EU_BBA_Session 26- Module 2 - Making Sense of Strategy-20260609_214151-Meeting Recording — Lecture Index

0:01

Luku 1: this class we spoke about the strategic planning strategic uh you know the the external environment that which we call it as a macro environment as well and you know understanding the external environment various economic strengths political changes technological shifts customer expectation industry disruptions these are some of the right critical domains which how the uh environmental scanning is going to monitor okay then we also spoke about the strategic management process there are five uh you know the process which is such from the formulate uh till from the analysis till the adapt analysis uh you know the formulation uh implementation evaluation and adaption okay this is the five uh strategic management process and also we spoke about the strategic thinking versus strategic planning so these are the previous uh learnings and today we will be talking more about the uh strategic uh related uh you know concepts which uh how the um the michael potter explained about the industrial uh how they are going to assess the industry attractiveness understanding the four five force models with the potters so sorry which has got new entrance rivalry considering the rivalry they have a buyer supplier power buying power supply power new entrance and the substitutes so we will be talking on these and another one we'll be talking about the choices leaders what the leaders must have and the growth strategies hands -off matrix we call it as an hands -off matrix so these are some things which we'll be learning in today's session okay so and coming to the five uh potter's force which has been developed by the michael potter okay he's the one who developed the uh you know the force model here here understanding about the industry attractiveness where five you know potter's five more is one of the most influential framework I hope everyone can see the screen. 132s · Speaker 1

this class we spoke about the strategic planning strategic uh you know the the external environment that which we call it as a macro environment as well and you know understanding the external environment various economic strengths politica…

2:14

Luku 2: Is it visible? 301s · Speaker 2

Is it visible? Yeah, it's visible. Okay, great. So, Portus 5 Force is one of the most influential, you know, the framework, you know, in the strategic management, which was developed by Michael Potter. Okay. This 5, you know, Portus 5 Force…

7:16

Luku 3: one. And, you know, their ability to influence the price. 163s · Speaker 1

one. And, you know, their ability to influence the price. Okay. So, for example, supply power is high. okay when it is i when the few suppliers have existed okay so suppliers offers the unique product okay so in that case switching to the s…

10:00

Luku 4: easily uh it will be easy for them to switch to the providers imagine when the purchase buyers purchase are huge like you know larger volume then When the products are unique, in that case, the costs are very high. 300s · Speaker 2

easily uh it will be easy for them to switch to the providers imagine when the purchase buyers purchase are huge like you know larger volume then When the products are unique, in that case, the costs are very high. And there is only few alt…

15:00

Luku 5: Existing competitors means mainly how you are going to examine the intensity of the competition among the existing industries. 299s · Speaker 2

Existing competitors means mainly how you are going to examine the intensity of the competition among the existing industries. So sometimes happens that rivalry is high when the many competitors will exist. So here when that happens then in…

20:00

Luku 6: you know they started continuously evaluates the you know these kind of as choices like for example growth maintain and … 72s · Speaker 2

you know they started continuously evaluates the you know these kind of as choices like for example growth maintain and retention so when these three other it depends on the factors like you know one is the market opportunities could be the…

21:12

Luku 7: know So, another one is like, you know, when they are talking about the growth strategies, organization pursue the growth when they identify the opportunities, you know, opportunities means like the expansion and the, you know, and how well we have the availability of the resources and the capacity and the capability to capitalize them. 303s · Speaker 1

know So, another one is like, you know, when they are talking about the growth strategies, organization pursue the growth when they identify the opportunities, you know, opportunities means like the expansion and the, you know, and how well…

26:16

Luku 8: is that you know the markets needs to be stable and the growth opportunities are quite limited and you know the current performance is the satisfactory so here the main object of this is to you know product and consolidate the current position you know to the company and which will help in optimizing the efficiency and the profitability So, how to improvise the operation? 302s · Speaker 2

is that you know the markets needs to be stable and the growth opportunities are quite limited and you know the current performance is the satisfactory so here the main object of this is to you know product and consolidate the current posit…

31:18

Luku 9: know a market leader mainly focus they focus on maintaining the you know the dominance while the challenges may pursue aggressive growth. 300s · Speaker 1

know a market leader mainly focus they focus on maintaining the you know the dominance while the challenges may pursue aggressive growth. That's one thing. Another one is internal capabilities. Internal capability means Companies are having…

36:19

Luku 10: you know explaining each of the thing is like one is the market penetration so the market penetration means here it invo… 91s · Speaker 1

you know explaining each of the thing is like one is the market penetration so the market penetration means here it involves the selling the existing product in the existing market you can see here right existing market in the existing prod…

37:50

Luku 11: sponsorship. 300s · Speaker 2

sponsorship. This will help in increasing the consumption among the existing customers. And with this market presentation, it's a very low risk strategy. So it will help the users to exist the products and markets. So users will feel more c…

42:51

Luku 12: if you see car manufacturers. 115s · Speaker 1

if you see car manufacturers. okay what they do they introduce the ev models to the existing customers who previously purchased conventional vehicles can be opted okay so that's one thing then we have a diversification diversification means…

44:46

Luku 13: So, those things. 300s · Speaker 2

So, those things. For example, if you see the automobile industry only, they want to enter into the renewable resources, okay, energy. So, it is very much difficult because they need to focus on many things. Okay. So market penetration or, …

49:47

Luku 14: main thing is that they offer the unique value that customers will pay. 303s · Speaker 2

main thing is that they offer the unique value that customers will pay. That's one thing. Another one is that Win to distinctiveness. Win to distinctiveness means like you know you are going to understand the differentiation of the product.…

54:51

Luku 15: a specialized expert. 301s · Speaker 2

a specialized expert. And obviously since they are looking for a very unique or anything like a limited market share here is there. Here we are working on a narrow segment. It means that there is a dependency on the one single segment. And …

59:52

Luku 16: transform the company's, okay, growth. 300s · Speaker 1

transform the company's, okay, growth. Then agility. Agility means like you know. It's the ability to respond quickly and for the changes, changing condition, effectively to the changing condition. So, in uncertainty environment, what is ha…

1:04:53

Luku 17: it has been transferred from the, you know, the way the organization want to compete. 301s · Speaker 1

it has been transferred from the, you know, the way the organization want to compete. in terms of we have to create more value. So your advances in the artificial intelligence, cloud computing, digital platform, big data, data analytics, bu…

1:09:54

Luku 18: efficiency social factors because they mainly focus on employee well -being and diversity and inclusion and how you are well you know have the engaged community engagement here customers responsibility and because they mainly focus on ethical leadership they have lot of you know the transparency accountability would be there that's why the esd matters most strategically customers expectation So, the many investors evaluate the ESG performance before investing. 303s · Speaker 2

efficiency social factors because they mainly focus on employee well -being and diversity and inclusion and how you are well you know have the engaged community engagement here customers responsibility and because they mainly focus on ethic…

1:14:57

Luku 19: very much important you know That, you know, they need to see, you know, how the strategy that will work yesterday and may not be working tomorrow, how it is getting, you know, affected. 300s · Speaker 2

very much important you know That, you know, they need to see, you know, how the strategy that will work yesterday and may not be working tomorrow, how it is getting, you know, affected. And the decline of organization like, you know, Kodak…

1:19:58

Luku 20: We have created a WhatsApp group. 225s · Speaker 2

We have created a WhatsApp group. journey we can send it over we will send it over there as well okay so once it is completed so definitely we will look because we do have a recordings we'll post it in that also you can look into the uh pre…

EU_BBA_Session 26- Module 2 - Making Sense of Strategy-20260609_214151-Meeting Recording

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