Auslandsstudium an der Salisbury University 2005/2006 - TU Berlin
Auslandsstudium an der Salisbury University 2005/2006 - TU Berlin
Auslandsstudium an der Salisbury University 2005/2006 - TU Berlin
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IV. Spring Term<br />
CCorporate t St Strategic t i Pl Pl<strong>an</strong>ning i & Policy: P li Analyseinstrumente<br />
A l i t t<br />
Strategic Mark ket<br />
Industry y Wide<br />
Particular<br />
Segment Segment Only<br />
Only<br />
PORTER'S GENERIC STRATEGIES<br />
STRATEGIC ADVANTAGES<br />
Uniqueness Perceived<br />
by the Customer<br />
Differentiation:<br />
(1) Marketing<br />
(2) Product<br />
Caught<br />
in the<br />
Middle<br />
Low Cost Position<br />
Overall<br />
Cost Lea<strong>der</strong>ship<br />
Focus/Target Marketing<br />
22 <strong>Ausl<strong>an</strong>dsstudium</strong> <strong>an</strong> <strong>der</strong> <strong>Salisbury</strong> <strong>University</strong> <strong>2005</strong>/<strong>2006</strong><br />
Conglomerate<br />
Diversification<br />
Diversification<br />
Divestment<br />
LOW<br />
Liquidation<br />
Status Quo<br />
-5 5 -4 4 -33<br />
Competitive<br />
Adv<strong>an</strong>tage<br />
Space Analysis<br />
Fin<strong>an</strong>cial<br />
Strength<br />
CONSERVATIVE<br />
-22<br />
DEFENSIVE<br />
Environmental<br />
Instability<br />
HIGH<br />
5<br />
4<br />
3<br />
2<br />
1<br />
-11<br />
-1<br />
-2<br />
-3<br />
-44<br />
-5<br />
Concentric<br />
Diversification<br />
AGGRESSIVE<br />
1 2 3 4 5<br />
Competitive<br />
Rivalry<br />
COMPETITIVE<br />
Retrenchment Turnaround<br />
LOW<br />
Concentration<br />
Vertical/Virt<br />
Integration<br />
HIGH<br />
Concentric<br />
Merger/Alli<strong>an</strong><br />
Conglomerate<br />
Merger
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