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The Harvard business review has published the Oracle s Hostile Takeover of
PeopleSoft A Case Study. Like all HBR case studies, the Oracle s Hostile Takeover of
PeopleSoft A Case is designed and drafted in a manner to allow the reader to
experience a real-world problem and solve it accordingly. The case study, like other
HBR case studies, will help the reader and students develop a broader, and a clearer
understanding of the business world and dynamics.
The case solution for the Oracle s Hostile Takeover of PeopleSoft A Case Study first
identifies the central issue that is elaborated on throughout the case. The case solution
then analyses the case through relevant strategic models and tools including the SWOT
Analysis, Porter Five Forces Analysis, PESTEL Analysis, VRIO analysis, Value Chain
Analysis, BCG Matrix analysis, Ansoff Matrix analysis, and the Marketing Mix analysis.
This analysis is to help in the identification of a feasible strategy and solution for the
Oracle s Hostile Takeover of PeopleSoft A Case Study. Alternative solutions are also
proposed in the case solution, primarily because alternative solutions often act as
contingency plans.
2. PROBLEM IDENTIFICATION
2.1. Harvard business school case studies
All case studies published by the Harvard business review comprise of a central
problem that is faced by the protagonist. This problem mostly holds implications for
managerial and strategic directions of the company. For readers and students of HBR
case studies, it is critical to identify the problem that the Oracle s Hostile Takeover of
PeopleSoft A faces. This problem is usually hinted towards in the introduction of the
case and develops along the way.
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2.2. Solving HBS case studies
3.1.1. Political
Political factors and elements can have a direct and indirect impact on the business.
This is seen through the Oracle s Hostile Takeover of PeopleSoft A Case Study.
Policymakers for the Oracle s Hostile Takeover of PeopleSoft A Case are in all
likelihood to intervene in the business surroundings.
Commercial restrictions and political stability are additionally integral factors that
will determine the success or failure of Oracle s Hostile Takeover of PeopleSoft
A.
3.1.1.2. Taxation
Tax policy will influence the cost of doing business for Oracle s Hostile Takeover
of PeopleSoft A.
An increase in organization taxation (on business profits) has a similar impact as
an expansion in expenses.
Organizations can pass a portion of this increase on to shoppers in more
expensive rates, yet it will likewise influence the bottom line of the business.
The government helps organizations in two primary ways: monetary help and
regulatory.
Oracle s Hostile Takeover of PeopleSoft A can use government assistance and
grants for purposes of growing the business, advancement, exporting, and
innovative work.
Oracle s Hostile Takeover of PeopleSoft A can also be impacted by when
Governments modify regulations and laws.
3.1.2. Economic
The economic factors are one of the most important of PESTEL factors and can
influence Oracle s Hostile Takeover of PeopleSoft A in several ways.
3.1.2.1. GDP
Economic components have the most evident effect on the profitability and
overall appeal of Oracle s Hostile Takeover of PeopleSoft A.
Even though GDP per capita is a useful economic factor, GDP per capita gives
just a fractional perspective on the economic factors that may influence Oracle s
Hostile Takeover of PeopleSoft A.
Higher GDP leads to higher disposable income and hence higher sales for
Oracle s Hostile Takeover of PeopleSoft A.
3.1.2.2. Inflation
Higher inflation will disintegrate the purchasing power of the consumer and the
shopper
Higher inflation will also harm the costs of raw materials and other inputs that are
utilised by Oracle s Hostile Takeover of PeopleSoft A.
Fluctuations in interest rates may translate into higher or lower costs for the
purchase or sale of items and administrations provided by Oracle s Hostile
Takeover of PeopleSoft A.
Higher interest rates hurt the disposable cash of consumers.
3.1.2.4. Unemployment Rate
3.1.2.5. How can the Oracle s Hostile Takeover of PeopleSoft A decrease the risk
of economic instability?
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Social influences will stem from social components of the macro environment. Under
the PESTEL Analysis, they can influence Oracle s Hostile Takeover of PeopleSoft A in
several ways:
Social patterns affect work trends and patterns and are directly related to the
behaviours of consumers.
Social patterns also have a direct influence on buyer tastes and inclinations, and
the specific kind, structure, and volume of interest for an item or service.
Social trends of higher education have allowed firms like Oracle s Hostile
Takeover of PeopleSoft A to have access to a pool of higher skilled talent – but
at the same time, also face a more criticising consumer base.
Higher education has also made consumers more aware of different product
offerings by companies like Oracle s Hostile Takeover of PeopleSoft A.
consumers are also more educated and knowledgeable of different substitutes of
a product, as well as become more readily available at different touchpoints.
3.1.3.5. How can Oracle s Hostile Takeover of PeopleSoft A use social aspects for
growth?
