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I JUST WANT TO ASK THAT HOW WILL WE USE USE ORGANIC,ACQUISITION, AND OTHER METHODS OF STRATEGIC ALLIANCES IN MARKET PENETRATION? IN COST LEADERSHIP,DIFFERENTIATION AND FOCUS DIFFRENTIATION.
I HAVE ANOTHER QUESTION.I MOSTLY USE STRENGTH AND WEAKNESSES FOR INTERNAL AND PORTER 5 FORCES AND PESTEL FOR EXTERNAL ANALYSIS… EXAMINER MOSTLY USES VALUE CHAIN AND 6 M’S FOR INTERNAL ANALYSIS…SO KINDLY GUIDE ME? IM MORE COMFORTABLE WITH THE STRENGTH AND WEAKNESSES RATHER THAN THE OTHER 2 MODELS DESCRIBED ABOVE.
Penetration = increase market share. It seems pretty obvious how that could be done by either organic expansion or a takeover.
As for cost leadership, usually the bigger the company lower the cost/unit. Differentiation/focus could be helped by taking over a specialist company.
Value chain and 6Ms re just ways of generating strengths and weaknesses. The approaches are not mutually exclusive.
i have another question related a contextual feature of change. groomit we had acquired a technology company which was being privatised by the government council.
Now we have signed a contract with government council to give them those services as a outsource company. i just want to ask what sort of change is this and kindly explain why.
if you didnt understand my question kindly give a reading to Ea group december 2012 part b. thanks
https://www.accaglobal.com/content/dam/acca/global/PDF-students/acca/p3/exampapers/p3_2012_dec_q.pdf
I’m not sure if I understand your question or answering correctly but my understanding is that the change in question is the change from SteelTown City Council having an internal IT department to one being outsourced to a private sector company. As such, the question is asking for the influence of 4 of the 8 contextual features of change as it relates to this strategic change being implemented.
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