Note: Sample below may appear distorted but all corresponding word document files contain proper formattingExcerpt from Term Paper:
Successful Strategy Execution
The Balanced Scorecard
A balanced scorecard is balanced precisely because it considers three major areas of performance: 1) The relationship between the company and the customer; 2) the key internal processes of the company; and 3) the learning and growth of the company. The dynamics that make the balanced scorecard a highly functional tool is that it enables linkage to be constructed between the short-term activities of the company to its long-term objectives. These linkages are established by the following: 1) translating and operationalizing the vision; 2) communicating and linking the day-to-day work of individuals with the overall company strategy; 3) business planning that interlocks the budgeting processes with long-term strategic planning in an integrated whole, and 4) feedback and learning enables a company to examine inferences, assumptions, and outcomes in order to adjust theories and decisions based on cause and effect relationships.
Who has the "D"? (Decision Responsibility)
A model called the RAPID process is proposed to expedite strategic decision-making. R stands for Recommend, which refers to the steps to propose a decision in a timely fashion, which include data gathering, receiving stakeholder input or consultation, and conducting analysis to make a sensible choice. A stands for Agree, which reflects the actions that are taken to negotiate an acceptable -- motivated -- proposal in conjunction with others. P stands for Perform, which stands for executing a decision promptly and effectively. I stand for Input, which includes the provision offering of relevant facts that can influence the feasibility and practical aspects of the proposal. D stand for Decide, which is the point of accountability that commits the organization to implementing the proposal.
GE -- McKinsey Matrix 1, 2, with color
The GE-McKinsey Matrix uses the popular matrix format with the two primary axis of Industry Attractiveness and Business' Competitive Position, which are further distinguished by high, medium, and low levels. Further details about market share are reflected by the size of the bubbles for each business. And the dimensions of market or business sales vs. market size are shown in the pic chart configurations inside the bubbles. The cells in the matrix are grouped to reflect three segments: Segment 1 represents a strong business in an attractive market. Segment 2 is fair to middling, showing strong business in an unattractive market or a weak business in an attractive market. Segment 3 reflects a weak business and an unattractive market.
Google according to the GE -- McKinsey Matrix
The GE-McKinsey Matrix was used to analyze 15 Google brands, placing each in one of three segments that reflect the attractiveness of the industry and the business's (the brands) competitive position. The brand placement descriptions explain the rationale and the competitive positioning on the matrix. Accordingly, the evolution of Goggle products and brands is reflected in their positioning on the brand.
Successful Strategy Execution -- Part I
The key measures explained in this discussion of strategy execution are as follows: Execution, achievement, financial, and customer satisfaction measures. Achievement measures reflect the conversion of a strategy or some performance dimension into an advantage that fosters earnings growth or functions as a competency.
Successful Strategy Execution -- Part II
The process of target setting involves some precursor behavior that conditions the environment and sets the stage for change. These behaviors include: 1) Showing why the change or new target is needed; 2) developing and communicating a vision and strategy to reach the vision, and 3) creating a sense of urgency with respect to targets and strategy.
For more than a century -- indeed, since the 1880s -- ChapStick® was the original and dominant brand for lip conditioners. With the advent of Burt's Bees brand lip balm and the newcomer brand Eos, however, ChapStick has been on the verge of being considered a generic brand by consumers. Year-over-year losses of market share are indicative of the difficult spot in which ChapStick resides as the company strives to rebrand.
Even though ChapStick originated the category, it has lost relevance with consumers. A new campaign features Alex Morgan, who is an Olympic gold medalist and a member of the U.S. Women's National Soccer Team. Morgan, the brand's newest spokesperson, said,
"I always have ChapStick with me, whether I'm training or hanging out with my friends, so partnering with ChapStick was a natural fit for me. What's most interesting to me is the thought and science behind each product. Lips are an area of the body often overlooked and when it comes down to it, they should be among the most thought about because of their sensitive nature. No one understands lip health like ChapStick and that's why I trust my lips to them."
ChapStick is also engaged in social media monitoring and boasts 3.8 million Facebook fans. The objective of the marketing campaign is to project a balance of beauty, fun, and health while using the ChapStick product. An important thrust of the marketing campaign is to convey important information consumers may not know about the product or about how to best care for their lips. The print ads, TV ads, and digital videos developed by The Burns Group in New York will help consumers understand how and why the brand has evolved.
ChapStick has undergone numerous product iterations as more competitors entered the market. The brand has had a number of memorable high points: Put to use as microphone concealing tubes during the Watergate fiasco, Suzy ChapStick, Picabo Street, Cherry ChapStick. It has several times chased consumer trends: in 2007, the small niche cult-favorite Natural Botanicals Medley Lip Balm that is no longer produced, and the contemporary Vanilla Cream Hydration Lock that contains antioxidant CoQ10 and hyaluronic filling spheres.
Placed on the GE-McKinsey Matrix, ChapStick's Moisturizer, Classics Cherry and Classics Original are the most popular brands and would be located in Segment 1 as a strong business within a strong market. Flavored lip balms continue to be popular, but they are not particularly well differentiated by customers. ChapStick's medicated brands and the athletic brands with sunscreen are niche products, and could reasonably be placed in Segment 2. The GE-McKinsey Matrix has a number of advantages over the Boston Consulting Group (BCG) Matrix. While the BCG matrix has a narrow market growth rate, the GE-McKinsey Matrix is broader and considers more variables. The BCG matrix shows a basic market share configuration, while the GE-McKinsey matrix permits the use of more measures of competitive strength and goes beyond the accounting of market share owned by a product.
