Business School Lausanne Executive MBA Group C Frank, Marion, Kamel and Marco


Company background and overview, revenue, earnings, share price history (Marion)Edit

Logitech International S.A. is a world leader in peripherals for personal computers and other digital platforms, developing and marketing innovative products in PC navigation, Internet communications, digital music, home-entertainment control, interactive gaming and wireless devices.

Personal computing products: mice, trackballs, keyboards, video security, gaming controllers, multimedia speakers, headsets, webcams and 3D control devices. Also,PC-based video security solution for a home or small business

Digital music devices: speakers and headphones, wireless music solutions for the home, advanced remote controls for home entertainment systems

Gaming consoles: controllers and other accessories.

The Company generates revenues from sales of its products to a worldwide network of retail distributors and resellers and to original equipment manufacturers (“OEMs”). The Company’s sales to its retail channels comprise the large majority of its revenues. Logitech's retail business accounts for 89 percent of its revenue.

Analysis and assessment of the mission and vision of the case company (Marion)Edit

Vision statement = what do we want to become?
Mission statement = What is our business, our ‘reason for being’?

External analysis (Frank)Edit

A. The macroenvironment
B. Generic environments
C. Industry attractiveness
D. Market assessment
E. Industry structure
F. The competitive environment
G. Scenario building
H. External Factor Evaluation (EFE) matrix

Internal analysis (Kamel)Edit

A. Financial and functional performance evaluation
B. Resource analysis
C. Competencies
D. Strategic cost analysis
E. Strategic issues
F. Internal Factor Evaluation (IFE) matrix

Competitive comparison (Marco)Edit

A. Critical success factors - value curve
B. Competitive advantages
C. Competitive profile matrix (CPM)

The matching phase (Marco)Edit

A. TOWS matrix
B. The Internal-External (IE) matrix
C. GE portfolio analysis (at business or product group level)
D. SPACE matrix


7. Growth options and strategic directions resulting from the matching phase

A. Intensive growth (market penetration, market development, product development)
B. Diversification growth
C. Integrative growth
D. Restructuring, divestment, liquidation

8. Competitive strategies A. Cost leadership B. Differentiation C. Focus

9. Strategy formulation and evaluation phase A. Corporate objectives and growth targets B. Corporate strategies i. Portfolio decisions – strategic priorities ii. Strategic segmentation and positioning of each business iii. Strategic fit across businesses C. Individual business strategies (for at least two businesses) i. Superior value creation a. Sustainable competitive advantage b. The value proposition ii. Strategic themes, initiatives and objectives a. Short/medium/long term b. Strategic map (financial; customer; efficiency; competencies) iii. Configuration of value chain activities a. Resource allocation b. Functional strategies iv. Cooperation, alliances and competitive posture D. Evaluation of specific individual business strategies i. Acceptability, Competitive advantage, Consistency, Consonance/validity, Feasibility, Vulnerability/risks, Suitability, Time frame, Workability ii. Criteria for successful business strategies E. Comparison and selection of most attractive strategies i. Quantitative Strategic Planning Matrix (QSPM)

10.Implementation and execution i. Organizational structure and alignment ii. Action plan iii. Performance evaluation and control

11.Conclusions and recommendations

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