Can you give me short summary abstract and conclusion on the below which is take

Question

Can you give me short summary abstract and conclusion on the below which is taken from chapter 13 - Global Strategies; chapter 14 - Setting Priorities for Businesses and Brands – The Exit, Milk, and Consolidate Options , in Strategic Market Management, 9th Edition, by David A. Aaker..... ONlY experts answer this pleasee

A Global Strategy

Global perspective to realize • Synergies • Economies of scale • Strategic flexibility • Opportunities to leverage insights, programs and production economies

Global Brand Associations Access Low-Cost Labor/Materials

Access National Investment Incentives

Cross- Subsidization

Access Strategically Important Markets

Dodge Trade Barriers

Obtaining Scale Economies

Standardization

• Leverage great branding and marketing • Economies of scale • Better resources are available • Easier to manage brands

Standardization Not Always Optimal • Market share positions • Government contexts • Brand images • Customer motivations & responses • Distribution channels • Local heritage • Preempted position

Goal is Not standardization but Strong brands Global brand management to create global strategies

Expanding the Global Footprint

• A strong core • Repeatable formula • Customer differentiation that travels • Industry economics

Which Countries?

• Market attractiveness • Can the firm add value? • Competition? • Critical mass be achieved?

Strategic Alliances

Motivations for Strategic Alliances – Generate scale economies – Gain access to strategic markets – Overcome trade barriers – Fill out a product line to serve market niches – Gain access to a needed technology – Use excess capacity – Gain access to low-cost manufacturing capabilities – Access a name or customer relationship – Reduce the investment required

• A global strategy considers and exploits interdependencies between operations in different countries.

• Among the motivations driving globalization are obtaining scale economies, accessing low-cost labor or materials, taking advantage of national incentives to cross-subsidize, dodging trade barriers, accessing strategic markets, enhancing firm innovation, and creating global associations.

• Companies successful at expanding their global footprint usually had a strong core market, a repeatable expansion formula, customer differentiation that travels, and an understanding of local vs. global scale.

• A brand with extensive commonalities across countries can potentially yield economies of scale, enhanced effectiveness because of better resources involved, cross-market exposure, and more effective brand management.

• The selection of a country to enter should involve an analysis of the attractiveness of the market and the ability of the firm to succeed in that market.

• A standardized brand is not always optimal. Economies of scale may not exist, the discovery of a global strategy (even assuming it exists) may) be difficult, or the context (for example, different market share positions or brand images) may make such a brand impractical.

• Global brand management needs to include a global brand communication system, a global brand planning system, a global management structure, and a system to encourage excellence in brand building. The brand group can operate under a command-and-control, service provider, consultative, or facilitator style.

• Strategic alliances (long-term collaboration leveraging the strengths of two or more organizations to achieve strategic goals) can enable an organization to overcome a lack of a key success factor, such as distribution or manufacturing expertise. A key to the long–term success of strategic alliances is that each partner contributes assets and competencies over time and obtains strategic advantages.

Evaluating Ability to Compete

• Organization • Growth • Share by Segment • Customer Loyalty • Margins

• Distribution • Technology Skills • Patents • Marketing • Flexibility

Evaluating Market Attractiveness

• Size • Growth • Customer satisfaction Levels • Competition: Quantity, Types, Effectiveness, Commitment • Price levels • Profitability • Technology • Governmental regulations • Sensitivity to economic trends

The Exit Decision

• Business position • Market attractiveness • Strategic fit – Firm’s strategic direction has changed – Firm’s resources could be better employed elsewhere • Exit barriers

Biases Inhibiting the Exit Decision

• Reluctance to give up • Confirmation bias—seek out optimistic information • Escalation of commitment

Milk Strategy

• Enough loyalty to support a business • Business is not central • Demand is stable • Price structure is stable • Milting strategy can be managed

Prune the Brand Portfolio

• Prioritize resources • Remove confusion • Remove strategic paralysis—so many options that branding new products is difficult

Brand Assessment • Brand Equity • Business Strength Strategic Fit

The Strategic Brand Consolidation Process

Prioritize the Brands • Strategic Brand • Brands with specialized roles • Cash cow role • Eliminate • On-notice

