Business Finance
Saginaw Valley State University Target Corporation Business Level Strategy Project

Saginaw Valley State University

Question Description

I don’t know how to handle this Management question and need guidance.

hello this is a final project paper with a group of students that each one will do a specific part of it that at the end should be connected. the topic will be about Target. and my part is Analysis of business-level strategy used by the firm . I will attach the syllabus so would read through it and have a better understanding. keep in mind there will be several revision with the group so we could make all connected and make sense at the end. the paper in total should not be more than 10 pages so my part should be between 2 to 3 pages. again the syllabus will be attached and the book too if needed. thank you

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MGT 429 Executive Strategies & Policies 4 QUIZZES (40 points) Prior to attending a class, students should complete a chapter quiz on Canvas. The quiz questions will help you understand the important concepts in the chapter/case and familiarize you with the course materials. Please complete them in a timely manner. EXAMS (100 points) There will be three close-book close-note pencil-only exams. The exams will consist of multiplechoice questions and will be based on materials drawn from both the textbook and lectures. Exam 1 (60 questions, 30 points) will cover Chapters 1-3, Exam 2 (60 questions, 30 points) will cover Chapter 5, 6, and 8, and Exam 3 (80 questions, 40 points) will cover Chapters 9-13. There will be no make-ups on exams unless permission to be absent was obtained prior to the exam. You must present a valid and reasonable reason to reschedule an exam. CAPSTONE PROJECT There will be a semester-long group project focusing on a specific firm. The project includes forming into groups, selecting a firm, applying strategic management tools to analyze the firm, writing an in-depth report, and presenting your findings and recommendations to the class. You cannot select a firm from those discussed in the weekly cases or a firm from the following list: 3M, Adidas, Airbnb, Airbus, Amazon, Anheuser Busch, Apple, AT&T, Best Buy, Boeing, Coca-Cola, Costco, Dell, Delta Airlines, Domino’s, Dow Chemical, FCA, FedEx, Ford, General Electric, General Motors, Google, Hershey’s, Hulu, Intel, Ikea, JPMorgan Chase Bank, Lyft, McDonald’s, Meijer, Mercedes-Benz, Microsoft, Netflix, Nike, Patagonia, PepsiCo, Pizza Hut, Procter & Gamble, Samsung, Sony, Southwest, Sprint, Starbucks, T-Mobile, Target, Tesla, Tim Hortons, Toyota, Under Armor, Uber, UPS, Verizon, Wal-Mart. You are expected to research multiple sources to access the latest information and to effectively analyze the firm. Your choice of industry and firm must be made and approved by Week 2. The major deliverables include an in-depth project paper and an in-class oral presentation. In addition you are also required to submit a group contribution report which gives me the information about who did what and allows me to assign individual grades if necessary. For this reason, the report needs to be fair, honest, detailed and accurate. Groups will also be evaluated on how well they comment on (or behave during) the presentations of other groups. Besides the final paper, each group should also turn in a project status report by Week 7. PROJECT PAPER (75 points) Your written report must include (but is not limited to) the following components: 1. Executive Summary (5%) This section should include an overview of the entire report and highlight the important findings. This section usually should not exceed one page. 2. External Analysis (Industry Analysis) (20%) MGT 429 Executive Strategies & Policies 5 You may use analytical tools such as Porter’s Five Forces (required), industry life cycle, and strategic group analysis. Exemplar questions may include: • • • • • Who are the competitors and what are their market shares? What products or services are produced in this industry? How have demographic, social, or technological trends influenced this industry? What key opportunities exist for this industry? Which company (or companies) is most likely to take advantage of these opportunities? Why? What key threats (in terms of new entrants, product life cycle, product obsolescence, substitute products, etc.) exist for this industry? 