week 4 reply

chose at least 4 posting and reply in 75 words for each follow-up response thus include critical analysis, and be supported by the relevant in-text citations and reference sources. 

That will be a total of 4 paragraphs

chose any activity  but at least two replies for  activity 1 and two replies for activity 2  

2/1/2018 Week

4

Learning Activities – BMGT 495 6380 Strategic Management (2182)

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Week 4 LA 1
Danielle Hardy posted Jan 31, 2018 4:42 PM Subscribe

Macure Pharma implements the generic cost leadership strategy for operating.
The cost leadership strategy for Macure Pharma focuses on promoting unique
blends of chemicals and personalized service for their customers. The
specialization that the company offers allow them to charge their premium prices
for specific products and services. Customers are loyal to the company by
establishing long term contracts. Their strategy focuses on employing the best
scientist, sales personnel, and analysts that are capable of collaborating together
in order to create the services and products that customers expect and value. To
date, Macure Pharma has established a sustainable strategy (Strategic
Management, 2014) (Macure Pharma, n.d.). In order to maintain their position in
the market, they are continuously exhibiting disruptive innovation. Markets and
technology are continuously changes, which requires Macure Pharma to challenge
the competition and traditional approaches. Research and development
investments allow them to formulate new and creative solutions to the increasing
number of economic and environmental issues that the world faces (Strategic
Management, 2014).

 

References:

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Patricia Quinones

Week 4 LA 2
Danielle Hardy posted Jan 31, 2018 4:43 PM Subscribe

I used the Internal-External Matrix because it shows Macure Pharma’s position in
the market currently and what the company can do to improve that position
(Zkjadoon, 2016).  

IE MATRIX

After completing the matrix, Macure Pharma landed in the VI region, which
represents harvest and digest. This means that the company should continue their

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operations with the strategy they have been currently implementing (Zkjadoon,
2016). 

The inputs that were used for the IFE were the strengths and weaknesses of the
company. Their strengths include the idea that they are trusted by the public,
they have a strong network of distributors, and they participate in cooperation
with international partners. Their weaknesses include the fact that they do not
have a large product portfolio, they are smaller than competing companies, and
their investments in research and development are limited. This resulted in an IFE
score of 2.10 (Macure Pharma, n.d.). 

The inputs that were used for the EFE were Macure Pharma’s opportunities and
threats, to complete the SWOT analysis. Opportunities included the development
in a new niche market, increasing efficiency in manufacturing, technological
improvements, acquisition of a supplier as a subsidiary of the company, and
increasing public awareness of global health. Threats posed to Macure Pharma
included changes in healthcare regulations, increased taxes on pharmaceuticals
and businesses, the availability of new products in the market, changes in the
public views, and global competition if they enter the market (Macure Pharma,
n.d.). 

References:

Macure Pharma (n.d.). “About us.” Retrieved
from http://www.macurepharma.com/about

Zkjadoon (2016). “How to prepare the internal external matrix.” Retrieved
from http://www.businessstudynotes.com/finance/strategic-managment/how-
to-prepare-the-internal-external-matrix/ 

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http://www.macurepharma.com/about

http://www.businessstudynotes.com/finance/strategic-managment/how-to-prepare-the-internal-external-matrix/

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Week 4 Learning Activity 2 – BELTRE
Euriviades Beltre posted Jan 31, 2018 1:24 PM Subscribe

General Electric (G.E.) – North American windmill/turbine

The IFE Total Weighted Scores (G.E.)
 

 
 
 

The EFE
Total

Weighted
Scores

3.05

  Strong

3.0 to 4.0

Average

2.0 to 2.99

Weak

1.0 to 1.99

High

3.0 to
4.0

1 2 3

Medium

2.0 to
2.99

 

4

5 6

Low

1.0 to
1.99

7 8 9

There are many reasons why I chose the IE matrix for the case presented. One of
the reasons is that of having the matrix being more detailed and making an
appropriate analysis of the organization in question. The other reason for
choosing the matrix is that, despite it being detailed, it is easy to compute and
represent the data from the organization. GE’s Re-power program offers
customers an affordable way to upgrade aging turbines (G.E., 2017). General
electric has some strategic focus in the long-term investment strategy as the
alternative strategy to do the business. The possible alternative strategies are
sustainable living, increasing product management, active portfolio management,
focusing on innovation and enhancing the investment in emerging market and e-
commerce.

