Miriam Said:

Strategic Management 2?

We Answered:

growth can be achieved in a majority of ways.

i haven't done an MBA but i suggest look at the marks/time ratio for the questions and you list maybe 3 examples and explore them in detail.

so something like:

Company growth can be reached using a variety of strategies, from implenting a vibrant marketing plan/process to looking for possible takeover bids. Expansion of business is a key to not only maintain sustainability but also achieve a business growth.

Spending on infrastructural improvements, such as capital e.g. machines would ensure that production is more efficient.

Seeking possible take-over bids can also add value to a business where typically a company that has understaded its net worth is a likely target, as a take-over would allow the business to reinstate the net worth to its accurate value, which creates value.

Eliminating wasteful processes through the business cycle can also eliminate inefficiences which will lead to better profitability, hence the firm has a greater access to funds that can be utilised for expansionary businees policy.

You would want to write a little more and in a bit more detail.

Then i would contrast these as all being strategies to improve revenues, sales and all together expansionary tools.
During times of difficulty you prioritise sustainability at a greater premium than growth, therefore retreching your business policy would be a suitable option so that cost-minimisation is evident. By steming the outflows you can then stablise the business, in the hope of once again establishing a growth plan within the near future.

This is an asnwer just for the first questions.
Its not the perfect answer, heck i dont even know if its a good answer for an MBA, im still a UG.

But i thought i'd give you my 2 cents, hope it helps

Thomas Said:

SWOT Analysis for GAP Inc? (Strategic Management)?

We Answered:

Strengths
Large network of physical stores
Gap, the company, has a large network of physical locations. At the beginning of February 2008,
the company had 3,167 stores, including 1,249 in the US and 1,918 in international locations such
as Canada, the UK, France and Japan. Gap has also entered franchise agreements to operate Gap
stores or Gap and Banana Republic stores in Singapore, Malaysia, United Arab Emirates, Kuwait,
Qatar, Bahrain, Oman, Indonesia, and Korea. Comparatively, Gap’s competitor, Abercrombie &
Fitch Co, operated 1,035 stores in the US, Canada and the UK. Another competitor, Aeropostale
merchandise operates 828 stores. Gap’s large physical network of stores enhances the company's
sales penetration and gives it a competitive advantage.
Building financial strength
Gap’s cash flow from operations reported a significant growth in FY2008. The net cash provided by
the operating activities increased by 66% from $1,250 million in FY2007 to $2,081 million in FY2008.
The company’s operating margins increased from 7.69% in 2007 to 8.34% in 2008. The strong cash
position would boost the company’s dividends. Unlike Gap, its competitors recorded a decrease in
net cash from operating activities. For instance, Aeropostale’s cash flow from operations decreased
from $177.4 million in FY2007 to $171.08 in FY2008. Similarly, American Eagle Outfitters’ cash flow
from operations decreased from $749.3 million in FY2007 to $464.3 million in FY2008. Gap’s strong
cash position provides the company with a strong financial base to pursue its expansion plans.
Strong financial leverage
Gap is financially leveraged to a significant extent. The company’s long-term debt to shareholders
equity ratio was 1.27 in FY2008 compared to 3.63 in 2007. This is primarily due to a decrease in
long term debt in recent years. The company’s long term debt has been reduced at a CAGR of 70%
during 2005¬¬–08 from $1,886 million in 2005 to $50 million in 2008. The company’s capability of
paying its debt is reflected through its high interest coverage ratio. The ratio increased from 29.88%
in 2007 to 50.58% in 2008. Low debt and high interest coverage ratio provide the company with the
flexibility to ramp up its operations. Further, Gap has strong financial leverage compared to
competitors. Macy’s, one of the Gap competitors, recorded an increase in long term debt at a CAGR of 23.3% from $3,151 million in 2004 to $9,087 million in 2008. Reduced long term debt eases the debt burden and gives the company greater scope for growth.

Weaknesses
Weak performance of comparable stores
The company witnessed a declined in revenues from comparable stores of Gap and Old Navy brands.
Comparable store sales compare sales of stores that have been open for a year or more. Gap North
America witnessed a fall in comparable stores sales by 5% in FY2008 over FY2007 and Old Navy
North America recorded a decline by 7% in the same period. The primary reason for the decline was
the company weak product assortment at the stores. Due to the decline of comparable store sales
from Gap and Old Navy brands, the company’s total revenues declined by 1% in FY2008.
Comparatively, American Eagle Outfitters witnessed an increase in comparable store sales by 1%
in FY2008. Another competitor, Aeropostale, recorded an increase in comparable store sales by
3.3% in the same period. A weakness in comparable store sales indicates inability to retain customers
and could lead to a loss of market share.
Geographic concentration
Gap remains heavily dependent on the US. The company derived over 83.6% of its revenues from
the US in FY2008. The company has a weak presence in other geographies, including Canada,
Europe and Asia. In contrast, competitors such as Hennes & Mauritz (H&M), Levi’s, Tommy Hilfiger
have more globally diversified operations, which provide them with a better revenue profile.
Geographic concentration of operations increases the company’s vulnerability to adverse market
conditions in the US and limits growth opportunities.

Opportunities
Growth in online retail spending
Online shopping is steadily growing in popularity in the US. Retail e-commerce sales in the US
recorded totaled $127.7 billion in 2007 and are expected grew 14.3% at $146 billion in 2008. Further,
sales will increase at an 11.3% average annual growth rate during 2007–12. Gap already sells its
products to the US customers through its websites—Gap.com, bananarepublic.com, oldnavy.com
and Piperlime.com. Growth in online retail spending would enable the Gap to earn more revenues
from its online websites.
Franchising agreements
Gap has franchising agreements with unaffiliated franchises to operate Gap and Banana Republic
brands in stores in nearly 80 franchise stores across the world. As a part of its franchising initiatives,
the company has entered into franchising agreement with Rustan Group of Companies to introduce
the Gap and Banana Republic bra

Tommy Said:

Please solve this quiz of Strategic Management MGT301?

We Answered:

Study daily and ask help from ur classfellows

Russell Said:

Why is it important to integrate intuition and analysis in strategic management?

We Answered:

So that you have many corporate buzzwords to spit out during your next performance review!

Leroy Said:

Biz environmental analysis is back bone of biz strategy?Discuss the statement with professional illutrations?

We Answered:

i wd gv small exampl..considering SWOT.. and i wd cm t conclusion in later stage..
walmart case study

Strengths - Wal-Mart is a powerful retail brand. It has a reputation for value for money, convenience and a wide range of products all in one store.

Weaknesses - Wal-Mart is the World's largest grocery retailer and control of its empire, despite its IT advantages, could leave it weak in some areas due to the huge span of control.

Opportunities - To take over, merge with, or form strategic alliances with other global retailers, focusing on specific markets such as Europe or the Greater China Region.

Threats - Being number one means that you are the target of competition, locally and globally.

SW are internal processes of company but OT are ext factors..
u hav strategy,,a game plan t win cricket match..say its ur business objective.ok.

befor tht u hav t gauage ur competitor lk aus, pak ..thr strengths(threats t u), weakness(strength t u)...suppose u hav political turmoil in pak,,ur pushe dt play game,,hw uf ur strategy wrk,,i mean t need win t game,,but doesnt happen..external drivers drive u competion t gear up.so

Biz environmental analysis is back bone of biz strategy..is a 500% true statement..

bye