3. Internal Analysis, including the assessment of the firm’s strengths and weaknesses (20%) You may discuss in greater details here about the firm’s history, products, markets, culture, vision, and so on. Some specific questions may include: • • • • Which functional areas within the firm are particularly strong and which are particularly weak? Why? Are any of the firm’s resources/capabilities sources of competitive advantage? Are those advantages sustainable? What are the firm’s distinctive/core competences? What do the firm’s financial statements say about its health? Comparison to competitors? What has the firm’s non-financial performance (corporate governance, employment stability/growth, innovation, customer relations, etc.) been like over the past three to five years? 4. Analysis of business-level strategy used by the firm (20%) • • • • • What is the firm’s primary industry? What is the generic strategy (cost leadership, differentiation, and focus) used by the firm in this industry? What customer needs do the firm’s products/services satisfy? What market segment does the firm serve? How does the firm use its distinctive competencies to serve the customer needs? How is (or is not) the business-level strategy supported by its functional strategies? Is the chosen generic strategy appropriate given the firm’s external and internal environments? Why or why not? Does the firm use other business-level strategies to compete e.g. chaining, franchising, product proliferation, product development etc.? How effective are these strategies? 5. Analysis of the corporate-level strategy of the firm (20%) • • • Identify the businesses the firm is in (or is considering entering), how they are related (or unrelated), and whether and how they create additional value in their combination. Be specific and detailed. If it is unclear that value is created, try to assess why the firm might have chosen to enter those businesses. Has the firm used any horizontal or vertical integration strategies in the past? What are the rationales and effects of these strategies? Has the firm formed any strategic alliances or used strategic outsourcing? Analyze the rationales and effects. Analyze the global strategy used by the firm (if it is a multinational company) and the rationale of using that global strategy. What entry modes did the firm use to enter those countries? Were the methods of entry used (or proposed) the best choice given the firm’s objectives, environment, strengths, weaknesses, and strategy? Be sure to include any appropriate financial analysis to support your assessment. MGT 429 Executive Strategies & Policies 6 6. Recommendations (10%) Recommendations should respond to the key issues identified earlier, and must be specific and actionable. They should be consistent with the analysis. You should evaluate the impact of each recommendation on the firm’s environment, strengths, weaknesses, and strategy. Also highlight why they are feasible to the firm. Do not forget to consider the firm’s financial standing when making recommendations. 7. A bibliography of your sources. Any external information used must be properly referenced. Failure to properly reference any external source constitutes plagiarism. Use the APA format for the bibliography. Your final paper should be in an agreeable and professional format. Be sure to use headings for each section in the paper. It also needs to follow correct form, spelling, and grammar. (5%) The final paper should be no more than 10 pages in length (excluding references and appendix), US letter size, single-spaced, 12-point Times New Roman font, with one inch margins all around. Upload a Word document containing the entire paper on Canvas by the due date. IN-CLASS ORAL PRESENTATION (50 points) Groups will be presenting their projects around the semester end. Each group member must present orally and use PowerPoint slides or other visual aids in an appropriate manner. Each group will have 20 minutes to present their work and