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References:

G.E. (2016, May 23). GE imagination at work. GE Expands Onshore Wind Portfolio
with North American Version of New 3.4 MW Wind Turbines. Retrieved
from http://www.genewsroom.com/press-releases/ge-expands-onshore-wind-
portfolio-north-american-version-new-34-mw-wind-turbines

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Week 4 Learning Activity 1 – BELTRE
Euriviades Beltre posted Jan 31, 2018 12:54 PM Subscribe

Porters Generic Strategies

G.E. strategies likely go with Porter’s strategies which mainly on the cost of the
product and the differentiation of the product in different ways. With the sole aim
of achieving profit, these strategies help G.E. to face the competitors in terms of
price, operate in specific markets, gaining advantage of the product and finally
making the most out of it.

Cost leadership strategy

The company can use this strategy and it will be more beneficial for the company
initially as the price of the products are a bit higher than other brands and so if
the price of G.E are reduced, then there is a great opportunity for the company to
reach more customers and they can permanently turn loyal to them. As the global
economic situation is currently unhealthy, this may even attract more customers if
G.E. wind turbines bring down the prices of its products to face the competitors
who offer the similar type of products at a lower price than its competitor. To
withstand the competition from the companies’ inferior in quality, the company
needs to think about this strategy.

Differentiation strategy

The differentiation strategy would well fit G.E. windmill or turbines to improve the
market base as it has lot of advantages with technology. As G.E. is already making
use of the e-commerce and the customers can design their own products, the
product management team can do a lot of research with the innovation and

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release them into the market. Since the company is being identified as a brand
that is associated with a segment and very specifically to electricity, it can use this
as an added advantage in trying to be different in targeting people who are in
need.

Focus Strategy

When G.E. thinks of implementing the focus strategy, it can start focusing on
different segments apart from energy as the infrastructure is available with the
company. It needs to add up some more facilities and try to focus on the entire
segment suitable for all customers. There are certain negative effects for this
strategy as it is a time taking process for the company to start its operations by
focusing on a different market segment and customers. In the long run, the new
focus area may be over looked by the company due to poor performance and the
company will lose lot of money, time and more importantly, the profits may come
down and the cost will go up.

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LA 2 – Mark Szymanek
Mark Szymanek posted Jan 30, 2018 3:20 PM Subscribe

GlaxoSmithKline (GSK) – UK based pharmaceutical company. IE Matrix.

  The IFE Total Weighted Scores 3.35

 
 
 
The EFE
Total
Weighted
Scores
  Strong
3.0 to 4.0
Average
2.0 to 2.99
Weak
1.0 to 1.99
High
3.0 to 4.0

I II III

Medium GSK –  IV V VI

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2.7 2.0 to
2.99

Low
1.0 to
1.99

VII VIII IX

 

By taking into consideration the IFE and EFE matrixes from week 3, GSK’s position
in the industry and the strategy the company should follow become clear. The
BCG Growth-Share Matrix leaves a lot to be desired. As NetMBA (n.d.) states the
BCG overlooks many factors that are important to profitability. Using the IE Matrix
allows a deeper understanding using multiple factors from both the external and
internal environment of GSK rather than just market share and market growth.

            According to the IE Matrix GSK falls into the IV cell and should follow the
grow & build strategy (Zkjadoon, 2016). GSK is positioned to be aggressive in the
pharmaceutical market. The grow & build strategy involves market penetration &
development and product development (Velásquez, 2016). On the strength of
GSK’s large research & development budget new products can be developed and
new markets opened. New vaccines and drugs can cure/help untold millions of
people desperate for treatment. GSK is positioned internally and externally to
reap the profits of doing so.

