Competitive Strategy Report: Starbucks, Google, and Others (HI6006)

This report provides a comprehensive analysis of competitive strategies employed by several prominent companies. It begins by examining the socio-cultural elements impacting the future of Starbucks' retail coffee and snacks industry, followed by an exploration of Google's diversification strategies. The report then delves into the rationale behind LVMH's acquisitions, the approaches Samsung Electric uses for strategic alliances, and the competitive behavior responses of ZARA to build advantages and improve market position. Finally, it analyzes the actions and leadership characteristics of CEO Alan Joyce at Qantas. The report covers a range of strategic concepts, including diversification, strategic alliances, competitive advantages, and leadership, providing insights into how these companies navigate the competitive landscape.

Competitive Strategy

Table of Content
INTRODUCTION....................................................................................................................3
1 Global and socio cultural elements in environment which are significant for future of
Starbucks retail of Starbucks retail coffee and snacks store industry ..............................3
2 Describe Googles’ level of diversification strategies......................................................4
3 What has been the rationale for LVMH acquisitions.......................................................4
4 Approaches used by Samsung Electric which can be implemented to gain and
manage successful strategic alliance................................................................................5
5 Competitive behaviour responses of ZARA to build competitive advantages and
improve market position.....................................................................................................6
6 CEO Qantas Alan Joyce actions and characteristics of effective leadership ................7
CONCLUSION.......................................................................................................................8
REFRENCES.........................................................................................................................9

INTRODUCTION
Competitive strategy plays strong role to generate wide scale business functional
growth within business domains where external as well as internal business scope need to
be analysed imperatively. Globally companies are informatively expanding towards new
advanced competitive strategies by analysing innovative business growth focus and
keeping up with customer’s preferences. Report will be analysing aspects of various
competitive strategies used by companies to diversify products and services, functional
varied growth innovatively on which sociocultural factors deliver strong outputs. The report
will be also researching varied aspects towards new imperative scale targets for keeping
up with best service benchmarks, evolve on wider surging pace goals.
1 Global and socio cultural elements in environment which are significant for future of
Starbucks retail of Starbucks retail coffee and snacks store industry
Socio cultural elements have specific focus for corporate strength evolving within
business development on which Starbucks within global industry aims to evolve on best
services, as demanded by customers. The socio cultural elements in business
environment have strong significance for bringing on varied range of competitive scenarios
where Starbucks as one of the best retail brand has to focus on Tastes and preferences is
one of the key factor where people prefer less sugary, healthy food products where
Starbucks aims to brings on best snacks and coffee products, catering to best quality
aspects. Healthy quality food products are another factor where people prefer high quality
healthy food products and snacks with healthy usage of organic food products, which bring
on competitive aspects form Starbucks and snacks store industry. Also latest health and
quality of organic ingredients preferences bring on demand for wider productive range of

products, services where there is competent scale connectivity developed on. Socio
cultural factors in today’s dynamic world play crucial role in enhancing dynamic business
operational score where Starbucks have to evolve in today’s business world for keeping up
goodwill, revenue horizons. Starbucks also has further scope to expand in new
investments pertaining towards new productive horizons for keeping up competent
development goals (Bedor and Potrac, 2021).
There is also wide demand within socio cultural domains for keeping up with best
usage of fresh ingredients, use of organic food supplies and to evolve on best goodwill.
For evolving towards innovative business expertise sociocultural factors need to be
adhered effectively among customers informatively, examines new scale goals
imperatively.
2 Describe Googles’ level of diversification strategies.
Google has been competently growing diversely with varied range of diversification
strategies effectively, which Keely developed strong brand name successfully in business
horizons. Google as one of the best innovatively evolving company aims to reach further
scale competitive performance horizons by evolving on best strategies. Diversification
strategies have stronger working fundamental scale, where following diversification
strategies have been implemented:
 Concentric diversification: This strategy refers to diversification by which google
goes into new businesses which enable development of products and services for
innovative market reach. This generates imperative market to be generated which
are related with current core products and services. This diversification strategy has
identified to be most component aspect used by Google to enable diversity in
products and services for generation specifically within competitive business world.
 Vertical diversification: This is also another growth strategy by which company
expands business in forward or backward direction for evolving towards dynamic
business horizons. Google strategies have been increasing corporate overall value
at global parameters profoundly where strategic planning generates competitive
brand image. This has been identified to stern brand loyalty through
transformational changes informatively and evolving brand growth in longer time
run. Strategic planning has also enabled company to be innovatively approaching
diversification through varied working horizons, establishing stronger corporate
goodwill and profitable working benchmarks (Hoang, Wilson-Veered, and