additional 10 minutes will be used for questions and discussion. Please upload your PowerPoint slides on Canvas prior to your presentation. It will make your presentation more appealing if you prepare handouts for your classmates. You will be asked to evaluate other groups’ presentations. PROJECT STATUS REPORT (10 points) This one page status report should be turned in on Canvas by Week 7 and list the following: 1) A brief description of the company and industry being studied 2) A brief description of the analysis conducted/in progress 3) Anticipated key findings from your analysis (3-4 of the most important points) 4) Some likely recommendations to respond to your findings. Follow the format of US letter size, single-spaced, 12-point Times New Roman font, with one inch margins all around. PEER EVALUATION (25 points) Each member of a group will evaluate the performance of others in the group. Peer evaluation forms will be available on Canvas and are required for all students. Each individual student’s average rating from peers will be used to measure his/her overall performance on the group project. Upload the peer evaluation form on or before the last day of project presentation. 9th Edition Str ategic Management Theory AN INTEGRATED APPROACH This page intentionally left blank 9th Edition Str ategic Management Theory AN INTEGRATED APPROACH Charles W. L. Hill University of Washington Gareth R. Jones Texas A&M University Australia • Brazil • Japan • Korea • Mexico • Singapore • Spain • United Kingdom • United States Strategic Management Theory: An Integrated Approach, Ninth Edition Charles W. L. Hill and Gareth R. Jones Vice President of Editorial, Business: Jack W. Calhoun Vice President/Editor-in-Chief: Melissa Acuna Sr. Acquisitions Editor: Michele Rhoades Sr. Editorial Assistant: Ruth Belanger Developmental Editor: Suzanna Bainbridge Marketing Manager: Nathan Anderson © 2010, 2008 South-Western, Cengage Learning ALL RIGHTS RESERVED. 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Macintosh and Power Macintosh are registered trademarks of Apple Computer, Inc. used herein under license. © 2008 Cengage Learning. All Rights Reserved. Sr. Manufacturing Buyer: Sandee Milewski Cengage Learning WebTutor™ is a trademark of Cengage Learning. Production Service: S4Carlisle Publishing Services Library of Congress Control Number: 2009934265 Sr. Art Director: Tippy McIntosh ISBN-13: 978-0-538-75107-0 Internal Designer: Stratton Design ISBN-10: 0-538-75107-X Cover Designer: Stratton Design Cover Image: iStock South-Western Cengage Learning 5191 Natorp Boulevard Mason, OH 45040 USA Cengage Learning products are represented in Canada by Nelson Education, Ltd. For your course and learning solutions, visit www.cengage.com Purchase any of our products at your local college store or at our preferred online store www.ichapters.com Printed in the United States of America 1 2 3 4 5 6 7 12 11 10 09 Brief Contents PART ONE INTRODUCTION TO STRATEGIC MANAGEMENT 1 2 Strategic Leadership: Managing the StrategyMaking Process for Competitive Advantage External Analysis: The Identification of Opportunities and Threats 1 38 PART TWO THE NATURE OF COMPETITIVE ADVANTAGE 3 4 Internal Analysis: Distinctive Competencies, Competitive Advantage, and Profitability Building Competitive Advantage Through Functional-Level Strategy PART THREE 5 6 7 8 9 10 72 106 STRATEGIES Building Competitive Advantage Through BusinessLevel Strategy Business-Level Strategy and the Industry Environment Strategy and Technology Strategy in the Global Environment Corporate-Level Strategy: Horizontal Integration, Vertical Integration, and Strategic Outsourcing Corporate-Level Strategy: Related and Unrelated Diversification 142 176 209 242 283 311 PART FOUR IMPLEMENTING STRATEGY 11 12 13 Corporate Performance, Governance, and Business Ethics Implementing Strategy in Companies That Compete in a Single Industry Implementing Strategy in Companies That Compete across Industries and Countries 345 378 421 v vi Contents Contents Preface PART ONE Chapter 1 xix INTRODUCTION TO STRATEGIC MANAGEMENT Strategic Leadership: Managing the Strategy-Making Process for Competitive Advantage 1 Opening Case: Walmart’s Competitive