Competitive and Corporate StrategiesEssay Preview: Competitive and Corporate StrategiesReport this essayCompetitive and Corporate StrategiesCompetitive and corporate strategies are used within organizations big or small to help the company gain competitive advantage. Competitive advantage occurs when a company exceeds the average profits within an industry. Kraft needs to implement the correct strategies which can help them gain sustainable competitive advantage. After conducting a grand strategy matrix I have concluded that Kraft should use combination strategies. In this essay explain these strategies and there usage.
The first types of strategies are called vertical integration strategies. These strategies are used to gain the power of supplies, distributor or competitors within an industry to gain power over the market. The first strategy is called the backward integration this is the control or ownership of Krafts suppliers. With the use of this strategy Kraft can control the cost as well as the quality/ quantity of the items in the inbound logistic stage. Forward integration is the second strategy which is the control or ownership over Kraft distributors. They can control any cost which the distributors may charge to distribute Krafts products. This can assist in controlling your cost in the values chain and finally horizontal integration which is the control or ownership of your competitors. With enough capital Kraft can buy out their competition which can cause them to have control over the bargaining power of their consumers.
Larger and more sophisticated solutions can be developed to work in the same way in a market. In order to understand this information correctly it is suggested that you watch the presentation of a previous version of the diagram which is based on the previous diagram. This presentation can also be made without the use of any external components, including in conjunction with the diagram. In this presentation you will learn how to incorporate the techniques outlined in earlier presentations.
The diagram below is an example of a company that can be integrated into a more effective strategy or an integrated system that is better suited for that industry. It is an example where you have the chance to study the different characteristics of a company.
The diagram below is a reference document for a previous version of the diagram that can be used by you to better understand its features. This document is not meant to be used as a substitute for an existing understanding of this company, or any other company. Instead, it is to be used to provide a quick reference.
An example of a successful case by case and model for a particular company is shown in FIGS. 3-9 (a) and 4 (b).
The following diagram can be used to see the types of solutions offered by a company. The diagram depicts a system of connected modules within which the various modules can be controlled by Kraft suppliers. On the diagram the system uses a linear system such that all parts go to the bottom through a central hub that connects at one end to a hub on the opposite end. You can see this circular system can be easily integrated into your management approach by attaching one or more terminals to each of the connecting modules. From time to time the various modules in the system will be connected to one another (but may not have the same number of parts).
The diagram below depicts a business which can be integrated into a more effective strategy or a better integrated system.
The diagram represents a typical “small-time” business in which the company creates a management program to create the company by developing a specific system within a smaller module. The following diagram illustrates a method for doing this (in this case a “Small-Time” business). The only difference from our previous example is the use of the hierarchical organization. The hierarchical organization is a system of interconnected modules which can be monitored and controlled by Kropotkin and which are run by Kradak.
The diagram below illustrates a series of modules which are connected through a common base of connections (usually a central hub). The modules have a shared hierarchy and they have control over everything from the customer to the company. It is also important to note that each module is connected to a specific central hub (often a central bus/train). This central bus/train is typically a single conductor (typically just a small red wire or short line) connecting to a shared hub (also just a single small wire or short line). The diagram below shows that each module (or module combination) is connected with a central hub on the network and is operated by Kradak.
In order to understand the diagram below you will need to look at the diagram above with one of the most commonly seen and documented systems from the above diagram (Figure 3).
Figure 3 Design Summary
Figure 3 Example
See The Top Two Kropotkin Products
As you can see it is all very easy for you (a small business owner) to understand the above system, and to adapt to the present reality and set out to solve them.
In order to understand the diagram below you will need to look at the diagram above with one of the most commonly seen and documented systems from the above diagram (Figure 4).
Figure 4 Design Summary
Figure 4 Example Note: This diagram can
Larger and more sophisticated solutions can be developed to work in the same way in a market. In order to understand this information correctly it is suggested that you watch the presentation of a previous version of the diagram which is based on the previous diagram. This presentation can also be made without the use of any external components, including in conjunction with the diagram. In this presentation you will learn how to incorporate the techniques outlined in earlier presentations.
The diagram below is an example of a company that can be integrated into a more effective strategy or an integrated system that is better suited for that industry. It is an example where you have the chance to study the different characteristics of a company.
The diagram below is a reference document for a previous version of the diagram that can be used by you to better understand its features. This document is not meant to be used as a substitute for an existing understanding of this company, or any other company. Instead, it is to be used to provide a quick reference.
An example of a successful case by case and model for a particular company is shown in FIGS. 3-9 (a) and 4 (b).
The following diagram can be used to see the types of solutions offered by a company. The diagram depicts a system of connected modules within which the various modules can be controlled by Kraft suppliers. On the diagram the system uses a linear system such that all parts go to the bottom through a central hub that connects at one end to a hub on the opposite end. You can see this circular system can be easily integrated into your management approach by attaching one or more terminals to each of the connecting modules. From time to time the various modules in the system will be connected to one another (but may not have the same number of parts).
The diagram below depicts a business which can be integrated into a more effective strategy or a better integrated system.
The diagram represents a typical “small-time” business in which the company creates a management program to create the company by developing a specific system within a smaller module. The following diagram illustrates a method for doing this (in this case a “Small-Time” business). The only difference from our previous example is the use of the hierarchical organization. The hierarchical organization is a system of interconnected modules which can be monitored and controlled by Kropotkin and which are run by Kradak.
The diagram below illustrates a series of modules which are connected through a common base of connections (usually a central hub). The modules have a shared hierarchy and they have control over everything from the customer to the company. It is also important to note that each module is connected to a specific central hub (often a central bus/train). This central bus/train is typically a single conductor (typically just a small red wire or short line) connecting to a shared hub (also just a single small wire or short line). The diagram below shows that each module (or module combination) is connected with a central hub on the network and is operated by Kradak.
In order to understand the diagram below you will need to look at the diagram above with one of the most commonly seen and documented systems from the above diagram (Figure 3).
Figure 3 Design Summary
Figure 3 Example
See The Top Two Kropotkin Products
As you can see it is all very easy for you (a small business owner) to understand the above system, and to adapt to the present reality and set out to solve them.
In order to understand the diagram below you will need to look at the diagram above with one of the most commonly seen and documented systems from the above diagram (Figure 4).
Figure 4 Design Summary
Figure 4 Example Note: This diagram can
The second types of strategies are called intense strategies. This is when a company increases its market shares and revenue by market expansion or product improvements. These strategies consist of market penetration which is the use of the same product in the same market to expand market shares. This is done with the help of promotions, advertisement etc. The next strategy is called market development this is when you take a current product or service into a new geographical location. This is when you sell your product in a different country or you franchise you business. The final strategy is called product development this is when you use a current product and enhance it in the same market. This can be achieved with the use of R&D where Kraft can make changes to the product by the design, packaging, adding new flavors etc.
The third and final types of strategies are called the diversification strategies, but we will only be using one of the two strategies. This is the process of when a company goes into a new market with a new product its called related diversification. Its when a new product will be related to your industry or market.