Strategic Management of Bang & Olufsen: A Presentation and Analysis

This presentation provides a strategic analysis of Bang & Olufsen, a public limited company founded in 1925. It explores the company's strategic management, focusing on Porter's Generic Strategies (cost focus, cost leadership, differentiation, and differentiation focus) and the Ansoff Matrix (market development, market penetration, diversification, and product development). The analysis emphasizes the importance of adapting strategies to the market, considering competition, and improving products to ensure effective operations. The presentation highlights how Bang & Olufsen can use these frameworks to make informed decisions, increase sales, enhance customer loyalty, and achieve a competitive advantage in the market. The conclusion underscores the necessity of making informed strategic choices and taking the right steps to operate effectively and efficiently in the market, reducing risks and improving overall performance. References include key strategic management literature.

STRATEGIC
MANAGEMENT

TABLE OF CONTENT
◦ INTRODUCTION
◦ PORTERS GENERIC STRATEGIES
◦ ANSOFF MATRIX
◦ CONCLUSION
◦ REFERENCES

INTRODUCTION
◦ Bang & Olufsen is a public limited company and was founded in
1925 by Peter Bang and Svend Olufsen. Bang was focused on
technological aspect and Olufsen was in charge of business for the
company so that they would be able to make a place for themselves
in the market effectively.
◦ The presentation is going to discuss the strategies and measures the
company must take to be able to operate effectively in the market.
◦ The presentation is also going to also discuss the analyses of the
market and functioning so that there is going to be higher outcomes
which are going to be present.

PORTERS GENERIC STRATEGIES
◦ In this framework there are four stages which are present which are cost focus, cost
leadership, differentiation and differentiation focus which have to be focused upon by the
company.
◦ There is good development and innovation which is being present in the market which is
going to be good for the overall performance and development of Bang & Olufsen in bazaar.
◦ Both the founders have made sure that the company is having a strong based for themselves
in the market so that they would be able to develop effective which is a very essential factor.
◦ There are a lot of risks which a business has to take but after analysing the market the
planning and performance of the company is going to be better.

CONTINUE….
◦ Bang & Olufsen can also merge two strategies together in order to
be able to make sure that the company is being able to compete
with the other businesses in the market in order to make the sales
increase and the loyalty of the customers be present in the market.
◦ Cost focus and differentiation so that the company will be able to
make sure that the functioning and decisions are going to be better.
◦ Bang & Olufsen can take advantage of the market if they use the
right strategy in the market in order to be able to operate
effectively which is a very essential factor making the business be
able to grow.

ANSOFF MATRIX
◦ Bang & Olufsen is going to use diversification so that they would be able to
operate effectively and efficiently in the market.
◦ The competition in the market is increasing therefore it is essential for the
organization to be able to operate effectively which is going to be a great factor.
◦ In Ansoff matrix there are four stages which are market development, market
penetration, diversification and product development.
◦ Bang & Olufsen is improving their products from time to time so that there is
going to be higher operations.

CONCLUSION
◦ From the above presentation it can be concluded that business in the market have to make sure that
they are taking the right measures and steps in order to be able to operate effectively.
◦ Using the right measures is going to make the planning and actions be at lesser risk and the
organization will be able to operate effectively and efficiently in the market as well.

REFERENCES
◦ Barney, J.B., 2017. Resources, capabilities, core competencies, invisible assets, and knowledge assets: Label
proliferation and theory development in the field of strategic management. The SMS Blackwell handbook of
organizational capabilities. pp.422-426.
◦ David, F. and David, F.R., 2016. Strategic management: A competitive advantage approach, concepts and cases.
Florence: Pearson–Prentice Hall.
◦ Ferreira, J., Mueller, J. and Papa, A., 2018. Strategic knowledge management: theory, practice and future
challenges. Journal of knowledge management.
◦ Koseoglu, M.A., 2016. Growth and structure of authorship and co-authorship network in the strategic
management realm: Evidence from the Strategic Management Journal. BRQ Business

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