3.1.4. Technological
The expansion of the Internet and online business has discarded many
intermediaries. Oracle s Hostile Takeover of PeopleSoft A can communicate and
retail directly to the consumers now, or through modern intermediaries such as
eBay as well, for example.
Oracle s Hostile Takeover of PeopleSoft A may also use current social networks
to retail and use e-commerce to boost sales.
3.1.5. Environmental
3.1.6. Legal
The five forces identified in Porter's model can effect Oracle s Hostile Takeover
of PeopleSoft A ’s ability to serve its clients and make a profit.
A change in any of the five forces may regularly require a business unit from
Oracle s Hostile Takeover of PeopleSoft A to reassess the market place given
the general change in industry data and dynamics. The general industry appeal
and attractiveness.
Oracle s Hostile Takeover of PeopleSoft A should apply and centre their skills,
plan of action or business models to accomplish profits above the business
average. This may be done in multiple ways, each distinguished in their
application to the forces individually as is elaborated below:
New entrants to an industry bring new potential and a choice to increase the
market share and overall share of the pie that puts pressure on price, costs, and
the investment price essential to compete.
For Oracle s Hostile Takeover of PeopleSoft A, particularly while new entrants
are diversifying from different markets into the chief industry, they will be able to
leverage existing talents and cash flows to shake up the opposition.
The threat of entry in the industry, consequently, puts a cap at the earning
capacity and profit capability for Oracle s Hostile Takeover of PeopleSoft A.
While the threat of new entreaty is high, Oracle s Hostile Takeover of PeopleSoft
A should maintain their prices or increase funding and investment to discourage
new competition.
The risk of entry in an industry depends upon on the peak of entry barriers and
limitations that are a blessing for players such as Oracle s Hostile Takeover of
PeopleSoft A and on the response that new entrants can count on from existing
players.
If entry barriers are low and novices count on little retaliation from the entrenched
competition, the chance of entry is high, and profitability for Oracle s Hostile
Takeover of PeopleSoft A will be moderated.
It is the danger of entry, not whether the entry of new players takes place that
holds down profitability.
3.2.1.4. Some barriers to entry for new entrants in favour of Oracle s Hostile
Takeover of PeopleSoft A :
Capital requirements: a strong barrier to entry as new entrants will require strong
financial and resource cushioning for operations to take off and be sustained.
Economies of scale: a strong barrier to entry as existing players in the industry
operate with high economies of scale, which new entrants will take time to
achieve.
Product differentiation: the strong barrier of entry if products within the industry
have high levels of differentiation on which they operate and approach
customers.
Access to distribution: a standard barrier to entry since new entrants will have
equal access to the retailers and distributing agents within the industry.
Customer loyalty to established brands: a strong barrier to entry since customer
loyalties and perceptions are emotionally built and strongly enforced as long as
the brand continues to deliver on its core promise and quality.
3.2.1.5. What can Oracle s Hostile Takeover of PeopleSoft A do to face this
challenge?
There are always different alternatives or substitutes for various products that
lead an industry.
These substitutes may be direct or indirect– the direct substitutes are the same
category products. produced by different players; indirect substitutes are the
ones from different product categories that can replace the product for Oracle s
Hostile Takeover of PeopleSoft A.
Switching costs for direct substitutes is not very high for consumers.
The per-unit-volume prices may be higher or lower.
This makes the threat of substitute high.
Alternatives to the product or substitutes may not be able to provide the same
benefits
May often lead to additional costs incurred.
Switching costs towards alternatives becomes higher, and consumers may not
switch to substitutes.
This, in turn, will make the threat of substitutes low.
3.2.2.5. How can Oracle s Hostile Takeover of PeopleSoft A combat the threat
from substitute products?
The buyer for Oracle s Hostile Takeover of PeopleSoft A is not necessarily the
group that consumes the product – but rather refers to the group of customers
that purchases the product from Oracle s Hostile Takeover of PeopleSoft A to
either distribute further, retail it, or even consume it.
Hypermarkets and supermarkets, as well as independent retailers and
distribution agents to end consumers, are the core buyers for Oracle s Hostile
Takeover of PeopleSoft A that make up the market’s volume.
Supermarkets and hypermarkets, along with many food chains that are
concentrated, which increases the buyer power.
Products are stocked with buyers and retailers by Oracle s Hostile Takeover of
PeopleSoft A based on consumer demand.
Supplier power refers to the power that is held by the suppliers in terms of pricing
of the raw materials and inputs used for the business.
Suppliers can integrate forward into the decision making and business dynamics
themselves as well.
Also, to the buyers, the quality of the supplies and the raw materials is of utmost
importance.
