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Strategic Management Exemples

Strategic Management Exemples

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Published by adillawa

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Categories:Topics, Art & Design
Published by: adillawa on Nov 25, 2010
Copyright:Attribution Non-commercial


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Integration Strategies
Horizontal integration
KLM Royal Dutch Airlines purchased controlling stock in Northwest Airlines to gainaccess to American and Asian markets
AMR, the parent company of American Airlines makes most of its money with theSABRE reservation system. It has spun off this technology to build systems for other firms in the travel/hospitality industry
Pernod Ricard, then the world's third largest wine and spirits producer, made another playfor a portfolio of leading international brands. It launched a friendly takeover bid of British rival Allied Domecq plc. in 2005, offering EUR 10.7 billion ($13.9 billion) for thecompany.
Addidas in 2005 buy reebok an American rival for $3.8 billion. This joining number twoand number three in the industry allowed it to challenge market leader NIKE. Addidaswas powerful in the market over suppliers and retailers. Reebok was stronger in US andAddidas was stronger in Europe so this was a good strategic fit.
The GAP Inc. retail clothing corporation is a good example of a business that practiceshorizontal integration. GAP Inc. controls three distinct companies,
Banana republic,Old Navy
, and the GAP brand itself. Each company has stores that market clothestailored to appeal the needs of a different group. Banana republic sells more expensiveclothes with a more "upscale", the GAP sells moderately priced clothes that appeal tomiddle-aged men and women, and Old Navy sells inexpensive clothes geared towardschildren and teenagers. By using these three different companies, GAP Inc. has been verysuccessful at controlling a large segment of the retail clothing industry.
Forward integration
Dell computers in Sears’s stores. The stores won't actually
merchandise. Rather,customers will be able to peruse Dell's offerings and then place their orders in the store.In a sense, this is just an extension of their mall-kiosk program.
Boise to Acquire OfficeMax for $1.154 Billion in Cash and Stock.The Acquisition of OfficeMax:
More than doubles the size of Boise Office Solutions, Boise's officeproducts distribution business, to pro forma 2002 sales of $8.3 billion.
By adding retail to its existing contract business, addresses allcustomer segments throughall distribution channels.
Provides a platform for growth in the small business segment.
Creates significant synergies in purchasing, logistics, marketing, paper sales, andadministration. Expect synergy benefits of approximately $160 million when fullyimplemented.
Is expected to contribute 15 cents to 30 cents, before integration costs, to Boise's earnings per share in 2004, the first full year of combination.
Bata with distribution centers
Chenone offering products at its own malls.
Gourmet offering its food products through its chain.
Intensive StrategiesMarket penetration
Mobil ink jazz offering call free packages
Zong offering sms package
Qureshi Tikka shop offering low prices of products
Blue Air with its low prices for airline tickets
Facebook offering free profles for social networking
Market development
United airlines in China
Wal-Mart in Russia and India
Toyota in U.S.A
Metro in Pakistan
Dunkin Donuts in Pakistan
Product development
Apple iPhone
Sony Erricsson Walkman phone
Motorola razor phone
BlackBerrys pearl
Palm Inc.Treo 750
DiversificationRelated diversification
AT&T with Bell south (internet radio service)
AT&T with Verizon (TV with roaster)
Google with YouTube and double-click 
Seagate with Evault (disk to data storage)
Cisco systems with WebExcommunication (computer routers to conferencing services)
Un-related diversification1-Cendant corp.
Century 21(real estate)
Avis (car rental agency)
Day-inn (hotel brand)
2-Morgan Stanley brokerage
Casino in AtlanticCity
Trump ext. resorts
Luxury hotels in japan
 Nippon airways
3-Honeywell Intl (thermostat and aircraft engines)
Flat panel TV
Computer monitors

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