Competitive Analysis : The Competitive Profile Matrix ( Cpm )

Before we can talk about the Strategy Hudson Bay uses we must first answer the the question of what a Corporate and Business Strategy is and how The Bay inaugurates this into their company;

The opportunities that afford us are enormous! This is the first product on the market and since this is a technology society, it will create excitement in our culture. The purpose of this product is to provide a more convenient product for parents to help in transporting the child from place to place in a safe manner. The car can be operated while the parent is driving the by the car seat remote control. The

Chatter Box is a Cell phone Manufacturer, which has been in business since 1990. Our company has stayed in business so long because of the ability to provide customers with reliable and durable products. We have not had many issues keeping up with the advances in technology; however, recent research has shown us that the competition for cell phone is growing every day. We have also found through extensive research that more customers are moving away from computers and laptops and moving toward wireless, easier to carry tablets. Therefore, Chatter Box has come up our own version of the tablet; we expect our product to do very well

The three generic strategies were identified by Porter (1985), who argues that in order to sustain

In growing the company, CanGo prepares to expand into online gaming. To assist in this endeavor, we present By Design’s findings concerning the competitive environment of online gaming. To begin with, there are many impressive competitors in the online gaming industry. The following tables show the top 25 gaming companies in 2010 along with the fastest growing ones (Van Kooten, 2010).

Papa John’s competitive strategy primarily follows Porter’s unique or unusual product of services. Papa John’s executives understands their product is unique and people chose them over other pizzerias because of this. In Porter’s typology he suggest that managers do the following: focus on identifiable subsets of the industry in which it operates or serve the entire market as a whole. Managers should also determine if the business should compete by competitive prices or price it accordingly to the unique craft they serve ( Parnell, 2008). With Papa John’s reputation of better ingredients, better pizza Papa John’s has set the tone for consumers to expect to pay more than they would with their direct competitors.

Exhibits 6, 8, 9, and 10 provide a great deal of information to TruEarth Pizza, including several necessary areas of continuing product development. Creating more appealing varieties and finding a way to increase the convenience factor, for example, would be excellent ways to improve customer response to the product. There are other, more distressing problems that suggest the entire model might be flawed and ultimately unprofitable: two of the most substantial dislikes of the

Compare and contrast the market-based approach and the resource-based view as approaches to competitive strategy. To what extent are they rival or complementary views?

Companies often use a (CPM) – Competitive Profile Matrix to better understand their external environment as well as their competition within the industry they operate. The matrix identifies a company’s key competitors and draws a comparison using the industry’s critical success factors. The analysis also reveals a company’s strengths and weaknesses against its competition, making them aware of problematic areas needing improvement and also areas that are doing well and need to be protected (See Appendix F).

The threat of new entrants refers to the threat posed by new competitors within an industry. If it is easy for new firms to enter the industry barriers to entry are low and the threat of new entrants is high. A profitable industry attracts more competitors. Economies of scale, learning curve effects and other macro factors impact the nature of an industry 's

Fast, user-friendly online reservation system by facilitating e-ticketing and reducing staffing requirements at telephone reservation centers and airport counters. (Kuzmicki, 2009)

Option 2: maintain the present price, be content with the current market share, and use the lower-cost edge to earn higher profit margin on each unit sold 4. Concept & Connections 5.1, How Wal-Mart Managed Its Value Chain to Achieve a Huge Low-Cost advantage over Rival Supermarket Chains, describes Wal-Mart’s strategy for out-managing its rivals in efficiently performing various value chain activities to gain a lowcost leadership. A. Achieving Low-Cost Advantage 1. A low cost edge over rivals is best accomplished in two ways: a. performing essential value chain activities more cost-effectively than rivals, and

Michael E. Porter, associate professor published the article titled “How Competitive Forces shape Strategy” in Harvard Business Review in 1979. This article is retitled as “The Five Competitive Forces That Shape Strategy” and published in Harvard Business Review in 2008. Michael E. Porter developed the model of Five Competitive Forces which is defined as “Competitive Strategy – Techniques for Analyzing Industries and Competitors”. It has become a main device for analyzing an organizations structure in strategic practices.

We used the same idea with Estee Lauder, L’Oreal, and Revlon. L’Oreal and Revlon is a real big competitor for Estee Lauder. Estee Lauder and L’Oreal perform above average on the CPM analysis. Revlon performed average compared how Estee Lauder and L’Oreal rated.

Key External Factors Opportunities Overall Market Size Increasing Annual Market Growth Rate Low Technological Requirement Threats High Competitive Intensity High Inflationary Vulnerability High Customer Demand Environment Impact Social impact TOTAL 0.30 0.15 0.20 0.05 0.05 1.00 3 2 3 3 2 0.9 0.3 0.6 0.15 0.10 2.80 0.05 0.10 0.10 3 3 3 0.15 0.30 0.30 Weight Rating Weighted Score