generic strategies: cost leadership, differentiation and focus, shown in Figure 4. Figure 4: Porter´s ...

  4.2.3 Where generic strategies can be a risk? 74%

... of a low cost base becomes a vital, decisive task. Differentiation strategy The risks related with a differentiation strategy comprise imitation by competitors and ... focus strategies may be able to achieve even greater differentiation in their market segments. Research does suggest that a differentiation strategy is more likely to generate higher profits ...

  2.3.5 Case Study 73%

... of a similar size, and produce similar mountain bikes. After the analysis of the strategic group X-treme ltd. has come to apply the strategy of differentiation in the high-cost niche segment of the high-earning, hobby mountain bike athletes. The differentiation is based on the quality of the mountain bikes and the brand name. The following strategic measures were applied, in order to establish X-treme ...

  2.2.4 How do I implement this Analysis Method? 73%

... strategies. A higher capacity for innovation, franchising and brand differentiation are only a few ways helping which you can establish yourself in the ... can produce more profitable products than a small company. Product differentiation : Product differentiation means that your products differ greatly in comparison to the products of the competitors. This can happen through

  1.1 General Policy, Vision and Mission 72%

... A vision is the guiding principle of your company. The term mission can often replace the term vision, which will lower your possibilities for differentiation. I.e. a mission is not future-orientated. ©2009 Strategy-Train. All rights reserved.

  Integrated Strategic Alternitives 69%

... is contemporary evidence (Proff, 2000) on firms practising a "hybrid strategy" (low cost and differentiation strategy ) with success, doing even better than the ones adopting one generic strategy and ... should be adjusted regarding the degree which each generic strategy (cost leadership or differentiation) should be given priority in practise. In short Porter describes three generic strategies for ...

  Value chain Analysis 68%

... Considering the linkages between activities can lead to more optimal make-or-buy decisions that can result in either a cost advantage or a differentiation advantage. The value chain model is a helpful analysis tool for defining a firm´s core competencies and the activities in which it can perform a competitive advantage as follows: (1) Cost advantage: by better understanding costs and squeezing them out of the value-adding activities and (2)