UGBA 10 Lecture Notes - Lecture 11: Market Analysis, Needs Assessment, Lululemon Athletica
23 May 2018
School
Course
Professor
Business Operations II February 24
I. Corporate Strategy- How to deliver what they want as the product that aligns with the top
ojetie/fraeork? Proides a diretio ith the fir’s goal ith its ore opeteies.
• Marketing strategy
• Operations strategy
• Finance strategy
II. Corporate strategy
• Environmental scanning: knowing the marketplaces (economic trends, technological
trends, political conditions)
• Core competencies: identifying unique resources and strategies (workforces, facilities)
• Core processes: 4 points that are developed to drive core competencies (core-customer
relationship, new product development, supplier and order fulfillment)
• Global strategies: strategic alliances and expanding and locating abroad.
o Example: Corona → InBev decided that it was not smart to produce their own
beer in Mexico even if they knew how to. They ended up buying out Corona
because of brand recognition and because Corona already has a well-developed
distribution network.
III. Market analysis and corporate strategy
• Market segmentation: targeting a specific customer group.
• Needs assessment: identify customer needs and how competitors are addressing them.
• Performance gap:
o Competitive capabilities: what the firm can deliver.
o Competitive priorities: desired capabilities whether you have them or not; what
you want to deliver.
▪ Corporate strategy developed that help managers develop products and
the process needed to be competitive (ie: cost, quality, time, or
flexibility). The firm usually recognizes 1-2 priorities as important for their
corporate strategy.
▪ Example: Costco focuses on cost; Lululemon focuses on quality.
o Competitive priorities considerations
▪ Cost: low-cost operations vs. high cost (ie: Rolex)
Steps for corporations:
1. Corporate strategy: environmental scanning, core
competencies, core processes, and global strategies
2. Market analysis: market segmentation and needs
assessment
3. Competitive priorities: cost, quality, time, and flexibility
4. Competitive capabilities: current, needed, and planned
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