            The generic strategy GSK followed was differentiation. The corporate
strategy should be a blue ocean strategy. Instead of competing against all the
generic drug manufacturers or against the already popular offerings from Beyer,
Merck, or AstraZeneca. A blue ocean strategy creates a new market instead of
competing in an existing one (Strategic Management, Supporting Business-Level
Strategy, 2014, p.187). GSK can create cures for diseases that have plagued
humans throughout history. Cancer, Alzheimer’s, and Malaria are just a few of the
leading killers and culprits of a reduction in quality of life. There are many
diseases and viruses that are currently incurable, or medication only slightly
prolongs life. GSK can develop and market brand new drugs to the world. At the
same time avoid direct competition with its fiercest rivals.

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References

NetMBA (n.d.). The BCG Growth-Share Matrix. Retrieved from

http://www.netmba.com/strategy/matrix/bcg/

 

Strategic Management. (2014). Supporting Business-Level Strategy. Washington,
D.C.: The

            Saylor Foundation.  p.187. 

 

Velásquez, J. (2016, May 5). The IE Matrix. Retrieved from
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LA 1 – Mark Szymanek
Mark Szymanek posted Jan 30, 2018 3:19 PM Subscribe

GlaxoSmithKline (GSK) – UK based pharmaceutical company. Differentiation
Strategy.

To some extent all the major pharmaceutical companies use a differentiation
strategy. Differentiation involves convincing customers to pay a premium for
goods (drugs/vaccines in this case) by providing unique/desirable features
(Strategic Management, Selecting Business-Level Strategies, 2014, p.149).  The
main purpose of every pharmaceutical company is to provide a product that cures
or inhibits whatever ailment is inflicting the customer. Differentiation is in which
ailments to target with research and development and what target demographics
are going to be served by the new drug. R&D plays a big role in the success of
GSK. New drugs protected by patents differentiate the company from its
competitors. The multiple generic drug manufactures cannot compete with GSK in
the differentiation strategy. GSK following this strategy narrows down the
competition to a few companies with large R&D budgets.

http://www.netmba.com/strategy/matrix/bcg/

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There are multiple other ways to differentiate GSK from other pharmaceutical
companies. One being the actual delivery of the drug into the human body. Is it
convenient to take? Is the customer having to get painful shots to get the
medication to be effective?  Does the customer have to take four separate doses
at specified times or can GSK make a once a day pill taken orally to fulfill a
customer’s needs? Other options in the industry include side effects. Everyone has
heard the lengthy list of side effects rattled off during a commercial. For a patient
needing to take a certain medication, they may be plagued by a side effect. GSK
could come up with an offering with the same benefits as Beyer or Merck, but with
a minimal unwanted secondary reaction.  

 
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Week 4 Learning Activity 2
Mercidieu Delva posted Jan 30, 2018 7:49 PM Subscribe

Norther Power System – European-Electric Power Systems. IE Matrix.

  The IFE Total Weighted Scores 4.40

 
 
 
The EFE
Total
Weighted
Scores

3.40

  Strong

3.40 to 3.80

Average

3.20 to 3.60

Weak

1.00 to 2.00

High

3.20 to
4.00

2 1 1

Medium

2.00 to
2.99

IE –  6 5 4

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Low

2.00 to
3.99

6 7 8

 In week 3 the EFE matrix calculation for my analysis was 3.40, suggesting
Norther power system did not have a strong ability to react to external factors.
The IFE matrix calculation in week three for my analysis was 4.40, suggesting
Norther Power System is strong internally. (Maxpedia, 2015)

