Gratham University Business Essay

a.

acquiring small transportation companies with cheaper trucks and tempos, rebranding, and using them for deliveries

b.

engaging in expensive advertising with new tag lines and famous celebrities to enhance its brand image in the market

c.

developing radio tags that could be attached to packages to allow for real-time tracking by customers’ PCs and mobile phones

d.

diversifying the different types of packages that can be transported and enabling booking through calls

e.

employing night delivery drivers at a high cost and maintenance charges.

a.

become the industry’s low-cost provider.

b.

improve the efficiency of its business model.

c.

maximize profits while simultaneously operating in a socially responsible manner that keeps the company’s prices as low as possible.

d.

maximize profits and shareholder value.

e.

come up with moves and actions that produce a durable competitive edge over rivals.

a.

they use the same key success factors to differentiate their products.

b.

they place about the same emphasis on various distribution channels.

c.

they still must possess customer service attributes that differentiate them from one another in the marketplace.

d.

the industry can be said to contain one strategic group.

e.

they remain subject to different driving forces.

a.

forecast fluctuations in product demand and how buyer needs will most likely change.

b.

evaluate what stage of the life cycle the industry is in and when it is likely to move to the next stage.

c.

identify the driving forces and evaluate their impact on demand for the industry’s product, the intensity of competition, and industry profitability.

d.

determine who is likely to exit the industry and what changes can be expected in the industry’s strategic group map.

e.

predict future marketing innovations and how fast the industry is likely to globalize.

a.

Which are SunPower’s least and most profitable geographic market segments?

b.

How well is SunPower’s present strategy working?

c.

What strategic issues and problems merit front-burner managerial attention at SunPower?

d.

How do SunPower’s value chain activities impact How do SunPower’s value chain activities impact its cost structure and customer value proposition? its cost structure and customer value proposition?

e.

Is SunPower competitively stronger or weaker than key rivals?

a.

assisting strategy makers in crafting a strategy that is well-matched to the company’s resources and capabilities, its market opportunities, and the external threats to its future well-being.

b.

helping strategy makers benchmark the company’s resource strengths against industry key success factors.

c.

revealing whether a company’s market share, measures of profitability, and sales compare favorably or unfavorably vis-à-vis key competitors.

d.

enabling a company to assess its overall competitive position relative to its key rivals.

e.

identifying whether the company’s value chain is cost-effective vis-à-vis the value chains of rivals.

a.

not having a sustainable distinctive competence in cost reduction.

b.

being timid in cutting its prices far enough below high-end differentiators to win away many of their customers.

c.

getting squeezed between the strategies of firms employing low-cost provider strategies and high-end differentiation strategies.

d.

getting trapped in a price war with low-cost leaders.

e.

relying too heavily on outsourcing.