Pentagon Training | Competitive Strategy Fundamentals

Call Us

+44 1344 961530

E-Mail Us

info@pentagonit.co.uk

Introduction
Course Details
Course Content
Enquire

A Quick Glance

Decision making is the strongest asset of an organisation. The bad decisions will take the company towards failure. There is a need of skills that can sure the better decision-making. Competitive strategy skills are the skills that help in making strategic decisions. If you wish to make better decisions, then you should attend this course.

Successful business environments inspire our Competitive Strategy Fundamentals course. You can start by gaining the following skills that the successful business environment has:

It performs industry analysis: Business analysis is the base of any system to direct them. You should gain skills of how to analyse the market.
It interacts with outside world very well: The successful interaction is the very essential. You should acquire skills to interact with the outside world of an organisation successfully.

Who should take this course

This course is for everyone.

Prerequisites

This course has no prerequisites.

What Will You Learn

This course is proposed to acquaint you:

With the knowledge of the behaviour of organisations in different market situations
To build up strategies and maintain customer base
To know about the design of an effective organisation who can grow and compete in different

Course Overview

Competitive Strategy is well-defined as the long term plan of a specific company in demand to advance competitive advantage over its contestants in the industry. It is intended for creating a protective position in an industry and making a superior ROI (Return on Investment). The Competitive Strategy Fundamentals course is designed to provide the knowledge of market structure, industry analysis, asset mobility and oligopoly. Our instructors are well qualified and expert ones. After completing this course, you will be able to make strategic decisions in your organisation.

Course Content

An Overview of Customer Strategy

An Introduction to Customer Strategy
Significance of Customer Loyalty
Various kinds of Switching Costs
Customer Value and Switching
Describing Old Dealers and Customers
How to get new Suppliers?
Maintaining your Customer Base Asset Mobility
Oligopoly
Cournot and Bertrand
Strategic Complements and Substitutes lecture
Capacity Competition
Competition and Financial Condition

How to keep business clean?

An Introduction
Explanations for Competition Policy
Knowledge of Instruments used
Define Cartel Agreements
What are the factors Favouring Cartels?
Describing Markets and Measuring Market Power
What are the Forms of Market Forclosure?

How to increase returns?

An Introduction
Network Goods
An Overview of Network Effects I: Direct Network Effects
An Introduction to Network Effects II: Indirect Network Effects
Summary of Market Structure in Network Industries
Frugality of Scale
Diseconomies of Scale & Scope

Strategies in Network Markets

An Introduction
Achieving Critical Mass
Raising Attention and Downsizing Perceived Risks
Plans in Standardisation
Expressive the Target Market
Planned Pricing

How to get growth with partners?

An Introduction
What are Trends and Differences?
Goals for Partners and Buyers
Pre-Merger Deliberations
Merger Control
Post-Merger Mixing
Position and Differentiation
Complementarities in policies within the firm

Competitive Strategy

Competitive strategy is well-defined approach as long term plan of some particular company in the market to gain a benefit over its competitors in the industry. This type of strategies plays a major role when the industry is competitive, and consumers get almost identical products. Take an example of Mobile Phone Market.

Types of competitive strategies

Cost Leadership

In this goal of the firm is to achieve large-scale production by lowering producer cost in the industry, this helps them to attain stable economy. Some factors to achieve cost leadership are High capacity utilisation, good bargaining power and high technology implementation.

Differentiation leadership

In this strategy, firms maintain their unique features of products in the market to create a different image. With this uniqueness, firms target to achieve leadership in the market. Firms charge a high price for the products. Best quality, brand, major distribution channels and consistent promotional support are major attributes of such products.

Cost focus

In this strategy, firms focus on particular market segments and under those segments it keeps its products low priced. This strategy helps firms to satisfy their customers and gain popularity for e.g., Sonata Watches.

Differentiation focus

In this strategy, firms focus on differentiating itself from other competitors in some specific segments only. This type of differentiation is done to meet demands of the customers who restrict from purchasing products of competitors due to some small features missing. It is a clear niche marketing strategy, for example, Titan Watches. Follow this strategy to sustain even in tough times.

Examples are given below:

Cost Leadership- Micromax smartphones and mobile phones provide good quality at an affordable price that contains all features which a premium phone like Samsung or Apple offers.

Differentiation Leadership- BMW provides cars that are different from other cars of various brands. Cars of BMW are technologically advanced, better features and got personalised services.

Cost Focus- Sonata Brand Watches focus on giving watches at low cost compared to other competitors like Rolex, Omega, Titan, etc.

These three generic strategies Cost, Differentiation and focus bring various advantages to an organisation. Regarding relative cost and prices, competitive advantage can be defined. It links directly to the profit and presents a new perspective on how to generate profits. The framework of Porter’s for predicting the behaviour of competitor has transformed the way in which companies look at their competitors.

Many managers in both small and large companies throughout the world make use of Porter’s ideas and apply them to assess industries, understand the behaviour of competitors and choose competitive positions.

Competitive Strategy Fundamentals Enquiry

Enquire Now

----- OR -------

Reach us at +44 1344 961530 or info@pentagonit.co.uk for more information.

About Carlisle

Carlisle, a city in Cumbria, is also the managerial centre of the City of Carlisle region in North West England. It is the main settlement in the county of Cumbria and helps as the managerial centre for both Carlisle City Council and Cumbria County Council. At the time of the 2001 survey, the population of Carlisle was 71,773. In 2011, the city's population had increased to 75,306, with 107,524 in the wider city.

The early history of Carlisle is noticeable as a Roman payment, recognised to serve the forts on Hadrian's Wall. In the Middle Ages, because of its nearness to the Realm of Scotland, Carlisle industrialised meaningfully. The armed stranglehold, Carlisle Castle, was built in 1092 by William Rufus, and once added as a custodial for Mary, Queen of Scots. The castle now relatives the Duke of Lancaster's Regiment and the Border Regiment Museum. In the 12th century, Henry I allowed the building of a priory in Carlisle. The town produced the rank of a city when its diocese was formed in 1133, and the cloister industrialised Carlisle Cathedral.

Governance:

Carlisle has detained city status since the Middle Ages. Also, it kept its status as an area constituency or governmental borough for centuries, at one time returning two MPs. In 1835 it became a municipal borough and was later upgraded to a borough status in 1914. The city's boundaries have changed several times since 1835 the final time in 1974.

The municipal area surrounded many parts of parishes which were combined into a single civil parish of Carlisle in 1904. The currently present urban area is considered as an unparished area. Carlisle had in 2002 made an unsuccessful attempt to grow to a Lord Mayoralty. An iconic building that stands tallest in Carlisle may be demolished, and the area nearby to it rehabilitated.

Climate:

Carlisle practices an oceanic climate. In January 2005 Carlisle was hit by strong wind storms and torrential rains. On Saturday 8 January 2005 all roads into Carlisle were shut owed to severe flooding, the worst since 1822, which produced three deaths. Less severe but still significant flooding occurred in 2009, but due to Storm Desmond. Carlisle experienced even worse flooding than 2005 between Friday 4 and Sunday 6 December 2015. During this time, nearly 36 hours of nonstop precipitation broke flood defences. This left several areas submerged including Bitts Park, Hardwicke Circus and Warwick Road. This left the famous Sands Centre, stranded from the rest of the city. As several other areas of Cumbria were also severely pretentious, all trains to Scotland were postponed forever. The trains on the West Coast Principal went no further than Preston. Prime Minister David Cameron stayed the city on 7 December 2015 to measure the damage.