Tag (SQ): Market entry

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  • 1 Marks

BMIS – L1 – SA – Q7.1 – Competitive advantage

Impact of product differentiation strategy on pricing and market dynamics

With a production differentiation strategy:

A   there is a low threat of new entrants to the market
B   there are no substitute products
C   cost leadership can be achieved in a chosen market segment
D   a higher price can be charged for the product

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  • 50 Marks

SCS – L3 – Q37- Competitive forces

Assess competitive forces impacting Freight Flow Ltd using Porter’s Five Forces.

(a) Assess the nature of competitive forces to which Freight Flow Ltd is subject.

(b) Present a position appraisal for Freight Flow Ltd, separating the internal and external factors to which the company is exposed.

(ci) Explain the use which Freight Flow Ltd could make of internal and external sources of information in establishing its marketing strategy.

(ii) Advise Kofi on the strategic management accounting information of a financial and non-financial nature which should be provided to assist future decision making and cost control.

(d) Recommend and justify a marketing strategy for Freight Flow Ltd which emerges from an analysis of its marketing mix.

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  • 20 Marks

SCS – L3 – Q25 – Competitive advantage

Discuss Porter's Diamond factors for Central African competitiveness and analyze four internationalization strategies with risks.

(a) Nexlify IT Solutions (NIS) started operations 10 years ago in Zamora providing a wide range of information technology solutions to diverse clientele. Mr. Adom, the chief executive officer (CEO) of the company, recently has been contemplating venturing into other Central African markets to take advantage of untapped opportunities. This is also to strengthen competitive position of NIS since Zamorean market growth is beginning to slow down and competition is getting keener.

At the 2016 second quarter Board meeting, the CEO tabled his proposal for consideration and board’s input before the document was finalized. During the Board discussions Prof Mensah, who lectures Corporate Strategy, suggested to the CEO to use Porter’s Diamond of national advantage to assess competitive advantage of the other Central African countries the company intends to enter. Prof Mensah also mentioned to the CEO that companies that compete in the global marketplace typically face two types of competitive pressures: pressures for cost reductions or global integration and pressures to be locally responsive.

The cost reduction-local responsiveness dilemma shapes and results in four basic international strategies – international, global, multidomestic, and transnational – which the CEO should consider in making the choice.

Required:

Discuss how the FOUR factors in the Porter’s Diamond of national advantage determine competitiveness of the other Central African countries on the global stage.

(b) Explain the following internationalization strategies and identify TWO risks associated with each of the strategies:

(i) International strategy

(ii) Global strategy

(iii) Multidomestic/Multinational strategy; and

(iv) Transnational strategy

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  • 20 Marks

SCS – L3 – Q20 – Functional strategies

Advise Vita Furniture Solutions on marketing strategies for household furniture and discuss sustaining competitive advantage.

20

Vita Furniture Solutions

Mr. Samuel Asare is the Marketing Director of Vita Furniture Solutions, a medium-sized company which specialises in manufacturing office furniture. The company is located in Tamale, because of the availability of timber.

Mr. Asare has proposed to the managing director the need for the company to diversify into the manufacture of household furniture. If the proposal is accepted, the company would have to develop a suitable marketing strategy in order to match the competition.

Required:

(a) As a strategist, advise the company on FOUR marketing strategies it can adapt to market its new product.

(b) Discuss how strategies can be used to create and sustain competitive advantage.

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