James Dyson portfolio

The company Dyson is focused on creating and implementing high-end machinery. The company has developed a wide range of equipment, but none has captured the public’s interest quite like the vacuum cleaner. Newspapers around the world have mentioned Dyson as the storied manufacturer of top-notch vacuum cleaners. a record that has never been surpassed despite a challenging economic climate throughout its development. It continues to generate significant sales profits, spurring producers to consider further potential advancements. However, its success does not come with ease as it has invested much on strategic plan and developments.

Strategic orientation

Global branching and distribution

The company is strategically distributed in approximately 50 countries around the world. This places it at a very good position to sell its products to competitive markets such as China, USA, Japan, and Europe (“Profiles in Doing Both: How Dyson Blew Away the Vacuum Market | HuffPost,” n.d.). Since the main aim of any company is to sell its products and reach out to as many buyers as possible, Dyson is doing just that. Branching worldwide and extending its borders. Other than just selling, the company is also doing much to retain its profits by saving on costs and expenses. The company has achieved this by transferring some of its operations to low cost regions such as China and also Malaysia. By so doing, high profits can be achieved at a minimum cost without interfering with the nature of the produced goods or services. High profit margins mean more resources which can be used to further research and improve products. This strategies have also seen the company remaining at the top till now.

Innovation and engineering

The company is strictly based on innovation and engineering design, having a huge investment directed to it (“Man Behind the Vacuum Cleaner,” n.d.). The strategy is in such a way that the engineers have concentrated on prototyping of products and implementation of concepts. Engineering and re-engineering is done regularly in order to attain the best of designs. It also involves critique, testing, questioning, and vandalizing of products. The engineers and technical experts are always willing to sacrifice their efforts even if the end effects aren’t certain. This has contributed to the tremendous success of the company. The creation of patents from products has also made it an emblem of performance and innovation. This has attracted and thrilled many talented and skilled personnel.

Online retailing and product distribution

The other important strategy used by Dyson is the use of online retail stores. For quite a long while now the company has experienced good sales as a result of product distribution through retailing. Customers have always enjoyed the company’s products and have been always ready to pay high prices for quality goods.

The role of leadership in relation to the growth of the company

The company has always been under the positive influence of Dyson who own the company and initiates major changes within the company. It can be argued that Dyson has been the firm’s mastermind as he was the one behind the success of developing and implementing the vacuum cleaning machine. Therefore the firm’s success has been attributed to him. The iconic leadership has also been a motivation to the workers and stakeholders. With such leadership and influence, it is hard for the company to lose focus (Förster & Kreuz, 2009, p. 3). Thus, the company has continued to grow under his able leadership leaving no room for a trial and error kind of leadership.

Partly, the growth of the company has also been related to the strong ties created as a result of long term international relations in trade. For instance, the number of wealthy stakeholders who have shares in the company has created a pool of monetary resources which has furthered the developments within the firm. Occasionally, companies have made huge losses as a result of poor decision making by leaders. However, in such cases, the leaders are normally ousted and new ones replaced. This is certainly not the case with Dyson. Dyson has had one leader, influencer, and mastermind through the entire successive period.

Aldi and Lid

Aldi and Lidl have got many thing in common and also several differences too. Both trace their roots to Germany and have unique trading models that have challenge other European Supermarkets. Aldi, having started in Essen as a discount chain supermarket in 1913 has spread worldwide promoting trade and competition.

Aldi and Lidl are similar in that they both operate under three basic strategic principles which are consistency, responsibility and simplicity (“What is the difference between Aldi and Lidl? - Quora,” n.d.). Consistency for all in that they are reliable to consumers who are their prime target. The other key principle responsibility applies to all stakeholders and other external as well as internal investors. The principles tie the two supermarkets together even though they rival each other.

