DOCSLIB.ORG

BVCM016409 Business Mentor Madri+D

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
BVCM016409 Business Mentor Madri+D certification guide Quality mentoring for entrepreneurs and startups certification guide Quality mentoring for entrepreneurs and startups Direción General de Investigación e Innovación CONSEJERÍA DE EDUCACIÓN E INVESTIGACIÓN Direción General de Investigación e Innovación CONSEJERÍA DE EDUCACIÓN E INVESTIGACIÓN Councillor of Education, Youth and Sport Rafael van Grieken Salvador General Manager of Research and Innovation Alejandro Arranz Calvo Deputy General Manager of Research Rafael García Muñoz FUNDACIÓN PARA EL CONOCIMIENTO madri+d Director Jesús Sánchez Martos Coordinator of the Research, Development and Innovation Area José de la Sota Ríus Editorial Coordination Eduardo Díaz Sánchez Ignacio Cid Plaza Authors: Eduardo Díaz Sánchez Ana Mª Aceituno Alcalá Rosa Allegue Murcia Roberto Espinosa Blanco Javier Criado Nesofski Julio Fernández-Gayoso Mediero Rafael García del Poyo Pedro Guerra Gutiérrez Julio Marco Barroso Tomás Otero Pino Hermógenes del Real Álvarez © Community of Madrid Published by: Directorate-General for Research and Innovation of the Education and Research Board Fundación para el Conocimiento madri+d Paseo de Recoletos, 14 – 7ª planta. 28014 Madrid www.madrimasd.org [email protected] / [email protected] Production design: FRAGMA, S.L. Edition: 09/2018 ISBN: 978-84-451-3740-6 Medium: Online publication in PDF format Publicado en España - Published in Spain índice Introduction ....................................................................................................... 10 About the authors ............................................................................................. 13 module 1 Content and structure of the guide. Tools. ........................ 21 1. Content and structure of the guide. Tools ................................. 22 1.1. Key aspects of the mentoring for entrepreneurs process ......... 23 1.2. Key aspects of startup management and life cycle ................ 23 1.3. Communication and mentoring relationship management skills . 24 module 2 Mentoring for entrepreneurs ........................................... 26 2.1. Teaching goals........................................................... 27 2.2. Mentoring ............................................................... 27 2.3. Mentoring for entrepreneurs .......................................... 29 2.3.1. Basic requirements of mentoring for entrepreneurs............. 30 2.3.2. The mentoring agreement ....................................... 30 2.4. The mentoring process ................................................. 31 2.4.1. Process I: Incorporation ......................................... 32 2.4.2. Process II: Assignment .......................................... 33 2.4.3. Process III: Development of the relationship .................... 33 2.4.4. Process IV: Closing and evaluation ............................. 34 2.5. Critical aspects of mentoring for entrepreneurs .................... 35 2.6. Resources for deepening knowledge ................................ 36 module 3 12+1 sales and startup myths. Sales techniques ................ 37 3.1. Introduction .............................................................. 38 3.2. Sales and startup myths ............................................... 38 3.3. Brief introduction to sales methodologies for mentors............. 41 3.4. Resources for deepening knowledge ................................ 46 certification guide business mentor madri+d 5 contents 5 / 221 module 4 Introduction to the commercial vision in a startup. Mentoring of the commercial function and for attracting talent ............................................................ 47 4.1. Teaching goals........................................................... 48 4.2. Introduction to the module ............................................. 48 4.3. What is a commercial mentor? ........................................ 50 4.4. What does commercial mentoring consist of? ...................... 51 4.5. The relationship between mentor and mentee in the commercial function ............................................... 55 4.6. What should a good commercial mentor do well? ................. 57 4.7. The mentor’s role in the identification and attraction of talent .... 57 4.8. Resources for deepening knowledge ................................ 58 module 5 Financial structure of a startup ....................................... 60 5.1. Teaching goals........................................................... 61 5.2. Introduction to the module ............................................. 61 5.3. Definition of the financial function .................................... 62 5.4. Accounting: concept and classes .................................... 64 5.5. Basic axioms of accounting ........................................... 65 5.6. Accounting documents ................................................. 67 5.6.1. Basic accounting documents: Balance Sheet, Income Statement and Statement of Cash Flows .............. 67 5.6.2. Financial Statements ............................................ 71 5.6.3. The Accounting Books (General Ledger and Journal) .......... 72 5.7. Business cycles ......................................................... 72 5.8. Financial ratios .......................................................... 73 5.8.1. Profitability vs Liquidity .......................................... 74 5.8.2. Economic profitability. ROI ...................................... 74 5.8.3. The average Payment/Collection period ........................ 