Develop the Revised Brand Portfolio Strategy

Design and Implement the Migration Strategy

The exit decision, even though it is psychologically and professionally painful, can be healthy both for the firm because it releases resources to be used elsewhere, but even for the divested business, which might thrive in a different context. • A milking or harvest strategy (generating cash flow by reducing investment and operation expenses) works when the involved business is not crucial to the firm financially or synergistically. For milking to be feasible, though, sales must decline in an orderly way. • Prioritizing and trimming the brand portfolio provides another perspective on prioritizing businesses, even clarify brand offerings, and can remove the paralysis of not being able to brand new offerings. A five-step prioritization process involves identifying the relevant brand set, assessing the brands, prioritizing brands, creating a revised brand portfolio strategy, and designing a transition strategy.

Brand Equity

• Awareness • Reputationl • Differentiation • Relevance • Loyalty

Strategic Fit

• Extendibility • Business fit

Business Prospects

• Sales • Share • Profit • Growth

Explanation / Answer

Supply chain management is one of the most essential task for any organisation. It defines the position of the company and distribution of its product from the manufacturer to the customer. Globalisation has played an important role in the supply chain management other things become more globalised the overall situation of the supply chain management has been drastically changed.

Some of the main factors which influence can supply chain management in the international level are as follows

Technological advancement

Technological advancement has played an important role in the development of the supply chain management systems. As the Global standards turn to be higher, technologies implemented into the supply chain management has also grown very strongly. Globalisation has played an important role in development of these Technologies has it provide a platform as well as need for supply chain management to improve the Technologies implemented.

Improved logistics

As a result of globalisation need of the improved logistic services has been implemented into the supply chain network. As a result of globalisation large amount of transportation vehicles as well as medium which are related to the land transport or the air transport as well as the Marine transport system has been developed widely at the effect of the globalisation.

Software development

Softwares used in the change management has been very widely. This development help supply chain management to create cross platform applications which can be used across the globe to maintain productivity as well as efficiency of the supply chain. Big developed software also increase the level of communication between the different events of the supply chain management which increases the overall productivity as well as efficiency of the supply chain.

Supply chain management using some concepts to deal with the problems as well as the whole system. Some of the concepts are as follows.

Logistic management

Logistic basic concept of supply chain management system that is responsible for fulfilling all the demand. Its main goal is to provide an effective system to deliver the goods or the service is from the manufacturer to retailer on the customer. Logistics make sure that the products are being delivered in the right time and efficiency as well as a productivity of the company is maintained. Logistic is one of the most essential and basic parts of a supply chain. By increasing the overall efficiency of the logistics we can easily increase the overall efficiency of the supply chain.

At a Global Position logistics management has been very maturely improved. better logistics management has definitely increased over all position as well as efficiency of the logistics systems which has benefited the supply chain as a global scale.

Supply management

Supply management make sure that everything which is needed for supply chain is in its place. Resource Positioning, acquisition ,identifications, access, management for resources and other related capabilities of the organisation on which everything else is potential independent are managed and done by supply management system. Supply management is responsible for organising and controlling the source of direct materials as well as finished goods or the capital equipment. This is required to maintain show off the materials in a supply chain help this is also very essential part of a supply chain management system.

Applied management systems has also been improved at a global scale. with the help of large-scale supply management, extremely large supply chains can be efficiently managed which directly increases overall profit generated by the use of the supply chain management system in the organisation.

Value chain

A value chain is untold with which competitive analysis as well as strategies are created and its main goal is to provide a value to the customers and profits for the organisation as well. Supply chain manager is the overall flow of product as well as cash in wind direction from company to the customer where value chain help in generating in demand of the product and the return cash flow from the customer. Value chain is required for the revenue generated by return flow and is its very important to be a part of the supply chain management system.

Building a value chain network has also been implemented as an important part at a global scale which definitely improve the organisation situation by analysing the competitive as well as different tissues. Does increase in overall availability of the different data as well as sources for the organisation at a global scale which creates its definite identity over the Global platform.

All in all we can see that supply chain management has been affected by the globalisation and improved over the time with the help of the different factors involved in the supply chain management it has been very widely affected.Facilitators had an important impact on the supply chain management system hence cannot be included into the needed components or concepts for the supply chain management.

P.S.- Please use sepearate threads to ask different segements of a long question.

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