However, in an industry with a high number of suppliers, Oracle s Hostile
Takeover of PeopleSoft A can switch to different suppliers at any time without
experiencing any costs of the business.
Overall bargaining power of suppliers is assessed to be moderate.
3.2.4.5. How can Oracle s Hostile Takeover of PeopleSoft A deal with the
challenge?
Get contracts with multiple suppliers and get resources and raw materials from
them accordingly.
Invest in manufacturer controlled production facility to maintain consistency in
quality.
3.2.5.3. Diversification
Purchasers and buyers have a wide range of products to choose from, with
relatively low switching costs. These factors tend to intensify rivalry.
Though players in the industry may off niche or premium products, they also
continue to operate in the mass markets at large, which again leads to high
competition.
The high fixed cost and the high bargaining power of the buyers, which can lead
to the lowering of the prices from manufacturers add to the highly competitive
nature of the industry.
The overall rivalry is assessed to be high.
3.2.5.5. How can Oracle s Hostile Takeover of PeopleSoft A combat rivalry and
competitive forces of the industry?
The high number of direct and indirect alternatives available also make Oracle s
Hostile Takeover of PeopleSoft A vulnerable to the high threat of substitutes.
Low to negligible switching costs experienced on the part of the consumers and
buyers.
3.3.1.3. Profitability
3.3.5.2. Differentiation
Identification of the place and placement on the industry lifecycle is important as it will
help Oracle s Hostile Takeover of PeopleSoft A make important decisions and
strategies for the future.
Products offered during this stage re doubtful as success and life of the product
is unproven and not known.
Oracle s Hostile Takeover of PeopleSoft A will use a focused strategy during this
phase to emphasise the uniqueness of the product.
The product or the brand will have a small market of consumers – known largely
as early adopters
Marketing strategies adopted by the company will focus on generating
awareness of the product and therefore, will largely use a functional appeal.
Oracle s Hostile Takeover of PeopleSoft A will require high capital during this
stage.
Oracle s Hostile Takeover of PeopleSoft A will need investment and funds for
launching strategic marketing campaigns.
Funds will also be required for fuelling physical growth of the company in the
form of investment in equipment and property to facilitate growth.
Consumer feedback from the introductory phase will be incorporated, and research and
development will be conducted to make appropriate changes in the product design and
offering.
Success in this stage for Oracle s Hostile Takeover of PeopleSoft A will lead to growing
demand, which in turn will fuel sales demand.
3.4.3.3. Nature of Product
Products in this stage have high growth and high market share.
There is also increasing competition and rivalry in the market – new entrants will enter
and compete looking at the success of products during this stage.
Oracle s Hostile Takeover of PeopleSoft A will experience slowing growth during this
stage of the industry life cycle.
Sales will be expanding, and earning will be growing – however, the rate will be slower
than the growth stage.
Competition from late entrants will be present, and obvious during this stage – who will
all try to fight for Oracle s Hostile Takeover of PeopleSoft A ’s share of the market.
Firm size is generally larger and is more dominant over players if successful- compared
to growth stage.
Innovations continue but are stable and not radical.
The strategic group analysis will look at an industry’s players' situations in focused
conditions and scenarios.
It will assess different players competing with Oracle s Hostile Takeover of PeopleSoft A
through the basic strategic factors that will decide an organization's profitability, similar to
how the profitability will also be impacted and influenced by the competitive nature of the
industry.
The strategic group analysis will describe the procedures of every single noteworthy
competitor of Oracle s Hostile Takeover of PeopleSoft A along different strategic
dimensions.
These dimensions of comparison differentiate players into strategic groupings and must
be selected as the basis of comparison by taking into account industry structure,
productivity factors, and the venture issues being tended to.
Key strategic groupings of players within an industry can be made based on numerous
different aspects, such as:
Specialization
Brand identification
Push versus pull strategies
Channel determination
Product quality
Technological position
Vertical joining
cost position
Service
Price strategy
Financial or working influence
Parent organization relationship
Government relationship
Despite the various aspects available for comparison of competing players, it is often
important to differentiate strategic groupings of players of aspects of how they compete
with each other, and on aspects of where they compete as well
The strategic group analysis is also important for Oracle s Hostile Takeover of
PeopleSoft A because it will assist in analysing the current market position of players, as
well as help in assessing future strategic moves and directions of the competition in the
market.
Assists in evaluating and identifying different underlying factors that will influence the
company’s profitability.
Makes use of standard comparison aspects between different players in an industry to
group them as per strategic directions as well as strategic dimensions.
Different strategic dimensions along the matrix of strategic groupings are often
characterized by barriers to entry and exit along the strategic groups’ dimensions, as
well as by mobility barriers.
