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DQ1 The “The Five Generic Competitive Strategies” are as follows: Low-Cost Provi

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DQ1
The “The Five Generic Competitive Strategies” are as follows: Low-Cost Provider Strategy; Broad Differentiation Strategy; Focused Low-Cost Strategy; Focused Differentiation Strategy; and, Best-Cost Provider Strategy. In this discussion, you need to investigate any onegeneric competitive strategy from the perspective of organizations in the same sector. More than one organization may be involved, but the information you use needs to deal essentially with the same area of generic competitive strategy in the same sector of organizations. Here is a great opportunity to investigate one or two of the businesses that you utilize in your personal life, but who represent one of the five competitive strategies. Suggestion: a SWOT analysis could be helpful, as based on the articles you select, depending on the depth of information available (SWOT: Strengths, Weaknesses, Opportunities, Threats).
DQ2
Please select ONE of the questions below to answer:
What guidelines should be followed to make sure that recruitment advertising does not violate equal employment laws?
Can you think of three organizations that have used their image to recruit employees? What image did they try to project to potential applicants?
What role do job descriptions and job specifications play in an effective recruitment program?
Considering that there are millions of resumes posted on the Web, what steps should recruiters follow to screen out unqualified candidates in a fair and nondiscriminatory manner? Explain your answer.
**This week we have an optional assignment called “Manager’s Hot Seat”- feel free to complete the optional activity and discuss in the threads.
In your answers please draw from your own professional experience and provide examples from your own life, either as a leader, helper, employee, or observer. Review the reading, draw from your own ideas, examples or experience– and conduct some additional research as needed.
R1
Hello class, this week I decided to look into the focused differentiation strategy from my current companies perspective. As I’ve mentioned before, I work at Micatu Inc., where we make medium voltage optical sensors for the utilities distribution system. This technology is extremely innovative and we own the patents, so our competitors are at a disadvantage from an innovative perspective. Our solutions only apply to a specific market – utilities, data centers, renewable energy companies, etc. According to AwwareDigital, “the focused differentiation strategy aims to concentrate effort on the narrow and specific market segment. The approach highlights the necessity to deliver innovative, better, or more value products that the competition” (2022). As you can see, our solution and competitive landscape is exactly what is described by this generic competitive strategy.
Last week, I posted my initial publish of the Eastern Region SWOT analysis, so I’ve included it again below. It is quite similar but a few things have changed. Based on this competitive strategy & my company, the benefits falls along with the innovative concept and technology, while we are at a major disadvantage when having to educate engineers on the concept and its ability to drive value for their projects. Those that are willing to listen, learn, and test are the best leads to discover and “farm.” However, a lack of knowledge and the familiarity with legacy technologies is something we are dealing with on a daily basis. This can be solved through speaking events, conferences, webinars, and pumping out content that not only markets the technology, but educates as well. Pricing is a threat of ours but it can also become an advantage in due time because the technology is its own beast and creates its own unique selling point.
Thank you all for taking some time to read my discussion for the week. If you have anything to add to my SWOT based on what we’ve learned so far, please feel free to reach out. I keep trying to think of other things to add but I’ve been hitting a roadblock there!
Talk soon,
Joshua Dyring
References
Focused differentiation strategy and how to implement it? awwaredigital. (2022, June 29). Retrieved January 15, 2023, from https://awware.co/blog/focused-differentiation-strategy/
R2
Last week, I discussed Porter’s Five Forces with the airline industry as an example and will stick with that theme to discuss low-cost providers. A low-cost provider strategy in the airline industry involves offering basic, no-frills air travel at lower prices than traditional, full-service airlines. Low-cost providers typically have lower operating costs due to factors such as a single fleet type, limited route networks, and a focus on point-to-point flights rather than connecting flights. They also often charge for additional services such as baggage, seat selection, and food and drinks on board.
To implement a low-cost provider strategy, an airline may focus on cost-saving measures such as using secondary airports, flying during off-peak hours, and cutting back on amenities such as in-flight entertainment. They may also implement a dynamic pricing model, where prices change based on demand and availability. This enables them to fill seats at the last minute and generate additional revenue. Examples of airlines that have successfully implemented a low-cost provider strategy include Southwest Airlines in the United States, Ryanair in Europe, and AirAsia in Asia.
Southwest Airlines has implemented several strategies to keep its operating costs low. First, they operate with a single fleet type: the Boeing 737, which allows for cost savings in maintenance, training, and spare parts. They primarily provide point-to-point flights, rather than connecting flights, which reduces costs associated with maintaining hubs and connecting flights. Additionally, Southwest often uses secondary airports, which typically have lower landing fees and gate rentals than major airports. Southwest does not assign seats, which eliminates the need for additional staff to manage the process and reduces boarding time. They also keep fuel costs low by following a fuel hedging strategy. This allows the company to lock in fuel prices at a lower rate than the current market price. Southwest has an employee culture that focuses on cost-saving measures, with incentives for employees to identify and implement cost-saving ideas. They also have a high utilization rate with aircraft, which means that the planes are in the air for a large portion of the day and therefore generating revenue (Mudulia & Kaura, 2011). All of this combined with a low-cost business model and efficient operations, allow Southwest to have lower operating costs than its competitors and as a result, offer lower airfares to its customers.
Reference List
Muduli, A., Kaura, V. (2011). Southwest Airlines success: A case study analysis. Management Edge, 4(2), 115-118.
R3 WILL POST LATER

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