75 5.9. Risk management, insurance .......................................... 76 5.10. Taxes ...................................................................... 78 5.11. Due diligence ............................................................ 78 5.12. Resources for deepening knowledge ................................ 79 Fundación para el Conocimiento madri+d EDUCATION AND RESEARCH BOARD · COMUNIDAD DE MADRID certification guide business mentor madri+d 6 contents 6 / 221 module 6 Development of the business model ................................. 80 6.1. Teaching goals........................................................... 81 6.1.1. Conceptualisation process ...................................... 82 6.1.2. Analysis of the environment ..................................... 84 6.1.3. Customer analysis ............................................... 90 6.1.4. Designing a solution ............................................. 93 6.1.5. Designing the model ............................................ 98 6.1.6. Business analysis based on its model .......................... 104 6.2. Key questions for the mentor .......................................... 108 6.3. Resources for deepening knowledge ................................ 109 module 7 Mentoring for internationalising a startup ......................... 111 7.1. Teaching goals........................................................... 112 7.2. Question 1: why and for what reason(s) should I internationalise the company? ....................................... 114 7.3. Should I internationalise the company? .............................. 115 7.4. Should I internationalise the company? .............................. 118 7.5. Question 4: How should I internationalise the company? ......... 120 7.5.1. Types of internationalisation..................................... 122 7.5.2. Market entry models - Go To Market (GTM) .................... 123 7.5.3. Focus marketing efforts on a segment/industry or solution: The “Crossing the Chasm” model............................... 127 7.5.4. Organisational culture and leadership styles in internationalisation .............................................. 129 7.5.5. Remote team and project management ........................ 132 7.6. Possible internationalisation-related scenarios in a startup - reflections for mentoring processes .................................. 133 7.7. Key questions for the mentor .......................................... 136 7.8. Resources for deepening knowledge ................................ 137 module 8 Investment in the startup development stages .................. 139 8.1. Teaching goals........................................................... 140 8.2. Introduction to the module ............................................. 140 8.3. Investor suitability and mentoring ..................................... 141 8.4. Development stages of the company and its investment.......... 142 8.5. Mentoring and support for obtaining investment ................... 143 8.6. Generation of the idea .................................................. 144 Fundación para el Conocimiento madri+d EDUCATION AND RESEARCH BOARD · COMUNIDAD DE MADRID certification guide business mentor madri+d 7 contents 7 / 221 8.6.1. The idea ......................................................... 144 8.6.2. Market research ................................................. 145 8.6.3. Analysis of the environment ..................................... 145 8.6.4. The entrepreneur ................................................ 146 8.6.5. Assessment of the Business Model ............................. 148 8.7. Marketing stage: investment prior to launch ........................ 148 8.7.1. Validation of the customer/problem hypothesis ................. 149 8.7.2. Market validation ................................................ 149 8.7.3. Viability of the business: Validation of the Business Model ..... 150 8.8. Execution stage. Launch ............................................... 152 8.8.1.
Load more

Recommended publications
  • SWOT Analysis and PEST Analysis
    SWOT analysis and PEST analysis (Notes to accompany templates) The SWOT analysis is an extremely useful tool for understanding and reviewing the company’s position prior to making decisions about future company direction or the implementation of a new business idea. A SWOT analysis can be completed by an individual within the organization (provided they can take an overview of the current situation) but is often best completed in a team or group. The discussion itself is informative, and the quality of the output is better if perceptions are gathered from a number of people. The PEST analysis is a tool to evaluate external factors. It is often helpful to complete a PEST analysis prior to a SWOT analysis, although it may be more useful to complete a PEST analysis as part of, or after, a SWOT analysis. A SWOT analysis measures a business unit; a PEST analysis measures trends and changes in the market. A SWOT analysis is a subjective assessment of information about the business that is organized using the SWOT format into a logical order that helps understanding, presentation, discussion and decision- making. The four dimensions are a useful extension of a basic two heading list of pro's and con's. The SWOT analysis template is normally presented as a grid, comprising four sections, one for each of the SWOT headings: Strengths, Weaknesses, Opportunities, and Threats. The SWOT template below includes sample questions, whose answers are inserted into the relevant section of the SWOT grid. The questions are examples, or discussion points, and obviously can be altered depending on the subject of the SWOT analysis.
