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EEK 5 Individual Assignment – South Korea/Brazil

EEK 5 Individual Assignment – South Korea/Brazil

 

Domestic – GM KOREA

 

Foreign - BMW

 

 

 

Assignment overview: Individuals will conduct a competitor analysis and develop a competitive strategy for how the client company can win customers in the recommended entry country. Grading rubric for Competitor assignment is here and posted in the module ‘Grading Guidelines and Rubrics.’

 

 

 Assignment Objectives:  (1) Each individual team member will identify and research 2—3 competitors in the recommended country, including at least one global competitor and one local competitor.  

(2) Each individual will determine the competitive strengths and competitive weaknesses of the client company by comparing client strengths and weaknesses with competitors’ strengths and weaknesses.

Note that not all your client's Strengths are competitive advantages, since competitors may have similar strengths.  You are looking for those very few competitive strengths (in people, product/service, processes, or other resources) that will give your company a differentiator or cost advantage. 

Similarly, competitor weaknesses that your client company does not suffer may give your client company a relative competitive advantage, even if you have not previously identified this characteristic as a particular strength of your client company.   It need only be better than the competitors in order for you to consider it as a competitive advantage (e.g., more efficient processes than a competitor's high cost production may mean your client can offer lower prices to customers than the competitor can).  

(3) Applying Porter's Generic Strategies, you will then recommend and explain a competitive strategy that will attract new customers by leveraging  the client firm’s competitive strengths (e.g., a more technologically advanced product with higher buyer value) and/or  mitigate its  competitive weaknesses (e.g., mitigating a relatively low brand recognition by saturating a niche market with a focused differentiator message: "we serve small businesses with software designed for small business") ).

 

Assignment Requirements/format:

 

Step one: Using the summary information from your group's week 4 country selection paper, the Introduction to this paper should consist of (a) statement of purpose (b) description of the company and its industry, (c) the product/service that will be entered in the new country; (d) description of the target country and why it was recommended as better opportunity than the other country.

 

Step two:  The body of the paper (approximately 8-10 pages double spaced) will:

 

1. Assess each competitor’s strengths and weaknesses

 

  • Include in your assessment a competitors' ability to mitigate the country level threats you identified in Week4.  Competitors that are more adept at risk mitigation (e.g., via a process or asset advantage) will be more of a competitive threat. For example, in a politically unstable country (threat) , a competitor  with a wide network of associations (asset)  may be better able to weather political change (thus the network is a risk mitigating advantage)..

2. Compare Competitor Strengths and Weaknesses to your client's Strengths and Weaknesses

3. Determine the two or three areas in which your client has a competitive advantage relative to competitors.  Explain how the advantage(s) represent a differentiation or cost advantage.  Be sure the data support this determination.

4.  Recommend a competitive strategy and explain why you have recommended the strategy. Will this be effective against all or only some of the competitors?  Will you need a combined strategy or a tiered strategy (implemented over time) in order to compete for the long term?

  • Write a 1-2 page Executive summary for the entire paper (i.e., name the company and its industry; describe the country opportunity; the competition and how your client can compete. Be specific about where cost advantage is or what differentiates your client).

  • Include a Title page (with your name!) and a Table of Contents, to be placed just after the Executive summary. After the Executive summary, include page numbers on the body of the paper, starting with page one.

  • Include a Reference list, using proper APA format for all references and in-text citations.

Post the assignment in your Individual Assignment folder AND in the Group Locker by the due date.

The posted individual papers in the Group Locker will be for the team’s use in week 6 competitor research summary and competitive strategy recommendation.

 

Looking ahead:  In Week 6, your team will agree upon a business level competitive strategy, based on these individual member inputs, analyses, and recommendations.  The team will identify specific buyers to target, estimate the dollar value of that target market, and will develop a positioning statement to appeal to the targeted market segment.  The team will submit its current draft business plan (sections 2-11) and finalize its SWOT in preparation for developing your corporate level strategy in weeks 7 and 8.

 



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15-06-22 | 03:18:15

In weeks 5 and 6, you will iden

fy all your compe

tors-local and global—in the recommended entry country. You will

assess the Strengths and Weaknesses of those compe

tors, as you did for your own client (value chain processes and
resource/asset assessment). And you will then be able to use Porter’s model for determining a business level
compe
on strategy.
Porter describes generic compe

ve strategies as cost leadership, differen
a
on, and focus on a niche market--

with either a differen

ated offering or a less costly offering.

Differen
a
on strategy depends on having unique characteris

cs in your product/service or in the support
services offered to your buyers. And the unique offering may be of value only to a focused or niche target buyer(focused
differen
a
on). You have assessed your client’s product/service features and buyer value in your ini

al profile but may

need to re-assess them as you see the buyer value offered by compe

tors. Does your client have a compe
ve

advantage in a differen

ated product/service, or is your company’s Strength not unique enough to rise to the level of a

compe
ve advantage? Could it be a compe

ve advantage only for a par

cular buyer segment (niche)?
Cost leadership depends on company advantages through some kinds of efficiencies (e.g., scale produc
on or

sophis
cated technology); or cost effec

ve assets/resources (e.g., locked in supplier contracts, or low cost labor). You
have assessed your client’s value chain processes looking for some kinds of efficiency Strengths; and you have ini
ally

iden
fied your client’s resource/asset Strengths. You may now need to re-assess those processes and resources you
considered Strengths, in light of the compe

tor characteris

cs you will research. Can your client’s Strengths in these

areas of cost efficiencies rise to the level of compe

ve advantage?

Focus strategies are typically used when compe

tors have a strong hold in the broader market, making it
difficult to compete head-to-head for a company just entering a new market. Thus companies may focus on a par
cular

buyer segment or region and serve those Buyers with a differen

ated offering that meets those buyers’ par

cular needs

(focused differen
a
on).

Focus strategies may also be based on cost leadership if a company can focus on a par

cular buyer segment that
can be served more efficiently (e.g., is located near the company or requires less post-sale support) or with less expensive
products than compe

tors (e.g., less costly “basic” car produc

on for first

me car buyers with limited incomes). This

would be focused cost leadership.
Porter’s strategies serve a useful organizing methodology for thinking about how a company can compete for
buyers. Determining a compe

ve strategy will require that you examine your compe

tors’ resources and processes and
re-examine your company resources and processes to find the one or very few areas in which your firm may have cost
or differen
a
on compe

ve advantages. These generic strategies are conceptual labels, but you will describe the

specifics of your recommended compe

ve strategy, based on the par

cular areas in which your client can

differen
ate (customer service? product features?) and/or in which your client can realize a cost advantage (new and
faster produc

on capabili

es? marke

ng subsidy from a parent company?)


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