Advantage 1 Strategic Leadership, Competitive Advantage, and Superior Performance Superior Performance 4 Competitive Advantage and a Company’s Business Model 6 Industry Differences in Performance 7 Performance in Nonprofit Enterprises 8 Strategic Managers 9 Corporate-Level Managers 10 Business-Level Managers 11 Functional-Level Managers 11 The Strategy-Making Process 11 A Model of the Strategic Planning Process 12 Mission Statement 14 Major Goals 16 External Analysis 17 Strategy in Action 1.1: Strategic Analysis at Time Inc. 18 Internal Analysis 19 SWOT Analysis and the Business Model 19 Strategy Implementation 20 The Feedback Loop 21 Strategy as an Emergent Process 21 Strategy Making in an Unpredictable World 21 Autonomous Action: Strategy Making by Lower-Level Managers Strategy in Action 1.2: Starbucks’s Music Business 22 Strategy in Action 1.3: A Strategic Shift at Charles Schwab Serendipity and Strategy 23 Intended and Emergent Strategies 24 Strategic Planning in Practice 26 Scenario Planning 26 Decentralized Planning 27 Strategic Decision Making 28 Cognitive Biases and Strategic Decision Making 28 Techniques for Improving Decision Making 29 Strategic Leadership 30 vi 23 22 4 Contents vii Vision, Eloquence, and Consistency 30 Articulation of the Business Model 31 Commitment 31 Being Well Informed 32 Willingness to Delegate and Empower 32 The Astute Use of Power 32 Emotional Intelligence 33 Practicing Strategic Management 35 Closing Case: Planning for the Chevy Volt Chapter 2 36 External Analysis: The Identification of Opportunities and Threats Opening Case: The United States Steel Industry Defining an Industry 40 Industry and Sector 41 Industry and Market Segments 41 Changing Industry Boundaries 42 Porter’s Five Forces Model 42 Risk of Entry by Potential Competitors 43 38 38 Strategy in Action 2.1: Circumventing Entry Barriers into the Soft Drink Industry 45 Rivalry Among Established Companies 46 Strategy in Action 2.2: Price Wars in the Breakfast Cereal Industry The Bargaining Power of Buyers 50 Running Case: Walmart’s Bargaining Power over Suppliers The Bargaining Power of Suppliers 52 Substitute Products 53 A Sixth Force: Complementors 54 Porter’s Model Summarized 54 Strategic Groups within Industries 54 Implications of Strategic Groups 56 The Role of Mobility Barriers 56 Industry Life Cycle Analysis 57 Embryonic Industries 58 Growth Industries 58 Industry Shakeout 58 Mature Industries 59 Declining Industries 60 Industry Life Cycle Summary 60 Limitations of Models for Industry Analysis 61 Life Cycle Issues 61 Innovation and Change 61 Company Differences 63 The Macroenvironment 63 Macroeconomic Forces 64 Global Forces 65 52 49 viii Contents Technological Forces 66 Demographic Forces 66 Social Forces 66 Political and Legal Forces 67 Practicing Strategic Management 69 Closing Case: The United States Beer Industry PART TWO Chapter 3 70 THE NATURE OF COMPETITIVE ADVANTAGE Internal Analysis: Distinctive Competencies, Competitive Advantage, and Profitability 72 Opening Case: Regaining McDonald’s Competitive Advantage 72 The Roots of Competitive Advantage 74 Distinctive Competencies 74 Competitive Advantage, Value Creation, and Profitability The Value Chain 81 Primary Activities 81 Strategy in Action 3.1: Value Creation at Burberry Support Activities 84 83 Strategy in Action 3.2: Competitive Advantage at Zara The Building Blocks of Competitive Advantage 85 Efficiency 86 Quality as Excellence and Reliability 86 Innovation 88 Customer Responsiveness 89 Business Models, the Value Chain, and Generic Distinctive Competencies 90 Analyzing Competitive Advantage and Profitability 91 Running Case: Comparing Walmart and Target The Durability of Competitive Advantage 95 Barriers to Imitation 96 Capability of Competitors 97 Industry Dynamism 98 Summarizing Durability of Competitive Advantage 98 Avoiding Failure and Sustaining Competitive Advantage 99 Why Companies Fail 99 93 Strategy in Action 3.3: The Road to Ruin at DEC Steps to Avoid Failure 101 Practicing Strategic Management 104 Closing Case: Southwest Airlines 105 101 85 77 Contents Chapter 4 Building Competitive Advantage Through Functional-Level Strategy ix 106 Opening Case: Productivity