    [Show full text]
  • B2b Strategy Making and Planning
    B2B STRATEGY MAKING AND PLANNING Case: DATNAM Technologies and Trading Company, Ltd. LAHTI UNIVERSITY OF APPLIED SCIENCES Degree programme in International Business Thesis Spring 2013 Hoang Hong Tu Lahti University of Applied Sciences Degree Programme in International Business HOANG, HONG TU: B2B Strategy Making and Planning Case: Datnam Technonologies and Trading Company, Ltd. Bachelor’s Thesis of Degree Program in International Business, 64 pages, 4 pages of appendices Spring 2013 ABSTRACT There is an increasing demand for safety and security equipment market in Vietnam thanks to the encouragement of the government and the growing concentration on working condition improvement. Therefore the Case Company Datnam Technology and Trading Company, Ltd., a successful SME in Vietnam, realized the rising demand in B2B market and assigned the author to do research about this topic. The purpose of the study is to assist the company to launch the breath alcohol tester (BAT) product FC20 in B2B market. In order to achieve this goal, a situational analysis was conducted, which covered all factors in internal and external environment. Then the target customers were visualized with propositioning of the Case Company. Last efficient strategies were suggested to strengthen the introduction of the new product as well as create the best customer- values. The theoretical part covered all the analysis methods and marketing concepts available in the study. The data were collected from many sources such as published or electronic books or articles.The interviews with the company and potential customers were also included as a research part. The empirical part showed how the theories were applied in practice.
    [Show full text]
  • E-Commerce Strategic Business Environment Analysis in Indonesia
    International Journal of Economics and Financial Issues ISSN: 2146-4138 available at http: www.econjournals.com International Journal of Economics and Financial Issues, 2016, 6(S6) 130-134. Special Issue for "IPN Conferences, May 2016" E-commerce Strategic Business Environment Analysis in Indonesia Dwitya Aribawa* Department of Management, Universitas Atma Jaya Yogyakarta, Indonesia. *Email: [email protected] ABSTRACT This research is aim to identified important factors in external business environment that tend to influence company capabilities to achieve objective. It conducts to several e-commerce in Indonesia. Those companies operate several industries, such as grocery and household retail, fashion retail, electronic and gadget retail and travel agency booking provider. We conduct thematic analysis with quad helix stakeholders approach. It found that the firm faces several external environment factors that affect the business activities. This research concludes that e-commerce in Indonesia needs to establish strategic action plan to take advantage from opportunities of demographic bonus, arising middle income and broaden the scope of business. To minimizing external limitation, quad helix stakeholders are demanding to covers urgency issues on establishing efficiency in transportation, educating small and medium enterprises to engage with e-commerce and demanding of alternatives source of funding. This research recommend that firms in this industry focus on integrating channels of ordering, improving warehousing and delivering process, expanding marketing strategy that focus in knowledge sharing and integrating global supply chain. Keywords: Business Environment, Industry Analysis, E-commerce JEL Classifications: M10, M30, F23 1. INTRODUCTION an excellent approach to be applied in this growing environment of technology (IBM, 2006).
    [Show full text]
  • A Critical Analysis on Strategic Management
    International Journal of Research in Humanities and Social Studies Volume 8, Issue 1, 2021, PP 26-35 | ISSN 2694-6296 DOI: https://doi.org/10.22259/2694-6296.0801004 A Critical Analysis on Strategic Management Linda Etareri* Department of Social Sciences and Humanities Management Studies, Russia *Corresponding Author: Linda Etareri, Department of Social Sciences and Humanities Management Studies, Russia ABSTRACT Strategic management creates the map of an organization. It provides a framework to ensure that decisions about the future are systematic and purposeful. Strategy acts as a hedge against uncertainty and acts as a hedge against unpredicted advancements in the business world. It provides reference materials for investment decisions. It further helps companies to focus and channel their resources on core areas where potentials are mostly spotted and envisioned to be significantly profitable and important. It helps to develop, examine and better the processes, intelligence, functional management, ethics, values and standards of the company which are all relevantly required for this purpose and aim of achieving a company's aspiration. The process of setting up a strategy may sometimes or basically consist of main steps. However, when these steps are not performed in strict order, they may not be easily followed in a very reasonable manner. The aim of a goal is to highlight the state of an envisioned accomplishment, while the strategy focuses on the process of reaching and actualizing it. Strategies include both the fixing of goals and the medium or approach employed and used towards the realizations of the company's goals. Strategy formulation is, therefore, a broader term for believing in the resource placement and exploration approach to achieve a company's goal.
    [Show full text]
  • PEST Analysis PEST Analysis Is a Tool Used by Organisations to Understand External Factors Which Impact Upon Them
    PEST Analysis PEST analysis is a tool used by organisations to understand external factors which impact upon them. It can be used to consider factors impacting upon a company, or an existing product, a new product, a possible partnership, an acquisition, or entry into a new market, etc. The analysis allows the business to consider whether the market is growing or declining, and to consider how to position the business in the market-place. PEST is an acronym and stands for Political factors, Economic factors, Social factors and Technological factors. It can be extended to include Legal and Environmental factors (PESTLE or PESTEL). ECONOMIC: POLITICAL: Economic growth (now/future) Type of government & its Inflation stability Labour supply Taxation policy Interest and exchange rates Trade tariffs Industry specific factors Social & employment laws Other laws, e.g. consumer protection; environmental Impact on company or business proposition consideration TECHNOLOGICAL: SOCIAL: Research & development Demographics Automation Lifestyle trends Rate of technological change Ethnic/religious factors Innovation Ethical issues Consumer interest & buying Education potential for new technology Health © Chartered Institute of Management Accountants By undertaking PEST analysis a business can consider how these factors will impact upon the business. Then it can decide on policies and actions which will allow the business to positively align itself in relation to the external factors. PEST analysis is particularly useful for organisations which are present in several different countries or considering expansion into other countries and in analysing the external environment of other organisations (which may be complex) such as major customers, competitors or suppliers. The PEST factors will affect different businesses to a differing extent, depending on the type of industry they are operating in and the nature of the goods or service which they offer.
    [Show full text]
  • Swot / Pest Analysis
    SWOT / PEST ANALYSIS Sherrill Crivellone HR.com Coach’s Corner April 24, 2018 SWOT Defined • A technique that enables a group or individual to move from everyday problems and traditional strategies to a fresh perspective. • SWOT analysis looks at your strengths and weaknesses and threats your business does or may face. • The SWOT Analysis framework is very important and a useful tool to use in marketing management and other business applications. • As a basic tool, its mastery is a fundamental requirement for the marketer, entrepreneur or business person. SWOT is an acronym for: What is SWOT Analysis? Technique is credited to Strengths Albert Humphrey who led a research project at Stanford University in the 1960s and 1970s. Planning tool used to understand Strengths, SWOT Weaknesses, Opportunity Weakness Opportunities, & Analysis Threats involved in a project / business. Used as framework for organizing and using data Threats and information gained from situation analysis of internal and external environment. What is SWOT Analysis? STRENGTHS Characteristics of the business or a team that give it an advantage over others in the industry. Positive tangible and intangible attributes, internal to an organization. Beneficial aspects of the organization or the capabilities of an organization, process capabilities, financial resources, products and services, customer goodwill and brand loyalty. Examples - Abundant financial resources, Well-known brand name, Economies of scale, Lower costs [raw materials or processes], Superior management talent, Better marketing skills, Good distribution skills, Committed employees. What is SWOT Analysis? WEAKNESSES Characteristics that place the firm at a disadvantage relative to others. Detract the organization from its ability to attain the core goal and influence its growth.
    [Show full text]
  • Pestle and Swot Analysis Example
    Pestle And Swot Analysis Example Ernest expands underarm? If vitreous or arthropodal Lawton usually impressed his mise theologized dishonourably or tousings possessively and larcenously, how carved is Neddy? Gamopetalous and rostral Odysseus parqueted some Pemba so restlessly! Strengths and weaknesses similar request a SWOT analysis but know more detail. You can curl in more good about SWOT and PESTLE analysis in my. What you need those that may vary depending on developments in policy or industry example. But an example, examples of all trends within society toward women within which are able to. The US is true example endorse a socially aware environment in wall the citizens. The pestel template in eastern europe with your next week! Why is Pestle analysis used? PEST and SWOT analysis Tools that presume the personnel of the market and the surrounding environment in depth tell a strategic. Use swot stands for avenues for a useful to boost to this is run a result of grab taxi sharing and swot and. Steeple Analysis L'Osteria in Aboca Ristorante. To its costs for regret in the Northstar pipes in early 2007 BP finds corrosion para. Feb 20 201 Explore Michelle Deighton's board Pestle and SWOT on Pinterest See more ideas about. SWOT Analysis Vs PEST Analysis and bounds to expose Them. PEST Analysis Variants PEST Analysis Example PEST vs SWOT Analysis. Although swot or phone, your way you should frame a vacuum. Get there are examples below shows a smart messages, technological advances protect companies operating environment in particular value to provide direction? PESTLE Analysis Factsheets CIPD.
    [Show full text]
  • Strategic Analysis Tools
    Topic Gateway Series Strategic Analysis Tools Strategic Analysis Tools Topic Gateway Series No. 34 1 Prepared by Jim Downey and Technical Information Service October 2007 Topic Gateway Series Strategic Analysis Tools About Topic Gateways Topic Gateways are intended as a refresher or introduction to topics of interest to CIMA members. They include a basic definition, a brief overview and a fuller explanation of practical application. Finally they signpost some further resources for detailed understanding and research. Topic Gateways are available electronically to CIMA Members only in the CPD Centre on the CIMA website, along with a number of electronic resources. About the Technical Information Service CIMA supports its members and students with its Technical Information Service (TIS) for their work and CPD needs. Our information specialists and accounting specialists work closely together to identify or create authoritative resources to help members resolve their work related information needs. Additionally, our accounting specialists can help CIMA members and students with the interpretation of guidance on financial reporting, financial management and performance management, as defined in the CIMA Official Terminology 2005 edition. CIMA members and students should sign into My CIMA to access these services and resources. The Chartered Institute of Management Accountants 26 Chapter Street London SW1P 4NP United Kingdom T. +44 (0)20 7663 5441 F. +44 (0)20 7663 5442 E. [email protected] www.cimaglobal.com 2 Topic Gateway Series Strategic
    [Show full text]
  • The Challenges and Opportunities for Professional Societies in Higher Education in Australasia: a PEST Analysis
    Australasian Journal of Educational Technology 2012, 28(1), 105-121 The challenges and opportunities for professional societies in higher education in Australasia: A PEST analysis Iain Doherty University of Auckland Caroline Steel The University of Queensland Dominique Parrish University of Wollongong Professional societies, established to support academic and professional staff in higher education, need to be vigilant of regional and international trends that affect their core business. In this paper, we provide an analysis of political, economic, social and technological factors that are impacting upon the Australasian higher education environment through considering the case of the Australasian Society for Computers in Learning in Tertiary Education (ascilite). Drawing on two ascilite membership surveys along with the relevant literature we identify significant challenges for professional societies and offer some strategic insights for similar regional societies and their executive teams. Introduction Professional societies, established to support academic and professional staff in higher education, need to be vigilant of regional and international trends that affect their core business. In particular, changes in political, economic, social and technological factors can quickly change their fortunes. In this paper, we provide a PEST analysis of the contemporary environment of higher education in relation to the Australasian Society for Computers in Learning in Tertiary Education (ascilite), the core services the Society offers and member feedback from surveys in 2008 and 2010. ‘PEST’ is an acronym for Political, Economic, Social and Technological analysis that provides a strategic management framework for scanning macro-environmental factors. Throughout the case study of ascilite, we identify significant challenges and offer some strategies for similar regional societies and their executive teams.