These barriers make it difficult for companies to move along, and in between different
strategic dimensions – often forcing it to stay in place with the same competition.
After Oracle s Hostile Takeover of PeopleSoft A has identified the possible uncertainties
of the macro environment, Oracle s Hostile Takeover of PeopleSoft A should decide on
any two only. These can be:
o Changes in technological advancements and developments. These changes can
be in the form that the industry has progressed to install more modern and
contemporary technological developments.
o Changes in consumer demands and needs.
These two uncertainties of the future are those that will have the largest impact and
influence on the business.
This inner analysis and assessment of Oracle s Hostile Takeover of PeopleSoft A decide
the centre skills based on the resource based view (RBV) of the premium company.
Utilizing its core capabilities and capacities, Oracle s Hostile Takeover of PeopleSoft A
can maintain a competitive distinction, and leadership over other local as well as
international players in the industry.
In the VRIN analysis and assessment, Oracle s Hostile Takeover of PeopleSoft A makes
use of its core capacities to strengthen its worth and the to continue to deliver the
promise of consistent quality and taste to consumers – as well as guarantee futuristic
and long term gains in the industry.
The following section presents a brief analysis of the VRIN strategic tool as it is applied
to Oracle s Hostile Takeover of PeopleSoft A and its impact on the strategic direction.
4.1.1. Valuable
The company has an international distribution system with agents and contracts in
countries across the world. This helps the company in making sure that its products are
widely available and easily accessible to all consumers.
The experience of expansion to other countries directly as well as indirectly has allowed
the company to gain exposure and experience in international business, culture and
trades.
The company has a unique blend of marketing skills, which allows it to reach
consumers directly through various channels, in a creative way. This is a valuable
resource for the company as it allows the company to ward off potential competition.
The company invests in market research regularly, which allows it to stay updated with
market trends, consumer needs, demands, as well as the changes that take place in
different markets and consumer groups. This is also valuable as it then allows Oracle s
Hostile Takeover of PeopleSoft A to make changes in product and service offering
accordingly.
4.1.2. Rare
The company makes use of modern as well as new and innovative means of cropping
and harvesting as well. The means of production are important for a business to
maintain cost efficiency. This allows lower levels of spoilt raw materials and enhances
the quality as well as the feel of the final product. Also, it allows the company to
maintain the product quality in-house, and maintain consistency in the raw material.
The company’s effective and efficient use of resources has allowed it to maintain
economies of scale. The company uses economies of scale as a rare resource
available to maintain costs, enhance production, and increase sales – all the while
maintaining a high focus on premium quality and consistency of taste.
The company has a unique and diversified portfolio. This has allowed it to penetrate
different consumer groups. And maintain income from different streams. Into urn, that
gives a strong financial cushioning to the business.
4.1.3. Inimitable
The company has taken part in exemplified human resource management in all its
function – from recruitment to training of talent management. This has allowed the
company to develop an inimitable resource that is aligned with the organizational goals,
and mission, and which is synonymous to the organization itself.
4.1.3.3. Innovation
The company has employed progressive means of controlling costs and maintaining
economies of scale. In this way, prices of the products are maintained and controlled,
and very few cost increases are passed to the consumers. This allows the product to be
easily affordable by the company’s target audience.
4.1.4. Non-substitutable
The brand value and brand recognition enjoyed by Oracle s Hostile Takeover of
PeopleSoft A is a non-substitutable resource. The high brand recognition across
different consumer group’s in different countries allows the brand to enjoy high
consumer ship, high sales, and a unique bond with the consumers. This cannot be
imitated at all by the competition as the brand recognition and resonance has been built
over the years through hard work and quality deliverance.
The Oracle s Hostile Takeover of PeopleSoft A enjoys high brand equity. This has been
developed through the different stages presented by Keller in his model for brand
equity. The high brand equity also reflects a high emotional appeal that Oracle s Hostile
Takeover of PeopleSoft A has for the consumers.
This means that the brand fulfils not only functional but also emotional and
psychological needs of the consumers. Again, this is an inimitable resource which the
company has developed because of its honest and trusted relationship with the clients
over some time.
4.2.1.1. Valuable
4.2.1.2. Rare
Oracle s Hostile Takeover of PeopleSoft A is one of the greatest company all inclusive.
Even though there are other worldwide and international chains of competing
companies, Oracle s Hostile Takeover of PeopleSoft A has made a distinct name for its
quality and offers.
4.2.1.3. Non-substitutable
For the time being, no competition of Oracle s Hostile Takeover of PeopleSoft A could
match such an enormous international presence in terms of quality and consistency. It
would require critical investment and assets to achieve this.
4.2.2.1. Valuable
4.2.2.2. Rare
Other competition also offers different products that are offered by Oracle s Hostile
Takeover of PeopleSoft A, which means that it is not a rare resource for the company.
This is because other players also have access to similar products and portfolios.
4.2.2.3. Inimitable
Considering other businesses and players are now using this capacity as a means of
expansion and penetration, it can, therefore, be imitated.
4.2.3.1. Valuable
The Oracle s Hostile Takeover of PeopleSoft A brand name enables clients to enjoy and
feel a bond of association with the brand. This allows consumers to feel emotionally
attached with the brand, and experience it as an extension of themselves as well. As
such, this becomes a valuable asset for the company.
4.2.3.2. Rare
4.2.3.3. Non-substitutable
It would be generally simple for other companies to revamp their packaging and
duplicate the plan of action of Oracle s Hostile Takeover of PeopleSoft A. In this way,
the upscale and comfortable promise of the offering by Oracle s Hostile Takeover of
PeopleSoft A could be imitated.
4.3.3. Example from value framework for Oracle s Hostile Takeover of PeopleSoft
A
The organization has an internal transportation system of vehicles for making deliveries
to other companies that are in business with stocking and serving Oracle s Hostile
Takeover of PeopleSoft A products – in the local markets.
In this value chain and value framework, Oracle s Hostile Takeover of PeopleSoft A ’s
competitive advantage and abilities are distinguished through the VRIO/VRIN
assessment are huge in how the organization's procedures offer some incentive and
advantage to the consumers.
Brief details of Oracle s Hostile Takeover of PeopleSoft A ’s value chain are discussed
in the next section:
The inbound logistics for Oracle s Hostile Takeover of PeopleSoft A refers to producers
in different designated and appointed locations by the company. Also, it also refers to
selecting the finest quality raw materials from in-house production as well as from third-
party contractors. These are transported to the storage sites after which the raw
materials are used for producing different products by the company.
4.3.4.1.2. Operations
The company has contracted agents in offshore countries and sites to manage product
selling. However, a majority of the products are sold directly to licensed sellers and
shops locally as well as internationally.
4.3.4.1.5. Service
4.3.4.2.1. Infrastructure
This includes different departments like management, finance, legal, etc. which are
required to keep the company’s business running.
Oracle s Hostile Takeover of PeopleSoft A has been commended and celebrated for the
use of effective technology not only production but also to make the overall system of
production and sale, as well as in house production more effective and efficient. Also,
the company also uses technology to communicate and connect with its consumers
effectively.
4.3.4.2.4. Procurement
This involves purchasing the raw material for the final product. The company has
appointed agents that work for the company in different countries and regions to
purchase consistently high quality raw material so that the company can produce the
finest product qualities for delivering to the consumers.
The concept of the value chain for Oracle s Hostile Takeover of PeopleSoft A helps in
understanding how value is added in each process and stage of the value chain. It also
helps to understand and separate useful activities from those that are not useful as
such. This improves the overall bottom-line of the company and increases the profit
margins for the company as well.
4.3.4.3.1. Customer-centrism
Oracle s Hostile Takeover of PeopleSoft A has made use of the differentiation factor to
maintain higher leadership and differentiation from industry competition. Differentiation
of effective leadership may be achieved through different forms and basis.
Moreover, this differentiation can fluctuate from item to item, market to market and
industry to industry. Generally, the essential bases of differentiation are quality,
durability, usefulness and in a few consumer loyalty, and brand image. Oracle s Hostile
Takeover of PeopleSoft A has differentiated its items and products dependent on the
quality and set a completely different, and engaging consumer experience. Brand image
However, the account of value does not finish at getting incredible quality of raw
materials. It goes more remote from that point. A great deal of contrast originates from
the readiness. Oracle s Hostile Takeover of PeopleSoft A prepares its product diligently
to draw out the quality.
Rest of the credit goes to the human resource and employees at Oracle s Hostile
Takeover of PeopleSoft A. The brand carefully picks its raw materials - just when they in
ideal condition. Products are tested from each cluster in any event thrice before
endorsement. This is how Oracle s Hostile Takeover of PeopleSoft A makes the quality
that each client looks forward to, and is excited about.
The cost-based strategy and system are that – it includes Oracle s Hostile Takeover of
PeopleSoft A being the pioneer regarding cost in the industry and market where it
operates. Just being among the most minimal cost producers isn't adequate, as the
company leaves itself wide open to aggressive attacks by other producers and players
in the industry. These players may undermine Oracle s Hostile Takeover of PeopleSoft
A ’s costs and in this way hinder the company’s endeavours towards the expansion of
its share of the overall market pie.
