Carried Interest Generic Strategy Case Study Help

Carried Interest Generic Strategy Generic Strategy Case Study HelpIn this area we would be examining the generic strategies that have been used by Carried Interest Generic Strategy to highlight areas which can be targeted for highlighting a competitive edge that can cause a sustainable growth technique for Carried Interest Generic Strategy.

Focus Strategy: Niche Marketing

We have gone over 3 possible alternatives for Carried Interest Generic Strategy which can be pursued in terms of specific niche marketing. Before we look at these options, a discussion relating to why Carried Interest Generic Strategy needs an alternative revenue development design is shared below.

We have actually already talked about how Carried Interest Generic Strategy has 3 profits sources including its theatre operations, film circulation and system leasing. As we take a look at the earnings declarations for 2004 to 2007, we can observe inconsistency in terms of success and growth in profits. A fall in earnings particularly in 2006 and 2007 suggests that business requires to focus on locations of development which can assure consistency in revenue development and profitability.

As we explore each of the earnings sources for Carried Interest Generic Strategy, we can see how the system-leasing service of Carried Interest Generic Strategy has reliance on the expansion of theatres and even then there is a constraint in regards to the variety of theatres that can be opened up.

As far as the theatre operations are worried, profits from this source depend on the variety of theatres that Carried Interest Generic Strategy runs. Along with that, expanding the number of theatres may lead to high capital costs for Carried Interest Generic Strategy where the possibility of further overheads in the form of interest payments on loans for capital expense may lead to lower net profitability.

Franchises or Alliances:

We can see how the company has a long term debt of $ 160,000,000 if we look at Carried Interest Generic Strategy balance sheet. We have already talked about the financial obligation to assets, liquidity and profitability of the business in the ratio analysis done earlier to examine the internal financial position of Carried Interest Generic Strategy which would provide further clarity relating to the reality that increasing the long term liability is not a feasible option for development. This brings us to the conclusion that Carried Interest Generic Strategy is presently in a position where it needs to reduce its dependability on earnings from theatre operations and needs to broaden through alternative choices which need lower capital expense and promise greater net success. One possible option that can be assessed even more is to offer franchises of Carried Interest Generic Strategy or to have alliances with other business which can promote expansion with minimal capital investment. The possibility of losing a complete hold over the quality of services being offered might prevent additional orientation in this direction.


If we explore Carried Interest Generic Strategy position in its movie circulation organisation, we can see how there is a greater orientation towards producing documentary films. Focusing on documentaries in terms of expanding the film circulation organisation implies limiting the number of releases to a few documentaries that may not be drawing in more than the current audience.