MGT603 GDB # 1 Solution

Total Marks 2

Starting Date Wednesday, November 03, 2010
Closing Date Friday, November 05, 2010

For ensuring success in business, top management applies different kind of strategies. Suppose if you are a CEO of any bank, what kind of strategies you may design for the better growth and success.

Your job is to only identify anyfour or fivesuccessful strategies for banks

.....
Being a CEO of a bank, I would like to use these strategies to get competitive edge over my competitors;
• Price Leadership Strategy
• Flexibility
• Product or services differentiation
• Time to respond to customers and other changes
• Best possible use of IT & Information System Management
• Strong CRM Department
• Wide range of services to satisfy my customers
• I will try to be proactive rather than to be reactive
• Strong Marketing Department
• Well training Human Resources.

MGT603 Assignment # 1 Solution

MGT603 Assignment No.1 Solution



QUESTION:
As you have read in your course that strengths and weaknesses are an organization's internal controllable activities that are performed especially well or poorly and opportunities and threats are the external factors. The organization either small or large has to keep an eye on the internal and external environment for keeping the pace with the changing environment.
Read the following situation and identify what you consider to be Fashion Inn’s major opportunities, threats, strengths, and weaknesses. List these key factors under separate headings. (5 Marks for each)
Solution:-

STRENGHTS
Sound finical condition of the owner.
Decentralized decision making approach or Entrepreneurial style of management.
Good relations with politicians.
Committed managers & employees due to participative decision making approach.
Mr. Sadiq possesses a good entrepreneurial skills.
Land of the company is not rented or leased. Its owned by the Mr. Sadiq.

WEAKNESS;
Smaller size of target market.
The company has no strong brand.
Less positioning of company s' products into customer s' mind.
Lack of marketing and operational expertise’s.
Low quality of raw material.

THREATS:
Inflation
Economic downturn
Seasonal change in garments business
Adverse economic conditions resulting lower purchasing power of customers.
Competitor s' threats.

MGT603 Assignment # 2 Solution

MGT603 - Assignment # 2 Solution

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MGT603 GDB # 2 Solution

MGT603 GDB # 2 Solution:
you have to only identify which division falls in which quadrant (stars, question marks, cash cows and dogs)?

Solution:-


1.question mark
2. star
3. cash cow
4. dog


Detail

MGT603 Paper

MGT603 - Strategic Management


Start Time: 10:00 to 11:00 Date: 03-06-2010

Total Question: 32 Marks: 44

Total MCQS: 28 Marks 28

Total Long Questions: 4 Makrs: 16

Question 1. What reasons to joint ventotes are fails write the facts? Marks 3

Question 2. What is EFE Matrix and the what is means by the if the company is total point 2.8 what is show that? Marks 3

Question 3. Describe any two types of integrative strategies? Give one example for each? Marks 5

Question 4. Write the Five steps of the IFE Matrix? Marks 5

MGT603 Paper

PaperMGT603 Stratigic Management 26-05-2010

Total MCQS: 28

2 Question of Marks3

2 Question of Marks5

Question No: 32 (Marks: 3)

Describe any three functions of finance / accounting policies.

2nd yaad nahi ek strategy statement.

Ratio analysis se related question tha 5 no ka

Question No: 32 (Marks: 5)

Describe any two types of integrative strategies? Give one example for each.

MGT603 GDB

Answer
My decision as a manager would depend on the following factors:1) Capital Cost of investment in procuring additional machinery for producing tires2) Trained human resource availability and their cost3) set off of existing fixed cost due to in-house production4) save in time and cost for obtaining tires from subcontractorAs the quality will comparatively improve there would be no fear of compromising with quality and lost orders and as indicated overall cost would also reduce means resulting in additional contribution margin.As such I would recommend going for in-house production. As a manager of the firm I shall adopt Backward Integration policy since the cost of buying tires from the market is too high. This would give the firm a competitive edge by reducing cost and improving quality.
Answer
In this situation, firm needs that strategy which minimizes the cost by avoiding extra expense.Being a Manager, I ll adopt the Backward strategy. The backward strategy deals with suppliers and their issues. It increases the control over the suppliers, if they are too costly or unreliable. In this current case, Mr. Ali is bearing the extra cost to buy the tire from tire manufacturer, which is cause of high cost of production. Backward strategy is helpful to minimize the cost and maximize the quality and profit. It is also give the competitive environment to firm.

MGT603 GDB

Answer:
In this situation, firm needs that strategy which minimizes the cost by avoiding extra expense.Being a Manager, I ll adopt the Backward strategy. The backward strategy deals with suppliers and their issues. It increases the control over the suppliers, if they are too costly or unreliable. In this current case, Mr. Ali is bearing the extra cost to buy the tire from tire manufacture, which is cause of high cost of production. Backward strategy is helpful to minimize the cost and maximize the quality and profit. It is also give the competitive environment to firm

MGT603

MGT603 Strategic Management Assignment Solutions
The Five Forces

The threat of substitute products

The existence of products outside of the realm of the common product boundaries increases the propensity of customers to switch to alternatives:

* Buyer propensity to substitute

* Relative price performance of substitutes

* Buyer switching costs

* Perceived level of product differentiation

The threat of the entry of new competitors

Profitable markets that yield high returns will draw firms. This results in many new entrants, which will effectively decrease profitability. Unless the entry of new firms can be blocked by incumbents, the profit rate will fall towards a competitive level (perfect competition).* The existence of barriers to entry (patents, rights, etc.)

* Economies of product differences

* Brand equity

* Switching costs or sunk costs

* Capital requirements

* Access to distribution

* Customer loyalty to established brands

* Absolute cost advantages

* Learning curve advantages

* Expected retaliation by incumbents

* Government policies

The intensity of competitive rivalry

For most industries, the intensity of competitive rivalry is the major determinant of the competitiveness of the industry.

* Sustainable competitive advantage through improvisation

The bargaining power of customers

The bargaining power of customers is also described as the market of outputs: the ability of customers to put the firm under pressure, which also affects the customer's sensitivity to price changes.

* Buyer concentration to firm concentration ratio

* Degree of dependency upon existing channels of distribution

* Bargaining leverage, particularly in industries with high fixed costs

* Buyer volume

* Buyer switching costs relative to firm switching costs

* Buyer information availability

* Ability to backward integrate

* Availability of existing substitute products

* Buyer price sensitivity

* Differential advantage (uniqueness) of industry products

* RFM Analysis

The bargaining power of suppliers

The bargaining power of suppliers is also described as the market of inputs. Suppliers of raw materials, components, labor, and services (such as expertise) to the firm can be a source of power over the firm. Suppliers may refuse to work with the firm, or, e.g., charge excessively high prices for unique resources.

* Supplier switching costs relative to firm switching costs

* Degree of differentiation of inputs

* Presence of substitute inputs

* Supplier concentration to firm concentration ratio

* Employee solidarity (e.g., labor unions)