The lip balm category in the United States tops $400 million annually ("Strategy," 2013). The four primary brands, ChapStick, Blister Burt's Bees, and Carmel, have a combined 65% market share with roughly 200 smaller brands holding less than 1% of the total market share annually ("Strategy," 2013). Nivea entered the category in 2008, and spent approximately $10 million to carve out 6.3% of the market share annually ("Strategy," 2013). Then EOS launched in August 2009 with a market share goal of 2% in 6 months, 4% after one year and 6% after two years annually ("Strategy," 2013). However, at 6 months, EOS was at 2.5% of market share, 5.6% at one year, and by the second year, EOS had achieved 11.4% of the market share in the U.S., which is nearly double their original objective annually ("Strategy," 2013). EOS is a novel product in the undifferentiated sea of sameness that characterized the lip balm industry annually ("Strategy," 2013). What EOS has over the lip balm brands designed for women, such as Nivea and Soft lips, was to convey the product benefits as functional and pleasurable annually ("Strategy," 2013).
ChapStick may have been new social media in 2011, the only plausible explanation for the level of poor decision-making the company exhibited. A photo that ChapStick…[continue]
Brand Management Nike Brand Management Nike's progression from selling tennis shoes out of the back of founder and CEO Phil Knight's car to one of the most respected and known brands globally initially began with naming the company after the Greek Goddess of victory. Transitioning from being Bleu Ribbon Sports to Nike also led to the company going public and gaining the necessary funds to finance growth and expansion. It was after
Shanghai Tang Strategic Case Analysis Strategic Case Analysis: Shanghai Tang (ST) Fashion and Clothing Industry Overview Shanghai Tang (ST) Business Strategy Global Business Expansion Strategic Placement Analysis of Environmental Factors Suitability of Shanghai Tang Strategy Technology Business Focus The strategic review of Shanghai Tang is conducted in order to explore brand presence, business focus, and other related functional strategies. The business is quite well placed in terms of its growth, revenues, and profitability. The company has also expanded its business line
In support of this overarching aim, the following objectives were also be used. Objectives: The proposed study has three objectives as follows: 1.2.1 To deliver a comprehensive and critical review of the relevant literature concerning the relevant issues. 1.2.2. To administer a custom survey to various luxury hotel managers concerning their current branding strategies to identify commonalities and significant differences. 1.2.3. To provide a synthesis of the secondary and primary research that can be used as a
Organizational Environment Starbucks In-depth Analysis of Organizational Environment - Starbucks Starbucks Organizational Culture and Environment Global Perspectives of Starbucks Social Responsibility embraced by Starbucks Starbucks Planning Process Decision Making Process of Starbucks Starbucks Corporate Strategy Organizational Structure of Starbucks Starbucks uses a mechanistic structure as a contemporary design Starbucks Organizational Culture and Environment Starbucks Corporation is considered as one of the leading coffee house chains that offer best quality coffee to its customers. This retail corporation is based in the United
Wal-Mart's SWOT Analysis and Generic Business-Level Strategy Walmart's SWOT Analysis Wal-Mart's SWOT Analysis and Generic Business-Level Strategy Wal-Mart's SWOT Analysis and Generic Business-Level Strategy Wal-Mart Wal-Mart is the world's leading corporation in the retail industry. It operates in 27 countries of the world with 69 well-recognized brands. With this huge scale of operations and vast business network, Wal-Mart serves a large number of customers with numerous product categories in its retail stores, departmental stores, and
Coca-Cola Macro-Economic Analysis Coca-Cola is an extremely effective organization. Nevertheless it has a number of difficulties surfacing at this time. The Coca-Cola Company offers around four hundred various consumer drinks and merchandise. The majority are not known as well as seldom observed with regards to accessible purchase. Furthermore, an additional problem the organization ought to deal with may be the health problems associated with soft drinks since it really is recognized that
Strategic Case Study Woolworths Supermarkets Strategic analysis External analysis Turbulence model Porters' five forces 6O/Ts evident Competitive strengths Competitive position in the market Weakness evident Mission statement Vision Strategic objectives Ethics matrix Stakeholder theory analysis Key broad business-level and international strategies Strategic implementation: General perspective Key strategic implementation issues Strategic evaluation Current and future prospects and recommendations Woolworths Supermarkets Woolworths Supermarkets is one of the largest supermarkets in Australia. The Woolworths Supermarkets has been in service for the last decade and has done a lot of production and growth in the
"Promoting Brands Through Matrix Analysis" (2014, June 05) Retrieved October 20, 2016, from http://www.paperdue.com/essay/promoting-brands-through-matrix-analysis-189680
"Promoting Brands Through Matrix Analysis" 05 June 2014. Web.20 October. 2016. <http://www.paperdue.com/essay/promoting-brands-through-matrix-analysis-189680>
"Promoting Brands Through Matrix Analysis", 05 June 2014, Accessed.20 October. 2016, http://www.paperdue.com/essay/promoting-brands-through-matrix-analysis-189680