Improvement at United Technologies 106 Achieving Superior Efficiency 108 Efficiency and Economies of Scale 108 Efficiency and Learning Effects 110 Efficiency and the Experience Curve 111 Strategy in Action 4.1: Learning Effects in Cardiac Surgery 112 Efficiency, Flexible Production Systems, and Mass Customization Strategy in Action 4.2: Mass Customization at Lands’ End Marketing and Efficiency 117 Materials Management, Just-in-Time, and Efficiency 118 R&D Strategy and Efficiency 119 Human Resource Strategy and Efficiency 120 114 116 Running Case: Human Resource Strategy and Productivity at Walmart 121 Information Systems and Efficiency 122 Infrastructure and Efficiency 123 Summary: Achieving Efficiency 123 Achieving Superior Quality 124 Attaining Superior Reliability 125 Strategy in Action 4.3: GE’s Six Sigma Quality Improvement Process 126 Implementing Reliability Improvement Methodologies Improving Quality as Excellence 128 Achieving Superior Innovation 130 The High Failure Rate of Innovation 131 Reducing Innovation Failures 132 Strategy in Action 4.4: Corning: Learning from Innovation Failures 134 Achieving Superior Responsiveness to Customers Focusing on the Customer 135 Satisfying Customer Needs 136 Practicing Strategic Management 139 Closing Case: Boosting Efficiency at Matsushita PART THREE Chapter 5 126 134 140 STRATEGIES Building Competitive Advantage Through Business-Level Strategy Opening Case: Sony’s Failure in Competitive Positioning Competitive Positioning and the Business Model 145 142 142 x Contents Formulating the Business Model: Customer Needs and Product Differentiation 145 Formulating the Business Model: Customer Groups and Market Segmentation 147 Implementing the Business Model: Building Distinctive Competencies 150 Running Case: Walmart’s Business Model and Competitive Positioning 151 Competitive Positioning and Business-Level Strategy 151 Competitive Positioning: Generic Business-Level Strategies 154 Cost Leadership 155 Strategy in Action 5.1: Ryanair Takes Control over the Sky in Europe 157 Focused Cost Leadership 158 Differentiation 161 Focused Differentiation 163 Strategy in Action 5.2: L.L.Bean’s New Business Model The Dynamics of Competitive Positioning 165 164 Strategy in Action 5.3: Zara Uses IT to Change the World of Fashion 166 Competitive Positioning for Superior Performance: Broad Differentiation 167 Competitive Positioning and Strategic Groups 168 Strategy in Action 5.4: Toyota’s Goal? A High-Value Vehicle to Match Every Customer Need 169 Failures in Competitive Positioning 170 Practicing Strategic Management 174 Closing Case: Holiday Inns on Six Continents Chapter 6 174 Business-Level Strategy and the Industry Environment Opening Case: Competition in the Microchip Business Speeds Up 176 Strategies in Fragmented Industries 178 Chaining 179 Franchising 180 Horizontal Merger ...
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Final Answer

Please find attached the completed assignment. Let me know in case you need any changes made.Cheers!

Running Head: BUSINESS-LEVEL STRATEGY

Analysis of Business-Level Strategy

Name

Institution

Course

Date

1

BUSINESS-LEVEL STRATEGY

2

Target Corporation is in the retail industry as a general merchandise retailer.It is
also one of the leading companies in the industry due to a reputation built on low prices,
quality goods and excellent services (Rowley, 2003). These are also the distinctive
competencies of this organization. Target acknowledges the importance of providing its
potential customers with the highest quality of products and customer service. By doing
this it focuses on the market segmentof the high income group of the society, this market
segment is targeted as they are the group that is in a position to easily pay a high price
for quality goods and services.
“Expect More, Pay Less” is the tagline of Target that portrays the vision of George
Daytona. This also outlines another core competency of the corporation which is not only
providing quality goods and services but providing them at low prices. Target cooperation
is able to serve its clients and attract more potential client...

Cornell University

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