    [Show full text]
  • Analyzing the Use of Strategic Management Tools and Techniques
    Academy of Strategic Management Journal Volume 16, Number 1, 2017 ANALYZING THE USE OF STRATEGIC MANAGEMENT TOOLS AND TECHNIQUES BETWEEN IRANIAN FIRMS Bagher Asgarnezhad Nouri , University of Mohaghegh Ardabili Milad Soltani, European University of Cyprus ABSTRACT Environmental changes are among the most important concepts in recent years that have trumpeted the need to adapt to the changes, just understood by the managers of different companies. Strategic management scholars, as one of the emerging areas of expertise in management science, have tried to provide managers with efficient tools to deal with an increasingly complex environment. Range strategic management tools and techniques are constantly being developed to suit the new environment. Accordingly, in this article there has been tried to investigate the use of the tools and techniques of strategic management in Iranian companies. The results show that the mission and vision statements, SWOT analysis, cost-benefit analysis, core competencies, financial analysis, critical success factors, total quality management, price analysis, stakeholder analysis, and benchmarking, respectively as the ten tools of strategic management techniques, are widely known among Iranian managers. In addition, the use of these tools and techniques are not the same among the companies operating in various industries and having different size and ownership. They have their own views on these techniques. The findings show that the use of strategic management tools and techniques can play a positive role
    [Show full text]
  • Strategic Management Tools and Techniques: a Comparative Analysis of Empirical Studies Croatian Economic Survey : Vol
    Albana Berisha Qehaja, Enver Kutllovci and Justina Shiroka Pula Strategic Management Tools and Techniques: A Comparative Analysis of Empirical Studies Croatian Economic Survey : Vol. 19 : No. 1 : June 2017 : pp. 67-99 Strategic Management Tools and Techniques: A Comparative Analysis of Empirical Studies Albana Berisha Qehaja CroEconSur University of Prishtina, Faculty of Economy, Prishtina, Vol. 19 Republic of Kosovo No. 1 [email protected] June 2017 pp. 67-99 Enver Kutllovci University of Prishtina, Faculty of Economy, Prishtina, Received: January 13, 2017 Accepted: May 11, 2017 Republic of Kosovo Review Article [email protected] Justina Shiroka Pula doi:10.15179/ces.19.1.3 University of Prishtina, Faculty of Economy, Prishtina, Republic of Kosovo [email protected] Abstract There is no doubt that strategic management tools and techniques are important parts of the strategic management process. Their use in organizations should be observed in a practice-based context. This paper analyzes the empirical studies on the usage of strategic management tools and techniques. Hence, the main aim of this study is to investigate and analyze which enterprises, according to their country development level, use more strategic management tools and techniques and which of these are used the most. Also, this paper investigates which strategic management tools and techniques are used globally according to the results of empirical studies. The study presents a summary of empirical studies for the period 1990–2015. The research results indicate that more strategic tools and techniques are used in developed countries, followed by developing countries and fewest in countries in transition.
    [Show full text]
  • Theme 8: Generic Strategies
    THEME 8: GENERIC STRATEGIES 1. Introduction. 2. The Porter's approach: competitive strategies (cost advantage, differentiation advantage and specialization). 3. The Ansoff's approach: the Growth Matrix (market penetration, product development, market development, and diversification). 4. An integrating approach. © Alfonso VARGAS SÁNCHEZ 1 Hope is not a strategy, specially when internationalizing the company is the intention 2 Strategic Analysis: Compulsory Questions What business is the organisation in? manufacturing/retail, etc. Who do they compete with, and how do they compete? Who are the organisation’s stakeholders? Key stakeholders & their influence. What are the external drivers for change? – PEST model, macro environment. – Five Forces model, micro/industry environment. How does the organisation gain value? – Resource audit, tangible & intangible. – Value Chain and Value System analysis. Assess the balance in the corporate portfolio, BCG matrix. How should I compete? Porter’s generic strategies: low cost, differentiation, specialization. What are my strategic movements? Mergers/Acquisitions, etc. 3 Mission - Vision - Values PEST analysis Competitive Forces P.C. Industry Attractiveness S C.C. B (threats & opportunities) S.P. Strategy formulation , Value Chain : Value System at three levels: activities & F.I. (linkages) : C – B – F linkages other SBUs Company’s T.D. (synergies) & suppliers - Competitive buyers’ value Position HH.RR. chains (Resource- based View): PR. cost advantage or uniqueness (strengths & weaknesses) I.L. OP. O.L. M&S A-S.S. STRATEGY ELEMENTS BUSINESS RESOURCES & COMPETITIVE SYNERGIES SCOPE CAPABILITIES ADVANTAGES LEVELS CORPORATE (1) (1) (1) BUSINESS (2) (2) (2) FUNCTION (3) (3) 5 STRATEGIC ADVANTAGE PORTER’S Exclusivity APPROACH Position of perceived low costs by the customer Broad COSTS (the whole DIFFERENTIATION LEADERSHIP sector) COMPETITIVE SITUATION Reduced FOCUS or (only one NARROW segment) SEGMENTATION 6 THE LOW COST PHENOMENON Two basic ways: -Productivity.
    [Show full text]