Green Cabs Case Study

WestJet commitment is to make planet Earth a better place to live is part of their responsible growth.

Summary: Who: Robin Chase CEO and Co-founderWhen: October 14, 2000What: Option 1: Reach out to other investors Option 2: Create a new business model Option 3: Close the businessMain Players: * Robin Chase * Antje Danielson - * Corporate PresidentOthers * Glenn Urban – Dean and mentor to Chase * JohnSnow – Consulting Firm * Paul Covell – MIT engineer * Investors CircleAlliance Partners: * Dan Holland – Venture partner * Transit Stations * AP reporter – press coverage Competitors: * Europe car sharing companies - Swiss Mobility CarSharing, Drive Stadtauto * Rental Car Companies –

Due to the growing competition and diminishing market share, companies are opting for different strategies to achieve their survival objectives as well as growth. Companies are thus executing grand strategies to provide their businesses with a clear direction for its strategic actions. These strategies, therefore, aim at both short term and long term sustainability and growth, and they include innovation, market development, product development, and concentration.

1. Is the air taxi industry poised for take-off? What customer segments are most likely to lead to success?

The Miles and Snow typology helps determine the overall strategy of an organization with prospectors on one end of the spectrum and defenders on the other (Parnell, 2014). Attempting to determine where a specified company can be reasonably challenging but understanding the market’s maturity can help identify model approaches. Dollar Tree operates in a fairly maturity market that sells universal commodities, therefore operating under a prospective mentality would be tremendously problematic due the consumers’ attention to cost. Therefore, Dollar Tree would be placed closer to the defender side of the spectrum. The defenders assume that the market is stable and the majority of the strategic emphasis is on internal process improvements which appears to be Dollar Tree’s ploy in the past as they have been attentive to increasing their supply chain efficiency and decreasing overall product cost to ensure the longevity of their $1-dollar structure. However, the recent acquisition muddles the perceived concentration as their overall strategy has

After review the information on past and estimated in the future, company, products, competitors and branding, I recommend the following strategy:

With innovation and the introduction of corporations to the Bay Area, there has always been a problem of a shortage of housing and property values rapidly increasing, and the introduction of Uber to the Bay would be no different. For Example, in 1849 the discovery of Gold in San Francisco brought many people to the area. With this influx in the population, there was an increase on price based on supply and demand so much so that “prices for everything skyrocketed: eggs were a dollar apiece … Land downtown was so valuable that people bought water lots - plots of land in the bay - and filled them in” (Solnit 6). Consequently, the Bay has always had a multitude of people and not enough land for them, causing real estate prices to skyrocket. The same can be sad if Uber was to be brought to Oakland. Oakland has been previously known as being far more affordable alternative to San Francisco (Document B).

Cadotte, Ernest R. & Bruce, Harry J. (2003). The Management of Strategy in the Marketplace.

About GE transportation‘s example, we can see that the strategy came in a good moment, just after the big failure of AC6000 that happened because they misread the market and developed a product that was not solving any special need of their customer and was not foreseeing the future of the industry, that‘s were EVO project ventures, some say that you can‘t make the same mistake twice and certainly with EVO project GE didn’t made that because now they achieve to understand where the industry was going and how they could be the best ones offering a punctual and accurate solution to the specific needs of the locomotive field. After this, they pretend to go further by working in the hybrid engine, that offered a really complex system of batteries that storage the energy produced on breaking to use it as fuel and save big quantities of money and at the same time reducing considerably the emissions caused by diesel and gas.

A company needs to create a series of programs to differentiate their product from those from its competitors and to appropriately price the product to achieve the maximum demand, in order to set up the dynamics of its competitive strategy (David, 2007). The competitive strategy of a company is also expected to offer better products or services to its customers, at a reasonable cost. Due to the mass influence of the external environmental on the customers’ preference, it is vital for the company to develop an available competitive strategy to be able to solve a series of problems, and ultimately to improve the company’s performance. Those problems include: how to differentiate its products or service from competitors, how to create market segments to maximize demands, and how to offer a wider range of products or services to better meet the customers’ needs at more acceptable costs (David, 2007).

Strategy formulation has been acknowledged as one of the most crucial factors of ensuring the long-term growth of the business. However, the manner in which strategy is formulated, and most importantly, the nature of the strategy chosen for the company determines its future position in the marketplace (Grant, 2005).

One of the most notable outcomes of the competition between Ford and General Motors has been their control of the global automobiles industry. Both companies enjoy have many clients within the United States of America and other parts of the world. This would not have been the case had the two companies not been in direct competition with each other. Whenever Ford introduces a new model in the market, General Motors is always quick to do the same (Ford 14). Similarly, the development of a new model by the latter company serves as a lead for Ford Motor Company to introduce a new brand. This neck-to-neck tussle for the American and global market for automobiles has positively affected the exceptional success of both companies. In most cases, companies tend to view competition with a perception that is more or less negative.

In the text, the author mentions the similarity between Miles & Snow and Porter’s generic typology where the “prospector model in Miles and Snow emphasizes differentiation and the defender business typically emphasizes low cost” (Parnell, 2014, p. 197). Porter’s generic typology has both differentiation and low cost considerations in the model with the focus being based on economic conditions and economic influence. In light of the similarities, the difference between these two business strategies are set in their core beliefs and concepts. Miles and Snow present their four models from a “philosophical” approach to business strategy and display the models benefits through real time explanation. Considering the four conceptual strategies “prospectors, defenders, analyzers, and reactors” the first described as “prospectors” follow “a dynamic uncertain environment and maintain flexibility”, additionally prospectors are known to lead and thrive as a “first mover” (Parnell, 2014). Prospectors tend to not like their environment to change but channel their creativity to design new products for their business. The Porter’s generic typology that is similar is the aspect of product uniqueness or unusual products known as “differentiation strategies” (Parnell, 2014, p.184), and based on the aspect of specificity. In the article, “Strategy Choices of Potential Entrepreneurs” the author explains the benefits of Porter’s three generic models and states that many entrepreneurs employ

This study discusses Toyota, General Motors’ (GM), and Tesla Motor’s competitive strategies. These three companies are top leaders in the automotive industry, and this paper focuses on what their current strategies are and how they develop and manage their opportunities. The paper will also address what can impact these three companies, how they protect their company from competitors, and some recommendations for each companies.

This report complies the analysis of the new strategy for Saab Automobile following its acquisition by Spyker Cars. The report attempts to assess this strategy and its potential success with an evaluation and analysis of the industry, strategy, macro environment, competitive advantage and sustainability of the competitive advantage. Various frameworks were applied in this report, including Porter’s 5 Forces, Strategic group analysis and VRIN analysis. Findings show, that Saab’s new strategy is based on some of the company’s strongest resources, the Brand, technology and expertise in design. This is particularly important as the