Based on this, Oracle s Hostile Takeover of PeopleSoft A should be sure that it can
accomplish and keep up the leading position before deciding on choosing the cost
leadership strategy. Oracle s Hostile Takeover of PeopleSoft A will be able to become
effective in accomplishing cost differentiation by having:
Access to the capital expected to put resources into innovation that will cut expenses
down.
Very proficient coordination’s.
A minimal effort base (work, materials, offices), and a method for economically cutting
expenses beneath those of different competing players.
5.1.3.2.1. Overall Cost Effectiveness through Cost Leadership and Cost Differentiation
Cost differentiation and leadership strategy for Oracle s Hostile Takeover of PeopleSoft
A will be based on the nitty-gritty.
Cost initiative endeavours towards slicing expenses to a base to give clients lower costs
and in this manner will help the company of Oracle s Hostile Takeover of PeopleSoft A
to reserve funds.
Cost leadership strategy requirements regularly identify with high specialized abilities
and access to capital
The company should also resource into innovation and guarantee economies of scale.
5.2.1. The need for SWOT because of expanded operations of Oracle s Hostile
Takeover of PeopleSoft A
This section of the SWOT analysis model works with the inner variables that the
organization can use as competencies and strengths to address shortcomings and
ensure the business against rivalry. For this situation, Oracle s Hostile Takeover of
PeopleSoft A ‘primary qualities are:
Oracle s Hostile Takeover of PeopleSoft A is one of the world's most premium, well
known and most famous brands.
The organization has a developing populace of steadfast clients, which adds to the
soundness of the business.
In the SWOT analysis model, the global distribution network through directly owned
subsidiaries, or contracts with third-party agents further strengths Oracle s Hostile
Takeover of PeopleSoft A by supporting activities.
For instance, the organization has a worldwide system of providers that are deliberately
chosen dependent on criteria relating to quality, for example, of raw materials as has
been discussed in the value chain - primary and supporting activities.
5.2.2.3. Strong investment in research and development, and high focus on innovation
The focus on innovation not only keeps the company apart but also facilitates its industry
leadership.
The internal core strengths and competent variables recognized in this section of the
SWOT analysis of Oracle s Hostile Takeover of PeopleSoft A demonstrates that the
business has qualities that advance strength through expansion and a worldwide
production network.
Oracle s Hostile Takeover of PeopleSoft A has a premium brand image attached, and
thus all its products in the portfolio are priced highly
This expands overall revenues yet decrease the affordability of its items.
This internal key factor is a shortcoming since it confines the organization's share of the
overall industry, particularly in territories with generally lower disposable earnings
5.2.3.2. Standard and benchmarked regulations and business procedures for all portfolio items
5.2.3.2.1. Generalization
Likewise, this SWOT analysis highlights that generalized standards for all portfolio
products may be a weakness because it restrains the adaptability of these products and
items in the business.
5.2.3.2.2. Imitability
What's more, numerous Oracle s Hostile Takeover of PeopleSoft A items are imitable.
Several items in the portfolio have been imitated by completion, and are also being
provided by them at different price points.
Though the quality is unique to Oracle s Hostile Takeover of PeopleSoft A, the
competing players have also developed close enough, and acceptable products.
This business condition engages competition, as has been highlighted already.
5.2.3.3. Fighting the challenge of imitation
The internal factors in this section of the SWOT analysis of Oracle s Hostile Takeover of
PeopleSoft A demonstrate that the business must create qualities to diminish the
unfavourable impacts of impersonation and the impact of high value focuses on the
organization's share of the overall industry in the international and local business.
This section of the SWOT analysis and strategic model focuses on external components
that opportunities for business development and advancement. For this situation, the
key opportunities accessible to Oracle s Hostile Takeover of PeopleSoft A are:
With an increased focus and awareness of health and wellness lifestyles by consumers,
it is important that Oracle s Hostile Takeover of PeopleSoft A recognizes this as a viable
business opportunity.
Increased numbers of consumers are shifting to the green lifestyle of consuming
environmentally friendly and organic products.
Oracle s Hostile Takeover of PeopleSoft A should focus on the expansion of the product
portfolio: inclusion of green products and environmentally sustainable services are
suggested.
Oracle s Hostile Takeover of PeopleSoft A can expand its income streams through
expansion and developing presence in emerging markets – such as Brazil, China and
India.
This opportunity draws consideration far from the U.S. region, where the majority of the
organization's incomes are created.
Diversification is right now a minor strategy as can be observed from Oracle s Hostile
Takeover of PeopleSoft A ’s competitive strategy and its overall directive strategy as
well.
The business environments likewise display the chance to enhance the organization's
competencies and strengths
This will also increase its share of the overall industry through the association’s s with
different firms. For example, a partnership with real retailers improves dispersion.
