All Blog Posts Tagged 'Competitive' (55)

Strategic Inflection Points - Dolls



1. Schilling doll - 1900



2. Kewpie - 1913



3. My Dream Baby - mid 1920s



4. Tyrolean dolls - early 1950s



5. Barbie - 1959



6. Barbie "Airline Stewardess" - 1963



7. Action Man - 1964



8. Cabbage Patch Kid - 1983



9. Baby Born - 1991



10. Barbie "Happy Holidays" - 1990s

cited by:…

Strategic Inflection Points - Toys & Models



1. Magic Lantern - 1900



2. Noah's Ark - 1900



3. Clockwork ship - 1904



4. Steiff teddy bear - 1905



5. Meccano - 1910



6. Hornby train set - 1920s



7. Dinky cars - 1930s



8. Scalextric - 1950s



9. Robby the Robot - 1956



10. Lego - 1958



11. Star Trek - 1977



12. Transformer robot - 1980s



13. Thunderbirds - 1992



14.…

Strategic Inflection Points - Guitars



1. Gibson Style O - 1908



2. National Style O - 1926



3. Rickenbacker Electro Spanish - 1932



4. Gibson Les Paul Gold Top - 1952



5. Fender Stratocaster - 1954



6. Gibson Double - 12 - Late 1950s



7. Stienberger Bass - 1982



8. Ibanez - 1990

cited by:…

Strategic Inflection Points - Wristwatches





1. Oris Big Crown - 1910s



2. Waltham - 1920



3. Cocktail watch - 1930



4. Bulova Accutron - 1960



5. Oyster Perpetual - 1965



6. Speedmaster - 1969



7. Lasser digital - 1970s



8. Gold watch - 1970s



9. Casio digital - 1990s



10. Seiko Kinetic - 1990s



11. Omega Seamaster - 1995…

Strategic Inflection Points - Cars



Few things map the development of design better than a car.





1. De Dion - Bouton Model Q - 1903



2. Model T Ford - 1908



3. Rolls Royce 40/50 - 1907



4. Citroen Traction Avant - 1934



5. Auburn 851 Speedster - 1935



6. Volkswagen Beetle - 1939



7. Citroen 2CV - 1948



8. Bentley R-type Continental - 1952



9. Mercedes - Benz 300SL - 1954



10. Fiat 500 -…

STRATEGIC INFLECTION POINTS - PERFUME



1. L'heure bleue - 1912



Blend of roses, irises, vanilla and musk.



Positioned as Romantic perfume.



The Baccarat glass bottle reflects this romanitcism. Art Nouveau swirls at the shoulders of the bottle and delicately drawn label, the design suggests sensuality.





2. Chanel No 5 - 1921



Remains the essence of Simplicity.



It is square, with a plain wedge stopper and a minimal white…

To generate Competitive Intelligence we need to get clarity of the Competitive Environment in which the organisation operates :



1. Economic Features



We need to identify and analyse the most important economic features of the industry in which the organisation operates in.



2. Competitive Forces



We need to identify and analyse multiple competitive forces which industry members are facing and assess the strength of each force



3. Changes - Competitive…

Key Success Factors for Future Competitive Success



Key Success Factors [KSFs] could be:



1. Product attributes

2. Competencies

3. Competitive capabilities

4. Market achievements



Having greatest impact on future competitive success in the markets.



1. It could be technological expertise or scientific research in high technology industries such as pharmaceuticals or telecommunications.



2. It could be proven ability of an organisation to…

When a Corporate Raider attempts a hostile takeover of an organisation, we need to understand the interplay in the Quicksilver environment:



The Players:



1. White Knight

2. Black Knight

3. Gray Knight

4. Yellow Knight



Further when a Corporate Raider attempts Greenmailing or hostile takeover threat still persists, do we have options such as:



1. Moat

2. Golden Parachute

3. People Pill

4. Poison Pill

5. Lobster Trap

6. Killer…

I. Assessment of Strategies



A. Focused Differentiation

B. Best Cost

C. Differentiation

D. Low Cost

E. Focused Low Cost

F. Market Skimming

G. Market Penetration

H. Related Diversification

I. Unrelated Diversification

J. Backward Integration

K. Forward Integration

L. Horizontal Integration





II. Consumer Perceptions



A. Negative Moment of Truth

B. Positive Moment of Truth

C. Usage

D. Attitude

E.…

Mergers & Acquisitions presents CORPORATE RISKS which has to be mitigated.



Success of merger / acquisition depends how we have actually prepared at:



1. Pre Merger stage

2. Post Merger stage



Pre Merger stage:



Here compatibility issues need to be addressed under :



A.Courtship phase

B. Evaluation and Negotiation phase



While we are looking at compatibility issues at during Courtship phase, have we looked at compatibility between…

Macro Risks of Globalisation [ Domino Effect ]



1. Retrenchment from globalisation

2. Oil & Gas spike

3. Infectious diseases in the Developing world

3. Trans-national crime and corruption

4. Chronic diseases of the Developed world

5. Middle East instability

6. Heatwaves and droughts

7. Natural catastrophy : cyclone, earthquake, extreme inland flooding

8. Interstate and civil wars

9. Fiscal crisis in advanced economies

10. Food…