Lockstone-Binney, 2020).
3 What has been the rationale for LVMH acquisitions
LVMH is world’s largest luxury goods conglomerate brand known for owning brands
such as Louis Vuitton and Givenchy also acquiring jeweller Tiffany &Co. For 15.8 billion
making the luxury sector most expansive deal. The rationale for acquisitions can be
understood as one of the most prominent aspect in which new corporate strengths have
been identified for keeping up keen goodwill. LVMH completes acquisition with Tiffany,
global luxury brand for jewellery has been found to be most competitive fashion
acquisition, providing wide range of products and services on wide range. Rationale for
business acquisitions can be understood by greater expanded market share, increased
synergy and cost reduction aspects. Acquisition has been fruitful for both brands as
acquisition will bring forward new competencies to be explored with wide range of
resources, new ideas and wider culture evolving customer markets. Rationale for brand
acquisition has been found to be an optimistic business expansion about Tiffany ability to
accelerate growth innovatively and keeping resources forefront. Acquisitions will enable
wider scale growth to emerge on within latest competitive efficacy horizons, keep
competitive diversity informatively strong for larger evolving market presence.
Acquisitions have helped LVMH to fundamentally grow towards competitive scale
varied marketing goals for keeping up new range of scaled domains, expanded customers
market share (The Increasing Need for Strategic Alliances, 2020). Business strategies
have been productively exploring competent focus on new synergy horizons where
acquisitions play strong role to deliver wider customer driven market share. This can be
evaluated that LVMH business has been evolving towards new potentialities and rationally
bringing on varied surging pace among commercial revenue standards.
4 Approaches used by Samsung Electric which can be implemented to gain and manage
successful strategic alliance
Samsung Electric has been competently found to be using the best strategic
alliance approaches implemented for gaining and managing stronger competitive goodwill
within industry. Strategic alliance is cooperative agreement between agreeing sharing

resources to pursue common set of goals but remain independent aspect after formulation
of alliance. The electric appliances industry is vividly growing where Samsung has scope
to expand in untapped market scenarios innovatively and specifically raise corporate
fundamental growth.
 Precompetitive alliances: This alliance is characterized by low interaction and low
conflict where it offers benefits within corporate relationships to invest resources in
manufacturing diversified innovation. The successful strategic alliance enhances
corporate goodwill within wider working operations towards new innovative
business pace and to generate fundamental diversity, productively expanding to
reach benchmarks (Martinez-Rodriguez, Callejas-Albiñana and Callejas-Albiñana,
2020).
 Non-competitive alliances: Such alliances will enable Samsung to have high
interaction and low conflict aspects where it is formed between two brands
operating in same industry. The business operations have distinctive features of
competitiveness which does not merge on varied aspects, formatively expanding
towards new functional efficacy. Non-competitive alliances will enable brand to
functionally grow in new emerging working horizons towards competent scale
performance benchmarks.
5 Competitive behaviour responses of ZARA to build competitive advantages and improve
market position
Competitive behaviour responses of ZARA to build competitive advantage and
improved market position has been found to be most prominent within industry for larger
scale diversity. ZARA as one of the most innovative versatile brand having wide products
and services under portfolio has been expanding into varied new corporate competitive
behaviour scenarios. Competitive response is widely innovative action used directly and
indirectly for business growth against rivalries in industry. ZARA aims for evolving on best
determinants in competitive fashion industry on which best marketing domains are
explored actively.
 ZARA has evolved to the 4 Ps of marketing strategy where experience of products
for customers is targeted, exchange being new price and digital marketing for
promotion where every store provides best services. Zara works with ability to
apply just in time manufacturing to fashion production, by adopting centralized
distribution system within stores services. Ensuring consolidation of orders to

individual stores actively for keeping up with targets competitively and for improving
brand image actively (Masucci, Brusoni, . and Cennamo, 2020).
 Zara in order to evolve on competitive behaviour responses has to build on best
competitive advantages and improve wider market positioning, by being optimum in
supply chain management. By creating Omni channel business ZARA focus on
utilising advanced aspects of supply chain to deliver best customer shopping
experience. The brand inventory, products and logistics are managed in central
cloud based software where merchandise selling is focused on. Operations being
monitored in real time and cha need accordingly has been also found to be
stringently essential for corporate brand goodwill.
 Zara management has come up with four fundamental success factors: short cycle
time for creation of wide products range, small quantity per product and extensive
variety aspects. The brand aims to have huge investments on competent best
information technology scenarios, usage of communicative digital platforms and
also expand towards fundamental diversity. ZARA strategically focuses on creating
best brand value by offering customers high premium fashionable clothing
inventory. Best methodologies of inventories, higher profitability and value creation
for shareholders in short and long term market domains for competent growth
(Kraus and et.al, 2020).
 ZARA trains employees with best skills and working expertise for providing
customers best services within stores evolving to best prominent industry aspects.
Productive best range of innovation boosts market presence to be dominantly grow
with wide scale revenue standards and stronger goodwill. Brand uses agile and
flexible business models, which are based on push concept, where this has been
prominently evolving its pace informatively.
6 CEO Qantas Alan Joyce actions and characteristics of effective leadership
CEO Qantas Alan Joyce as true leader holds high power and leadership
potentialities for bringing on corporate fundamental scale growth. It can be evaluated that
leader’s ability to take best financial decision resulting in financial growth scenarios has
been found to be widely component. He has also managed to leverage profile in business
community where aviation industry broadly been evolving on varied domains for best
surging efficiency. The leader foresighted vision towards working innovation and passion
towards corporate working culture has been competitively expanding towards new