The company can also formulate new B2B relations and contracts with other companies
and corporate entities.
The external key factors in this section of the SWOT analysis demonstrate that Oracle s
Hostile Takeover of PeopleSoft A can improve its industry position by building up its
activities to make use of the opportunities in the international business markets.
The industry environment and profitability are liable to invite independent developments,
and small-scale players.
These players may not have high levels of integration and may be retailers and
marketers for items produced during backward integration.
Strategic marketing techniques and promotional communications are expected to
neutralize the impacts of these patterns.
This section of the SWOT analysis of Oracle s Hostile Takeover of PeopleSoft
Arecognizes external key factors that force difficulties to international expansion and
growth of the company as well as highlight market infiltration.
TOWS analysis will allow Oracle s Hostile Takeover of PeopleSoft A to identify and
understand the strategic choices and future strategic options and directions available to
the company. The TOWS matrix and analysis will help Oracle s Hostile Takeover of
PeopleSoft A to look at various possible future and long term situations, and ill force
Oracle s Hostile Takeover of PeopleSoft A to look at these options by questioning
strategic directives such as:
How will Oracle s Hostile Takeover of PeopleSoft A make the most of its strengths and
core competencies?
How will Oracle s Hostile Takeover of PeopleSoft A Circumvent its weaknesses and
shortcomings?
How will Oracle s Hostile Takeover of PeopleSoft A capitalize on the various
opportunities present in the business environment?
How will Oracle s Hostile Takeover of PeopleSoft A ward off, and manage the threats
that are present in the external business environment?
The analysis of the SWOT and the subsequent assessment and development of the
TOWS matrix will allow the Oracle s Hostile Takeover of PeopleSoft A to be able to
identify the following answers:
Strengths and Opportunities (SO) – How would Oracle s Hostile Takeover of PeopleSoft
A be able to utilize on its strengths to exploit the opportunities?
Strengths and Threats (ST) – How would Oracle s Hostile Takeover of PeopleSoft A be
able to exploit its strengths and core competencies to keep away from genuine and
potential threats?
Weaknesses and Opportunities (WO) – How would Oracle s Hostile Takeover of
PeopleSoft A be able to capitalize on its opportunities to overcome the weaknesses that
Oracle s Hostile Takeover of PeopleSoft A is encountering?
Weaknesses and Threats (WT) – How would Oracle s Hostile Takeover of PeopleSoft A
be able to limit its weaknesses and evade threats?
Strengths Weakness
TWOS Matrix
Leading premium company that Major dependence on th
New South Asian and Asia Expanding into Asia Pacific region and Increasing more store
Pacific regions available for stabilizing emerging markets by country of origin, and in o
expansion – emerging opening new stores and developing world – especially emerg
markets new products as India, China and Brazil
Acquisition of medium-sized
similar companies and shops
in developing countries
The TOWS Matrix is a moderately basic strategic tool used by Oracle s Hostile Takeover
of PeopleSoft A for producing key alternatives and identifying key strategic alternatives
that may be pursued by Oracle s Hostile Takeover of PeopleSoft A.
By utilizing it, Oracle s Hostile Takeover of PeopleSoft A can take a look towards
understanding that it can best exploit the opportunities present, while at the same time
also limit the effect of shortcomings and ensure itself against threats.
Oracle s Hostile Takeover of PeopleSoft A has viably utilized this instrument to develop
a procedure for accomplishing competitive advantage in the industry and various
markets it operates in.
Recently, Oracle s Hostile Takeover of PeopleSoft A has made use of the four strategies
of Ansoff matric to maintain competitive advantage and leadership position. These
strategies are
o Market development
o Market penetration
o Product development
o Product penetration
The following section highlights the various strategies that may be used through the
Ansoff matrix. These strategies have been highlighted and identified through vigorous
research methodologies, as well as through expert analyst data and opinion.
The company can make use of widespread marketing campaigns using traditional
means as well as means of social media to increase awareness of their product amongst
the target market.
This task of educating the markets will give the company a first-mover advantage, as
well as develop important functional appeals for the product.
The company can expand into other markets through its previous experience, as well as
through partnerships and contracts with other agents and parties.
The company can also develop subsidiaries, as well as offer its products through
franchising as well as licensing.
The geographical expansion is suggested into emerging economies because of the
favourable income levels of the consumers, as well as the growing infrastructure.
The company can penetrate existing markets by offering more shops or making its
product more widely available.
This may be done through increasing the accessibility of the product at places where the
target consumers are expected to purchase from, as well as improving the interaction of
the product with consumers at different touchpoints.
To be able to develop new products, the company should have a focused interest and
budget sending allocated to new product research and development.