The IFE and EFE lines on Norther Power System IE matrix meet in the middle,
indicating the grow and build strategy is appropriate. Market penetration and
product development, should be focuses. (Maxpedia, 2015) While Norther Power
System is a well-established brand and has experienced global growth, if they do
not continue to evaluate their current strategies, they might not be able to
effectively penetrate the millennial market, or create products relevant to this new
market.  Over the period from 1950 to the early 2000’s, the distribution of the
output of various sources of electric power changed. In 1950, about two-thirds of
the electricity came from thermal (steam-generating) sources and about one-
third from hydroelectric sources. In the early 2000’s, conventional thermal
sources (coal, oil, and gas) still produced about two-thirds of the power, but
hydropower had declined to about 15 percent. Geothermal, solar, wind, and wood
and waste biomass sources produce relatively small amounts of electric power.
Meanwhile, nuclear power generates about 16 percent of the world total. Toward
the end of the 20th century the production of nuclear power slowed in some
countries, such as the U.S., in response to concerns about safety. he expectation
of reduced rates through competition also led to deregulation moves in the U.S.
Pressure to deregulate the U.S. electric power industry started building in the
1970s, when firms in energy-intensive industries began turning to cogeneration
(generating their own power) and demanded access to the wholesale power
market to sell their excess power. With the passage of the Public Utility Regulatory
Policies Act of 1978, utilities were required to purchase electricity from
cogenerators and independent power producers at rates that reflected the costs
the utilities would have incurred to generate the power themselves. The Energy
Policy Act of 1992 established a new category of electricity producer, the
wholesale generator; required utilities to provide transmission access to third-

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Week 4 Learning Activity 1
Mercidieu Delva posted Jan 30, 2018 7:21 PM Subscribe

Northern Power Systems strengths included a variety designs and manufactures
wind turbines and is headquartered in Vermont. Much of the profits in the wind
turbine industry are concentrated in the ten largest firms.  Vestas Wind Systems
and General Electric Energy are among the two largest firms in the industry.
 Northern Power Systems is not among the top-twenty manufacturing firms.   The
larger companies are likely more diversified than Northern Power Systems. High
costs associated with research and development, differentiated products, and
competition to bring in new customers all contribute to the competition in the
industry. Northern Power weaknesses include inconsistent customer service,
marketing, and competition.

To maximize their potential Northern Power should focus on their external
factors, because they scored below average on the EFE (External Factor Evaluation)
matrix. Focusing on branding, marketing, and customer loyalty could help
Northern Power system maintain, and even improve their leadership position.

Northern Power system has decided to return to their roots, With the continued
strengthening of our balance sheet we are actively investing in platform
developments and commercial resources to drive growth in our business. The
products that go into wind turbines could be manufactured by many companies.
Using the differentiation strategy, a business competes based on their
uniqueness, rather than the price, and seeks a broad market. (Unknown, 2014,
149) Northern Power System A successful differentiation strategy depends on
successful branding and advertising. (Unknown, 2014, 150) Northern Power
System has unsuccessful branding in the past, but they have moved past that and
returned to their origins, understanding that fresh, natural products sustained the
test of time. Energy is a vast market with multiple solutions that can compete with
Norther Power Systems.  Substitutes to wind power can include photovoltaic
energy also known as solar energy, nuclear energy, hydroelectricity, and
geothermal energy, that’s what make them stronger in the market competitive.

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Normally, the companies who choose the differentiation strategy need to have a
unique feature or function for its products, unique enough to let the customer
willing to pay some extra price for it. Nowadays, quite a few companies are using
this strategy. Because everyone wants to be different from others, using different
product is one the ways. For companies, be different from the competitors is a
good way to avoid facing directly to the competitor just like what we learn in the
blue and red oceans strategy. For example, in the fast-food industry, Northern
Power System is quite different from the others by quality and making process.

Reference:

Electric Power Systems. (2017). Funk & Wagnalls New World Encyclopedia, 1p. 1.

Unknown (2014).  Introduction to Strategic Management. Chapter 5. Washington, D.C.:  The
Saylor Foundation. Retrieved
From: https://learn.umuc.edu/d2l/le/content/199954/viewContent/8507109/View

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Week 4 LA 1
Patricia Quinones posted Jan 31, 2018 7:54 PM Subscribe

Glaxo Smith Kline is the third largest pharmaceutical company in the world.  The
company focuses on three global businesses: Vaccines, Pharmaceuticals, and
consumer healthcare (GSK, 2017).  GSK focuses on creating a strong differentiated
pipeline, leading in HIV and respiratory illness, and developing their presence in
specialty therapy areas, including oncology and immune-inflation (GSK, 2017).

