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Business Plan Development
[object Object]
Critical Success Factors ,[object Object]
Competitive Environment-  Michael Porter’s Five Forces Model
Competitive Environment-  Michael Porter’s Five Forces Model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Contd.. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Contd… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Contd… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Competitive Advantage ,[object Object],[object Object],[object Object],[object Object]
[object Object]
Generic Strategies & customer value ,[object Object],[object Object],[object Object]
Three Generic Strategies ,[object Object],[object Object],[object Object]
 
Strategic Positioning ,[object Object]
Leading firms in Selected Benchmarks: Critical Success Factors ,[object Object],[object Object],[object Object],[object Object],[object Object]
Value chain Analysis ,[object Object],[object Object]
 
Financial & Non Financial measures of Success – Critical Success Factors  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Non Financial Measures of Success ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Distinctive Aspects of two Competitive strategies Aspect Cost Leadership Differentiation Strategic target Broad cross section of the market Focused of the market Basis of competitive advantage Low cost in industry Unique product or service Product Line Limited selection Wide variety, differentiating features Production emphasis Lowest possible cost with  high quality and essential product features Innovation in differentiating products Marketing emphasis Low price Premium price and innovative, differentiating features
Social entrepreneurs ,[object Object],[object Object],[object Object],[object Object]
Women Entrepreneurs  ,[object Object]
Fabindia  - John Bissell ,[object Object]
Comparison of Prior and Contemporary Business Environment Manufacturing Prior Business Environment Contemporary Business Environment Basis of competition Economies of scale, standardization Quality, functionality, customer satisfaction Manufacturing process High volume, long production runs, significant levels of in-process and finished inventory Low volume, short production runs, focus on reducing inventory levels and other non-value added activities and costs Required Labour skills Machine-paced, low level skills Individually and team-paced, high-level skills Emphasis on quality Acceptance of a normal or usual amount of waste Goal of zero defects
Contd.. Marketing Prior Business Environment Contemporary Business Environment Products Relatively few variations, long products life cycles Large number of variations, short product life cycles Markets Largely Domestic Global
Contd Management Organizations Prior Business Environment Contemporary Business Environment Focus Financial measures of performance Non Financial Measures such as quality, customer service, time to delivery Management organizational structure Hierarchical, command and control Network based organization forms, teamwork focus – employee has more responsibility and control, coaching rather than command and control Management focus Emphasis on the short term, short term performance measures and compensation, concern for sustaining the current stock price,  myopic focus Emphasis on the long term, focus on critical success factors, commitment to the long term success of the firm including maximising  shareholder value
Vishal Talreja – Cofounder Dream A Dream ,[object Object],[object Object]
[object Object],[object Object],[object Object]
Mitra Technology -  ,[object Object]
Entrepreneur of the Year  ,[object Object]
[object Object]

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Business plan ppt babasab patil

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  • 4. Competitive Environment- Michael Porter’s Five Forces Model
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  • 20. Distinctive Aspects of two Competitive strategies Aspect Cost Leadership Differentiation Strategic target Broad cross section of the market Focused of the market Basis of competitive advantage Low cost in industry Unique product or service Product Line Limited selection Wide variety, differentiating features Production emphasis Lowest possible cost with high quality and essential product features Innovation in differentiating products Marketing emphasis Low price Premium price and innovative, differentiating features
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  • 24. Comparison of Prior and Contemporary Business Environment Manufacturing Prior Business Environment Contemporary Business Environment Basis of competition Economies of scale, standardization Quality, functionality, customer satisfaction Manufacturing process High volume, long production runs, significant levels of in-process and finished inventory Low volume, short production runs, focus on reducing inventory levels and other non-value added activities and costs Required Labour skills Machine-paced, low level skills Individually and team-paced, high-level skills Emphasis on quality Acceptance of a normal or usual amount of waste Goal of zero defects
  • 25. Contd.. Marketing Prior Business Environment Contemporary Business Environment Products Relatively few variations, long products life cycles Large number of variations, short product life cycles Markets Largely Domestic Global
  • 26. Contd Management Organizations Prior Business Environment Contemporary Business Environment Focus Financial measures of performance Non Financial Measures such as quality, customer service, time to delivery Management organizational structure Hierarchical, command and control Network based organization forms, teamwork focus – employee has more responsibility and control, coaching rather than command and control Management focus Emphasis on the short term, short term performance measures and compensation, concern for sustaining the current stock price, myopic focus Emphasis on the long term, focus on critical success factors, commitment to the long term success of the firm including maximising shareholder value
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