This research would take a basis in the consumer market and the overall market trends,
to identify the gap in consumer demands, and market availability of different products.
The new product would then generally be aimed towards fulfilling this gap.
The company should have dedicate incubation labs for the development of new
products.
This means that this development should be a focused and separate entity that should
focus on the company’s innovation.
The company should also hire the right talent for business development and innovation
to be able to achieve targets and goals accordingly.
New products should follow PD cycles for testing before launching in a market.
This will ensure that the company can fix any loopholes present in the product, as well
as incorporate positive feedback.
One way of increasing product penetration is that the company directly manages and
controls sales operation through owned retail.
This will give the campy leverage over communication, as well as product stocking and
placement.
The company can further expand its portfolio as a means of product penetration.
The expansion of the portfolio will allow the company to reach a different and diverse
target group, thereby increasing the overall share of the pie for the company
This will also increase Oracle s Hostile Takeover of PeopleSoft A ’s products’
accessibility to different consumers.
5.5.1. How Oracle s Hostile Takeover of PeopleSoft A can strengthen its strategic
position using SAf criteria
5.5.2.1. Suitability
This strategy is suitable because it will allow Oracle s Hostile Takeover of PeopleSoft A
to develop new markets by tapping into new consumer groups.
At the same time, it will allow the company to penetrate higher into existing markets.
Both these possibilities can be realized because Oracle s Hostile Takeover of
PeopleSoft A invests in consumer research and has a strong financial standing.
5.5.2.2. Acceptability
The strategy is acceptable because it is in line with the company’s goals and mission.
Also, it is also in line with the internal marketing and culture of the organization.
As such, the strategy does not pose any risk – financially and otherwise and is also
palatable for stakeholder reactions.
Lastly, the strategy promises to give high returns. Overall, the strategy appears to be
highly acceptable.
5.5.2.3. Feasibility
5.5.2.3.1. Market research and financial cushioning
5.5.3.1. Suitability
5.5.3.1.2. Innovation
Moreover, the company also innovates regularly, which can be an added benefit for the
suitability of the strategy.
5.5.3.2. Acceptability
Therefore, the risk of new product development and consumer reaction would be there.
Also, the acceptability is also low because of stakeholder reaction – who might not all
agree with the expansion of the portfolio horizontally – i.e. The broadening of the
portfolio away from the core offerings.
Lastly, if the strategy works, it promises high returns, which make sit low to moderately
acceptable.
5.5.3.3. Feasibility
5.5.4.1. Suitability
This strategy is suitable because the company has high and focused budgeting for
marketing and communications.
This would also allow Oracle s Hostile Takeover of PeopleSoft A to withdraw from failing
markets or markets that have a weak share, and gain access to rising markets.
The company will be able to exploit its research and development for strategic marketing
Oracle s Hostile Takeover of PeopleSoft A will also make use of existing systems and
products to reach new consumer groups through marketing.
5.5.4.2. Acceptability
5.5.4.3. Feasibility
The strategy is highly feasible because the company has a strong financial standing.
This means that the company can afford to increases budget for marketing purposes.
However, for the stagey to be successful, it is important that the company aces sure that
all promotional campaigns developed are in sync with consumer needs, demands and
behaviour.
This is again possible for the company because of its investment in research and
development.
6. FINAL RECOMMENDATIONS
Based on the overall internal and external analysis done for Oracle s Hostile Takeover
of PeopleSoft A, this section will offer recommendations which will help the company
take on strategic directions that will enhance its core competencies and capabilities, as
well as reduce its chances for risks and threats? The following recommendations are
thus made for Oracle s Hostile Takeover of PeopleSoft A:
6.1.1. Control
At the same time, the strengthening of the distribution network will allow the company to
work more closely with end consumers by being able to reach them with the same high
quality of products across different markets.
This strategic recommendation will help the company reach a higher number of
consumers and penetrate deeper into target consumer groups. Also, this strategy will
allow the company to increase trial and consumption and sales of its products.
Unique marketing tactics will involve new and informed strategic means of
communicating with the consumers and engaging them with the brand. One way that
this can be done is by making consumer co-producers for the brand. Another way that
Oracle s Hostile Takeover of PeopleSoft Acan do this is through co-branding with other
similar, yet dissimilar brands and companies to enjoy higher market visibility amongst
target consumers.
Each market and target group has distinct characteristics. This recommendation is
suggested so that the company can connect better with different target groups in
different markets.
By strengthening the value network further, and by adding quality and enhanced
elements at different stages, the company will be able to maintain competitive
advantage, as well as put off new players from the industry by increasing barriers to
entry. This will allow the company to maintain sustainable competitiveness over other
players, as well as maintain a possible leadership position in the local and international
markets and industry.