Emner idag: 1)Revision 2)Fra sidste gang 3)Portfolio Management 4)Eksamensopgave 5)Hjemme opgave Spørgetime d. 4 januar kl. 17 Forretning og Ledelse – Lektion11

Core Competencies SBU Core Competencies Sell?? Buy?? SBU Competence Forretning og Ledelse – Lektion11

A company's core competency is the one thing that it can do better than its competitors. A core competency can be anything from product development to employee dedication. Modern business theories suggest that most activities that are not part of a company's core competency should be outsourced. IThe concept of core competencies was developed in the management field C.K. Prahalad and Gary Hamel introduced the concept in a 1990 Harvard Business Review article. They wrote that a core competency is "an area of specialized expertise that is the result of harmonizing complex streams of technology and work activity." As an example they gave Honda's expertise in engines. Honda was able to exploit this core competency to develop a variety of quality products from lawn mowers and snow blowers to trucks and automobiles. To take an example from the automotive industry, it has been claimed that Volvo’s core competence is safety. According to Prahalad and Hamel a core competence has three characteristics: it provides potential access to a wide variety of markets, it increases perceived customer benefits and it is hard for competitors to imitate. For example, Black and Decker's core technological competency is in 200 to 600 W electric motors. All of their products are modifications of this basic technology (with the exception of their work benches, flash lights, battery charging systems, toaster ovens, and coffee percolators). Forretning og Ledelse – Lektion11

Core Competencies Core Products Divisions SBU

The Growth Share Matrix Relative Market Share Market Growth Rate 10% 1.0 Low High DogsCash Cow Question Mark Star Forretning og Ledelse – Lektion11

Business Strength Market Attractiveness Low Medium High StrongWeakMedium

Forretning og Ledelse – Lektion11 Build Selectively Harvest heavily in most attractive segments Build up ability to counter competition Emphasize profitability by raising productivity Protect Position Invest to grow at maximum digestible rate Concetrate effort on maintaining strength Invest to Build Challenge for leadership Build selectively on strength Reinforce vulnerable areas Build Selectively Specialize around limited strengths Seek ways to overcome weaknesses Withdraw if indication of sustainable growth are lacking Selectivity/Manage for Earnings Protect existing program Concentrate investments in segments where profiitabiity is good and risks are relatively low Limited Expansion or Harvest Look for ways to expand without high risk; otherwiise minimize investment and rationalize operations Protect and Refocus Manage for current earnings Concentrate on attractive segments Defend strength Manage for Earnings Protect position in most profitable segments Upgrade product line Minimize investment Divest Sell at time that will maximize cash value Cut fixed costs and avoid investments meanwhile Business Strength Market Attractiveness Low Medium High StrongWeakMedium

Forretning og Ledelse – Lektion11 Offentlig Sektor High Low Public Sector Star Back Drawer Issue Golden Fleece Political Hot Box Ability to Serve Effectively Public Need + funding attractive ness

Forretning og Ledelse – Lektion11 Interim report for the six months ended October 31, 2005 Announcement no /06 Summary of H1 2005/06 The comparative figures have been restated to comply with the international financial reporting standards (IFRS) as a result of the change in accounting policies effective May 1, Revenue in H1 was DKK million (DKK million). Operating profit was DKK 36.4 million (DKK 55.2 million). The company recorded a cash inflow from operating activities of DKK 46.0 million (DKK 47.8 million). The reduction in revenue in H1 compared with the year-earlier period was primarily due to lower revenue in the maritime and aeronautical markets. Revenue in Q2 was DKK million (DKK million). Operating profit amounted to DKK 36.0 million (DKK 26.3 million), equivalent to an operating margin of 14.9% (10.5%). Hurricane Katrina, which hit New Orleans, USA, in September, triggered increased demand for land mobile M4 terminals. In H1, Thrane & Thrane signed a memorandum of understanding with Inmarsat to market BGAN airtime. Thrane & Thrane obtained FAT (Factory Acceptance Test) approval for the RAN land earth station software and FAT approval for the EXPLORERTM 500 terminal from Inmarsat. Thrane & Thrane still expects revenue of around DKK million (DKK 917 million) for the full 2005/06 financial year, and an operating profit of around DKK million (DKK 105 million).

Forretning og Ledelse – Lektion11 Sidste Opgave! Sammenlign Arla og Thise Mejeri i deres brug af marketing mix og differentieringsvariable Arla: Thise: