Strategic Analysis for Imax

Any of these options would make a superb option for theater watching and show business would profit by keeping all the profits from tickets sold.

see if you can identify additional capabilities and core competencies. Do you think the core competencies mentioned in the case and/or the ones you found are valuable, rare, difficult to imitate, and nonsubstitutable and as such, are also competitive advantages? Why or why not?

The following paper will discuss the research that I completed regarding the internal and external environments of both Allstate Insurance and the Target stores as a corporation. What will be provided is information on the competitive advantages of each company and the types of strategies that they each use. What will also be discussed is how each of these organizations create value and how they maintain a competitive advantage through their business strategy. I will also cover what types of measurement guidelines both Allstate Insurance and Target is using and how effective these measurement guidelines are for their organization.

Competition between theaters often comes down to distance from home, convenience of parking and proximity of restaurants. Innovations by one theater chain are quickly adopted by others. The differing approaches of the theater chain companies are reflected in their cost of fixed assets per screen.

company. The technology used to film and edit programming impacts the operations and distribution of the company’s original content. Within procurement’s 33% share of revenues, technology makes up the largest share as firms in this industry must invest to compete. The linkages here are vertical; without the newest technologies, it takes longer to produce and edit new series to the standard customers expect. If Disney’s technologies fail to deliver visually high-quality content in a timely manner, consumers will watch elsewhere.

Barney, J. (2004). Firm resources and Sustained Competitive Advantage. Strategy: Process Content Context: an international perspective, de Wit & Meyer , 285-292.

5. The threat of substitutes: This is the strongest force of competitive pressure that the movie exhibition industry faces. Not only are they competing among each other but they have to compete with every leisure activity a consumer has to choose from.

The corporation is divided into W H Smith Retail (high street and travel stores), W H Smith News (distribution) and W H Smith Direct (online) businesses and for the purpose of analysis it is important to understand the division between business units as competitive advantage is achieved at the level of each strategic business unit (SBU) and understood through competitive strategy whereas achieving

No longer is box-office the main source of revenue for studios as it was in the early days of Hollywood. Today only 6 conglomerates are responsible for almost all of the world's filmmaking. Lucrative licensing deals, merchandising, spin-offs, television shows and so forth have become more important than the actual box-office generated. According to Jay Epstein "Even though today's system of filmed entertainment shares much of the same physical geography, nomenclature, and mythology as the studio system that preceded it, it did not evolve out of it… it appeared with surprising suddenness, and replaced it." He argues that a handful of aspiring businessmen took the reins of the industry and steered it to where it is today. These 6 conglomerates hold 72% of the total market share and have an average of $26.5 billion revenue, while the total box-office revenue in the U.S. in 2000 was only $7.6 billion8. Film production today is not the expression of the director, writer or producer but more their attempt to capitalize on the medium. Modern films cost an average if $100 million in advertising and production cost, while the average box-office of

The IFE matrix is a summary step in conducting an internal strategic management audit of the PepsiCo. This strategies-formulated tool is to summarize and evaluates the major strengths and weaknesses in the functional areas of business. It also provides a basis for identifying and evaluating relationship among those areas of a business.

Moving ahead,in order to get the idea about company’s internal environment and its capacity to survive and prosper in the market(Strategic capability), I analysed the resources and competencies(Appendix 3) ,the value chain (Appendix 3),the Cultural Web(Appendix 5). To find out the influence of stakeholders on the company I applied Power/Interest to the company and finally analysis of strengths,weaknesses ,opportunities and threats to the company(SWOT Analysis-Appendix 7) provide with clear idea about the strategic position of M&S.

1. What is competitive advantage, and how does it relate to a company’s business model?

External environment is very important for managers to make decision about the company’s direction and strategy. In order to gain a deep understanding of Blockbuster’s industry and competitive environment, the following seven questions need to be answered. Q1: What are the industry’s dominant economic features?

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).

What is a competitive advantage for the company? How can the management use it? Make SWOT analysis for the company.