Aldi and Lidl, though formed under the same roof, they have a slight difference when it comes to the physical setting. This can be seen from the fact that the sizes of Aldi stores are quite smaller as compared to Lidl. The Latter focuses on a much bigger ground space for holding a higher quantity of goods. On the other hand, Aldi operates lesser sized stores that are easily manageable and maneuverable. Ironically Aldi has a larger market share than Lidl, as one would expect that larger capacities leads to much sales and customers (Barney, 1991), but this is not the case here.

There is also a slight difference when it comes to branding and pricing. Lidl concentrates on the quality of goods but at a lower pricing. It is also centered on its own label brands as opposed to leading brands. The reverse is true for Aldi supermarket. However, this does not mean that Aldi produces low quality products. It is simply based on quality and price each for the value bestowed.

Another difference can be seen on geographical coverage. Lidl has stores in roughly 23 countries across the globe and a higher number in the UK than Aldi. Thus, in UK, Lidl is quite popular and also the sales are quite high. Aldi has over 70 stores globally and it aims at reaching more non-Europe nations than its counterpart.

The sources of competitive advantage for Aldi and Lidl

The two supermarkets have had their ups and downs overtime regarding the profits made and markets influenced. The success has been attributed to a low cost business mode that was earlier on incorporated in their development. Such sources have been an advantage to the two, which has enabled them offer quality products at considerable low prices as compared to other big supermarkets such as the UK’s Morrison. This attribute also enables them survive under threatening effects which usually affect markets (Prahalad, Hamel, & Harvard University, 2001, p.24). In that when the economy is adversely affected, other major stores which set higher prices on their brands lose customers. Inflation may result which will favour the sister supermarkets which will only raise their prices a little high to accommodate customers to their advantage (“Firm Resources and Sustained Competitive Advantage,” n.d.).

The other source is evident in the uniqueness that is presented by the Aldi and Lidl. For any aspiring company, tactic is essential (Boundless, 2017). One such tactic that has always worked wherever there is competition is being unique. By presenting yourself in a different manner that differentiates you from your competitors (“How Lidl and Aldi found the ingredients for success – European CEO,” n.d.). In so doing Aldi and Lidl have gained access and penetrated markets, raising their profit margins. Customers could always purchase commodities from the two German stores which have always offered wide variety and affordable products. This is made possible by the availability of exclusive brands from Aldi and Lidl. Most of the brands are made by German manufacturers who are independent. This becomes cheap, enabling customer saving possible and achievable.

Mark and Spencer

Marks and Spencer’s fortunes changed quickly by 1999. Applying Thompson’s EVR model which basically explains the changes that business firm might undergo. In Thompson’s model, nothing is final and prior actions and decisions are subject to future modification. Marks and Spencer might not have developed a good concept and vision where the business was heading. By this time Marks and Spencer had seen their eye-off the management of the firm where the management might have ignored the vision of the firm which is key (“Learning Portfolios | Faculty Innovation Center,” n.d.).

Secondly, converting the mission into specific performance objective is also essence to prevent a firm from declining. Marks and Spencer might not in recent times by1999 converted their firm’s mission into specific objectives which were supposed to be achieved. The firm lost some of the fashion elements its key clothing ranges.

Thirdly, marks and spencer should have crafted a strategy to achieve the targeted performance. Lack of good strategy might in great effect lead to the decline of marks and spencer plc. The firm management should have thoroughly developed working and followed strategy to achieve the goals. Marks and Spencer might have failed to implement and execute the chosen strategy efficiently and effectively (“Porters Five Forces - Advantages and Disadvantages,” n.d.). The impact of neglecting the well implementation of the strategy definitely lead to negative fortunes and losses. The firm allowed margins to increase gradually, tarnishing the longstanding value-for-money image.

Marks and Spencer must have not been evaluating performance, reviewing the situations and initiating corrective adjustments in mission, objectives, strategy, or implementation in light of actual experience changing conditions, new ideas and new opportunities (Barnat, 2014). As a result, the firm encountered huge decline in the fortune quickly as it happened in the 1999. To prevent such declines Mark’s and Spencer’s chairman and chief executive should have implemented the following management strategies.

