英语大学作业 MBA课程 战略管理 strategy management.doc

Managing Strategy ID:PAGE PAGE 13 Question 1 A: Porters generic strategy: According to Porter (1985), a business can maximize performance either by striving to be the low cost producer in an industry or by differentiating its line of products or services from those of other businesses; either of these two approaches can be accompanied by a focus of organizational efforts on a given segment of the market (See appendix 1). The strategy clock: From the market-facing point of view and based on the principle that organizations achieve competitive advantage by providing their customers with what they want better or more effectively than competitors, Bowman presented “strategy clock” (Johnson, 2006). The position on the “strategy clock” represent different positions in the market where customers have different “requirement” in terms of value-for-money they also represent a set of generic strategies for achieving competitive advantage (See appendix 2). The strategy cube: Aiming at providing a more systematic insight into a balance between market position and resource position of a product, Jenkins (2004) originated the strategy cube. It is a developed model by establishing a three dimensional matrix with the relative parameters of product price, product cost and perceived level of product benefits (both functional and intangible benefits). In the strategy cube there are nine reference points, eight where each of the three variables takes two values relatively high and relatively low and the average product, which has a notional, average level of benefits at an average price and cost. Then each competitive strategy can be identified explicitly by the eight extreme positions (See appendix 3). Ryanair is now the largest low cost airline in Great Britain and Europe (Box, 2007). Ryanair’s objective is to maintain its position as Europe’s leading low fares airline. Ryanair has pursued simplicity, efficienc