domains.
 Qantas is one of the most profitable airlines in world, under Alan Joyce leadership
where usage of best strategy functionalities has been identified to be widely strong.
He held roles in sales, marketing, IT, network planning, operations research and
revenue management and fleet planning aspects for determining varied
fundamental scale operations (Spieth, Laudien and Meissner, 2021). Qantas has
best operative scale operations for strengthening new synergies where brand
leadership has been keenly evolving with wide scale corporate efficiency.
 Alan Joyce uses transformational leadership style to bring on competent working
efficiency in all working decisions, with high tourism and motivation to bring on
potential change. The leader has been also acknowledging new innovation
competitively, by training teams at company with wide scale promising potentialities.
Qantas aims to evolve as one of the best performing brand within global operations
where Alan Joyce aims to keep on informative focus on wide range best decisions.
 With the recent global pandemic crisis Qantas is well prepared to cope up with best
sanitation facilities and profound range of operations being working at expanded
level. Joyce explained in recent scenario customer’s safety standards are widely
focused on for keeping up best brand goodwill during pandemic period. Scientific
information needs to be used for allowing, pointing new situations emerging on for
competent surging pace aspects.
 Qantas has implemented best leadership strategies in terms of dealing with growing
airline industry challenges, with new implementation in building engagements Amon
g people. Qantas employs various activities for training employees with best
services, addressing new environmental challenges on longer productive run and to
be optimistically evolving. His leadership skill has created dynamic shift towards
new evolving changing scenarios, where Qantas operative scale growth goals have
been positively growing. Recently best stringent innovations have shaped brand to
emerge as customer’s preferences evocatively, functionally inspire leading growth
imperatively (A thorough study of QANTAS Group, 2020).
CONCLUSION
The report has concluded sociocultural factors such as customer’s preferences to
be dynamically impacting working operations growth variably. Further, concentric
diversification and vertical diversification are integral diversification strategies to be widely

evolving on wider horizons. Further research has concluded transformational leadership as
best practically implemented theory among leaders to evolve on. Competitive alliances
and non-competitive alliances are some of the best strategic alliances used by companies
to pace up strengthened goodwill parameters. Also research within study competitive
behaviour responses and best leadership aspects used within dynamic expanding
corporate world.
REFRENCES
Books and Journals

Budur, T. and Poturak, M., 2021. Transformational leadership and its impact on customer
satisfaction. Measuring mediating effects of organisational citizenship
behaviours. Middle East Journal of Management. 8(1). pp.67-91.
Hoang, G., Wilson-Evered, E. and Lockstone-Binney, L., 2020. Leaders influencing
innovation. Employee Relations: The International Journal.
Kraus, S., and et.al, 2020. Business model innovation: A systematic literature
review. International Journal of Innovation and Technology Management. 17(06).
p.2050043.
Martínez-Rodriguez, I., Callejas-Albiñana, F. E. and Callejas-Albiñana, A.I., 2020.
Economic and socio-cultural drivers of necessity and opportunity
entrepreneurship depending on the business cycle phase. Journal of Business
Economics and Management. 21(2). pp.373-394.
Masucci, M., Brusoni, S. and Cennamo, C., 2020. Removing bottlenecks in business
ecosystems: The strategic role of outbound open innovation. Research Policy.
49(1). p.103823.
Spieth, P., Laudien, S. M. and Meissner, S., 2021. Business model innovation in strategic
alliances: a multi‐layer perspective. R&D Management. . 51(1). pp.24-39.
Online
A thorough study of QANTAS Group. 2020. Availabile Through :
<https://assignmenthelp4me.com/blog/organizational-structure-of-qantas.html>
The Increasing Need For Strategic Alliances. 2020. [Onlie]. Available Through :
<https://www.forbes.com/sites/katevitasek/2020/03/28/the-increasing-need-for-
strategic-alliances/?sh=44544c279417>