Developing a concept of the Mark’s and Spencer’s business and vision of where the organization needs to head.

Converting the mission into specific performance objectives.

Crafting a strategy to achieve the targeted performance.

Implementing and executing the chosen strategy efficiently and effectively.

Evaluating performance, reviewing the situation and initiating corrective adjustments in mission, objectives, strategy, or implementation in light of actual experience, changing conditions, new ideas and new opportunities.

The chairman and chief executive were supposed to be aware that in management strategies nothing is final and prior actions and decisions are subject to future changes to prevent decline in the firm’s fortune (“M&S - wholly embracing staff in plan to become the world’s most sustainable retailer | Guardian Sustainable Business | The Guardian,” n.d.). The following are key factors which contributed to M&S’s recovery after quick decline by 1999. M&S changed its top management, for example, the chief executive and chairman. The new management brought different changes like M&S started to use more demographic and customer data to determine the product ranges from each store, clothing was designed for people who preferred classic styles and those who preferred the latest fashion (“Business Case 03 - Marks & Spencer - Plan A,” n.d.).

M&S engaged different persons from different firm to ensure the firm gets back making good fortunes. The introduction of George clothing ranges to Asda lead to secured services from the leading designer and made M&S a success. David Bekham endorsed a range of children’s clothing and a number of stores were sold and leased back to raise cash. Also, a new format for furniture and furnishings, and packaging designed by Victor Radice recruited from Selfridges was trailed (“Marks and Spencer’s Plan for Sustainable Success - Packaging Gateway,” n.d.). More and more products were sourced oversees and staffing levels were tighter than the past. Below are the major factors which lead to the recovery of M&S;

In the past M&S had over relied on consultants and there was then to be more emphasis on in-house solutions

The senior management was to be strengthened although some were leaving and more management were to be devolved to the store management team.

Service quality were to be pushed through stronger human resource policies for staff in the store

The company was to become more demand lead and less-supply driven than it had traditionally been.

The firm recognized new advertising models were featured like Twiggy and Myleene Klass

The company targeted the energy efficient and organic foods.

There was to be three distinct prices and bands of clothing were, (good, better and best) to give a different market position and appeal.

Finally, M&S will sustain its recovery in future since it has come up with some good management strategies which efficiently and effectively implemented the company won’t face declines in future.

English premier league portfolio

English premier league according to Porter’s business strategy can be an analyzed in the following scenarios; analyzing its external environments, assessing its internal capabilities and how well it can respond to external forces, assisting in defining its strategy and aiding in the implementation of its strategy.

Porter’s model considers five forces that determine the attractiveness of English premier league market by analyzing the competitive intensity. Attractiveness in terms of overall which is assessed by looking at the potential opportunities and risks. The competitive rivalry explains a lot about English premier league considering the competition towards winning the league, signing of good and talented players. The knowledge on the competitive rivalry is essential when developing the business strategy and cannot be achieved by simply using two indices, e.g. size of organization and market shares or sales revenue and market value e.g. huge transfer fees, selling of match tickets and television deals.

Secondly, the threat of new entrant into the premier league e.g. team owners can be a challenge to other competitors in the league. New owners might be willing to invest heavily with large amount of cash hence making it hard for existing club owners to compete in acquiring the best player to win the league (“Why on earth buy a football club? - BBC News,” n.d.). Chelsea, Manchester united and Manchester city are owned by very rich guys who are ready to invest on their team to maintain their good performance. It’s also very difficult for new rivals to enter premier league and be a major competitor since the brand loyalty are very high and a lot is required for a club to achieve greater heights in the league.

