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Generic Competitive Strategies
Several generic competitive strategies are adopted by different business entities across the globe depending on their products, strategic marketing approach, and geographical location. Among the most common generic competitive strategies are low-cost provider, broad differentiation, best-cost provider, market niche low cost, and differentiation based strategies.
Specifically, the BMW motor company has adopted the broad differentiation strategy that captures performance and engineering design in its numerous models. Due to technological leadership, BMW has strategically cut an excellent market niche due to its highly structured and broad differentiation strategy. This strategy aims at establishing the broadest possible mechanism for optimizing returns by dwelling on specific features that make the product unique and appealing to target clients.
Across the globe, BMW models are top performers. Lulu Company has successfully adopted the low-cost provider strategy which aims at providing the best quality at a minimal possible cost to its customers. Across America, Lulu products are cheaper than most of their competitors’ despite being of high quality. The company benefits from economies of scale since it optimizes sales through the provision of affordable high-quality products.
Hilton uses the market niche (focused) strategy which is based on differentiation depending on the market niche. For instance, the branch in Indian serves both traditional and other meals. The same trend is used to appeal to customers on other continents who are looking for quality and cultural integration in services. A focused differentiation strategy is also applied by Rolex Company. The focus of Rolex Company is on relatively wealthy clients who desire the best in the market.
Since the target group for Rolex Company is already established, the company has managed to remain profitable and has an admirable potential for growth. Besides, few rivals are interested in the upend market clients who have established loyalty to Rolex watches.
Tamweel’s Outsourcing Strategy
Tamweel Company has successfully adopted an outsourcing strategy in a bid to carry out expansion especially from the United States of America. Tamweel Company was introduced in 2004 and has grown to be the largest in Abu Dhabi real estate industry. It is a government-owned real estate firm. It is located in the Middle East. Currently, the institution has financed property worth over AED 10 billion.
It is one of the most active financiers of real estate development in the U.A.E. Tamweel Company specializes in financing investment projects following the Islamic Sheria. Among the finance models, it adopts include the Ijara. Ijara is a contractual agreement in which Tamweel purchases an asset from the owner for a defined amount as demanded by the client. The company has four branches across the United Arabs Emirate. Currently, Tamweel controls forty percent of ownership, and the other part is opened to foreign investors from its trading partners.
As part of its policy, this institution specializes in customer-based vis-à-vis in line with the Islamic Sheria provisions. Currently, the company offers five key products. These are home finance plus, home finance takeover program, BAITI-National home finance program, home refinance program, and non- residents program. These programs are run concurrently though each is independent of the other.
In an efficient control matrix, these aspects must operate simultaneously within the set guidelines that determine and create a scheme for control. Thus, outsourcing has become a necessity for ensuring that these segments run optimally. Since the company deals with many products, it was necessary to outsource support services and skills that are necessary for completing the product-market cycle from the United States of America.
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