Based on this information and the week’s readings, GSK competes in a business
strategy referred to as differentiation.  Firms that follow a differentiation strategy
are based on uniqueness and target a broad target market.  GSK has a broad
portfolio of innovative and established medicines in respiratory and HIV, in which
we they are global leaders (GSK, 2017). The company has made a name for
themselves in respiratory disease due to the development of high quality and
needed medications along with the various vaccines they produce.  GSK is the
largest vaccine company in the world, and with that title comes a price.  
Customers are expected to pay a little more for their vaccines because they are

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receiving the best product by the top vaccines producer in Pharmaceuticals (GSK,
2017)

Based on the features that GSK provides vaccine customers along with respiratory
customers, it may difficult for new entrants to take customers away.  In reference
to inhalers if a customer is established on a particular brand and they have not
had any issues with the medication, convincing them to change over to a new
product or a generic equivelant could be a challenge.  

Reference:
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Last post 2 hours ago by
Mark Szymanek

Week 4 LA 2
Patricia Quinones posted Jan 31, 2018 8:01 PM Subscribe

Glaxo Smith Kline is a company named from the merger of Glaxo Wellcome plc
and Smith Kline Beecham plc.  The companies share on listed on the London Stock
Exchange and the New York Stock Exchange.  GSK produces a wide range of
prescription medicines, vaccines, and other healthcare products (GSK, 2017).  The
company’s products are available around the world in pharmacies, labs, and
shelves of various retailers.   The majority of the companies’ revenues are from
vaccines and chronic diseases which limits the divisions of the company.  Based
on this data the brand profile would best be analyzed by the SPACE Matrix.  The
Strategic Position and Action Evaluation matrix or short for SPACE matrix is a
strategic managing tool that focuses on strategy formulation especially as related
to the competitive position of an organization (Saylor, 2014)

I choose the SPACE matrix tool because the BCG is based on financial data by
brand or division. GSK financial is based on seven drug areas and I felt that the
space matrix would provide more data.

 

Based on the data in the Space Matrix, GSK should take an aggressive strategy. 
The company has financial stability and financial growth due to product
development.  By using the internal strengths such as brand, market share and
growth earnings the company can engage in more risk to gain the market

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penetration that they desire. GSK’s primary revenues are in vaccines and
Respiratory/Chronic illness and the company must be aggressive in the pharmacy
industry within this field.  By taking an aggressive strategy in the market the
company can improve their competitive advantage while keeping their differential
strategy also.

 

Space Matrix

 

Internal position                                                                                         
External strategic position

Financial FS   Environment
Stability

 

Cash flow 3 Inflation -3

Revenues 3 Barriers to Entry -2

Growth earnings 5 Competition -3

Profits 4 Expiring patents -1

  Financial
Strength Average

16/4=4 Environment
Stability Average

-9/4=-2.25

       

Competitive
Advantage

  Industry position  

Brand loyalty -2 Opportunity of
Vaccines

4

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Technology
Capabilities

-2 Threats of Generics 5

Market Share -2 Government
programs

5

Quality Products -1 Suppliers 5

Competitive
Advantage Ave

-7/4=-1.75Industry Strength
(IS) Average

19/4=4.75

 

(+5 Best, +1 Worst) (-5 Worst, -1 Best)

 

Y- axis =FS + ES = 4.-2.25= 1.75

X- axis = CA + IS = -1.75+(4.75) = 3

Image 

 

Corporate Strategy- GSK is a corporation that focuses on R & D in Vaccines and
Chronic illnesses.  These two areas are in demand as the aging population
increases and health concerns rise due to diseases around the world.  GSK took a
hit last year due to changes in CEO and reduce sales due to pricing pressures(
GSK, 2017).  In order to regain their status in the pharmacy Industry the company
must develop block buster drugs to replace those that are subject to generic
competition.  By focusing their R & D on Vaccines and chronic illness, the
company can maintain their differential strategy by refining their financial
capabilities whileimproving their net debt. 

 
Reference:

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GSK. (2017). GSK Annual Report. Retrieved from
http://eds.b.ebscohost.com.ezproxy.umuc.edu/eds/pdfviewer/pdfviewer?
vid=2&sid=47b6856d-1b7b-4b9f-9f5e-7e0a39d65c85%40sessionmgr103

Saylor, T. F. (2014). Strategic Managment. Washington, D.C.: Managing Business
Level Strategy

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