Thirdly, threats of substitutes for example in Europe there are different football league like laliga in Spain, Bundesliga in Germany, French league one in France and serie A in Italy, where investors may gain interest rather than the English premier league. The threat of substitution affects the competitive environment of the clubs in the premier league and influences their ability to achieve profitability.

Also, the bargaining power of suppliers, here all clubs needs facilities, for example, training facilities, new stadiums which are linked with hotel and leisure complexes are essential but cost is very high. Companies offering the above services are considered as suppliers who has a lot of impact in the club’s success since they increase the bargaining power and can impose costs or penalties on the clubs if they decide to change to another supplier.

Lastly, the bargaining power of customer where in the premier league fun are the customers. In a situation where funs have a strong position they can bring considerable pressure to the club and demand improved services while attending matches and low ticket prices and dictate on which player to sign or even to sack the team manager. The extent to which fans can influence the premier league depends on their level of concentration or how well organized they are. In conclusion, English premier league is an attractive business to be in due to the following reasons;

Significant television money, gate receipts, and other commercial revenues.

Player trades

English clubs are in high demand from foreign investors with 11 out of the 20 premier league teams currently owned by foreigners.

Buying a football club in the premier league gives someone celebrity, notoriety and access to important people.

Sponsorship deals boosts the club investment and reducing costs of funding team resources

Porter’s Five Forces model has some limitations while analyzing the English premier league. This model was developed in an environment that was quite different to the one the English premier league is operating today. The model finds it difficult to define the industry, doesn’t consider the non-market forces which in the case of English premier league are influential. In this football industry it involves huge investment and hence the model is not applicable here since it’s suited for analysis of simple market structures.

Currently, in English premier league the pace of change is more rapid compared to when the model was developed and by then the market structures were seen as relatively static and the model only gives a snapshot of the premier league environment. This is hardly the case in the English premier league dynamic market where there is technological breakthroughs and dynamic market entrants. It is only based on the idea of competition.it assumes that companies try to achieve competitive advantages over other players in the market.

References

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Boundless. (2017). Sustainable Competitive Advantage. [online] Available at: https://www. boundless.com/marketing/textbooks/boundless-marketing-textbook/marketing-strategies-and-planning-2/the-strategic-planning-process-24/sustainable-competitive-advantage-136-4087/ [Accessed 30 Jun. 2017].

Prahalad, C. K., Hamel, G., & Harvard University. (2001). The core competence of the corporation. Boston, MA: Harvard Business Review.

Barney, J. B., & Clark, D. N. (2007). Resource-based theory: Creating and sustaining competitive advantage.

Firm Resources and Sustained Competitive Advantage. (n.d.). Retrieved from https:// www.slideshare. net/ yiyidhe/firm-resources-and-sustained-competitive-advantage

What is the difference between Aldi and Lidl? - Quora. (n.d.). Retrieved from https://www.quora.com/What-is-the-difference-between-Aldi-and-Lidl

The Man Behind the Vacuum Cleaner. (n.d.). Retrieved from https://www.asme.org/career-education/articles/entrepreneurship/the-man-behind-the-vacuum-cleaner

Profiles in Doing Both: How Dyson Blew Away the Vacuum Market | HuffPost. (n.d.). Retrieved from http://www.huffingtonpost.com/inder-sidhu/profiles-in-doing-both-ho_b_613827.html

Förster, A., & Kreuz, P. (2009). Different thinking: Creative strategies for developing the innovative business. London: Kogan Page.

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M&S - wholly embracing staff in plan to become the world’s most sustainable retailer | Guardian Sustainable Business | The Guardian. (n.d.). Retrieved from https://www. theguardian.com/ sustainable-business/staff-plan-worlds-sustainable-retailer

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Appendices

Online retailing in Dyson

The strategic location and placement of the company’s assets also matters a lot. Dyson have placed their facilities close to the suppliers which has helped in reducing costs. By doing this, the value chain of the company is improved and competition enhanced. Practically, the capability of any firm lies on its knowledge of the surrounding environment.