Leax Business Strategy

Edmundson (2013) explains that companies that consistently expand in a profitable manner have learned to take their strength and transform them into a competitive advantage. Edmundson (2013) list nine principals that will help companies turn their strengths into competitive advantages. The nine principals are to be quantifiable, stay objective and creditable, be true and accurate, not stated by you’re competition, contrast, use concrete facts and tangible data, emotional, focused and simple, and tell stories to make your audience relate. Edmundson (2013) continues that typically companies that have

able to stay on top of their costs, as well as that of their competitors. Costing is a very tricky business in

While car manufacturing is a global industry, automotive companies such as JLR operate in broader regions such as Europe and Asia. Three major trends were identified affecting car production in mature markets, the first was the fragmentation of mature markets, customers were demanding more choice, and this has made it difficult for manufacturers to obtain economies of scale, so cost had to be reduced and with the general

The business may at risk of failure due to its strategy with narrow focus on high-tech products.

Using ‘Tyson Foods’ as an example, a senior manager would constantly seek out opportunities to excel their firm further ahead of its competitors. One way that Tyson food’s upholds it’s impressive competitive advantage is through differentiation in terms of prioritizing customer service and quality

Finally, adaptability. You need to be able to adapt and work around any given problem;

an idea of how quickly you can adapt and solve problems, whether you can be relied on to follow

What defines success? Managers, Investors and consumers all have distinguishable criteria on what is deemed successful. According to the annual report, CMG is focused on four key areas of their business growth strategy. Sourcing the most organic produce whist promoting consumer awareness, culture, marketing by word of mouth, and to expand the business both by market share and revenues (Anon., 2012)

Addressing the needs of its employees. Meeting the needs of the employees and maintaining a profit margin.

competition than in the past and need a strategic plan to remain competitive. As a part of

The competencies of their leadership are superior and are credited for contributing to their success in the industry. The decentralised control of power has ensured that at branch level you have people who own the strategy and are not only ‘blind’ implementers. Their staff members are motivated as a result. They have implemented learnerships as part of developing the competencies of their staff members. They have also trained their staff members to provide expert advice to the customers thereby eliminating the

Competitive advantage is explained by Mahoney and Pandian (1992) as the function of industry analysis, organizational governance and the firm’s effects in the form of resource advantages and strategies. In order for a firm to be competitive it must adapt to the volatile business environment and through strategic management decisions establish a competitive advantage that will ultimately produce superior performance relative to its competitors (Akimova 2000).

The improvement of its operational efficiency through the industrialisation of processes and the pooling of resources The development of internal synergies Attracting talents and developing best practices in terms of management A constant and reinforced vigilance on risk control

In order to maintain the competitive advantage of the company , the company should use differentiation strategic this means the company will have to be going toe-to-toe with the

To be the best cost provider .Train and develop the team’s capabilities and competencies to make them technically prepared to implement the new strategy.