Which of the following is the biggest strategic issue when competing in international markets? How to avoid the risks of shifting exchange rates.
The response time that customers are willing to tolerate seem to be high for Benetton in relation to the expectation of customer. Zara forced season-end markdown is relatively low which comply with low implied uncertainty demand since Zara less likely face oversupply of some product comparing between three of them.
The second step is understanding the supply chain. While Zara's strategy is designing around 40, items and selecting the most appropriate 10, items to be produced. In contrast, Benetton's customers needs are the good quality of clothing. Hence the company tends to provide less fashion but higher quality and durability.
In term of the Benetton reaction can limit the consumers demand by providing the high quality of products. On the other hand, Benetton produces global products with the same quality around the world.
Zara has its full ownership in design and retail sections while its supplier and distribution have high degree of ownership, and own 60 percent in manufacturing. For Benetton, it has percent ownership in design and partial degree in production, handing out and retail without any possession in supplier section.Apr 16, · 4 Principles of Marketing Strategy In The Digital Age.
it can then be scaled up and become integrated into the normal strategic process as a viable tactic to achieve an awareness, sales or. Strategic Fit between HR Strategies and Business Strategies: Findings of the study (Table 1) show strategic fit between HR Strategies and Business Strategies as there is .
Summary of Learning Objectives Why is achieving strategic fit critical to a company’s overall success? How does a company achieve strategic fit between its supply chain strategy and its competitive strategy?
What is the importance of expanding the scope of strategic fit across the supply chain? Chapter 2. Supply Chain Performance: Achieving Strategic Fit and Scope.
1. A company’s competitive strategy defines the set of customer needs that . Step 3 of Achieving Strategic Fit Achieving Strategic Fit To ensure the level of supply chain responsiveness is consistent with the implied uncertainty. The goal is to target high responsive for a supply chain facing high implied uncertainty and efficiency for .
To achieve complete strategic fit, a firm must ensure that all functions in the value chain have diverse strategies that support functional goals. False Because demand and supply characteristics change, the supply chain strategy must change over the product life cycle if a company is to continue achieving strategic fit. Strategic Fit is a key factor in determining the gains of the organisation in order to achieve and sustains success, strategic alignment guides the firm in strictly goal oriented. (Grant, Robert M. ). kaja-net.com 3: Achieving Strategic Fit All functions in the value chain must support the competitive strategy to achieve strategic fit ± Fig.7 Two extremes: Efficient supply chains (Barilla) and responsive supply chains (Dell) ± Table 2. 2.
Chapter 2 Supply Chain Performance: Achieving Strategic Fit and Scope. Outline. Competitive and supply chain strategies Achieving strategic fit Expanding strategic scope.
Competitive and Supply Chain Strategies. Supply chain strategy: material procurement, Slideshow by doyle.