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Dream Big Academy Charter School B Generic Strategy Case Study Help


Dream Big Academy Charter School B Generic Strategy Generic Strategy Case Study HelpIn this area we would be assessing the generic techniques that have been used by Dream Big Academy Charter School B Generic Strategy to highlight areas which can be targeted for highlighting an one-upmanship that can lead to a sustainable growth technique for Dream Big Academy Charter School B Generic Strategy.

Focus Strategy: Niche Marketing

According to Michael porter's generic strategies, services have the alternative of operating as niche gamers where they focus on a smaller sized section of the marketplace. Dream Big Academy Charter School B Generic Strategy has the option of operating as a specific niche player by making large format films and systems instead of catering to the mass market. We have actually discussed three possible options for Dream Big Academy Charter School B Generic Strategy which can be pursued in terms of niche marketing. Prior to we look at these options, a discussion concerning why Dream Big Academy Charter School B Generic Strategy requires an alternative earnings growth model is shared listed below.

We have currently talked about how Dream Big Academy Charter School B Generic Strategy has three profits sources including its theatre operations, movie distribution and system leasing. As we look at the income declarations for 2004 to 2007, we can observe disparity in regards to success and growth in profits. A fall in earnings specifically in 2006 and 2007 suggests that business requires to focus on areas of development which can assure consistency in profits growth and profitability.

As we check out each of the revenue sources for Dream Big Academy Charter School B Generic Strategy, we can see how the system-leasing organisation of Dream Big Academy Charter School B Generic Strategy has dependence on the growth of theatres and even then there is a constraint in regards to the number of theatres that can be opened.

As far as the theatre operations are worried, revenues from this source are dependent on the number of theatres that Dream Big Academy Charter School B Generic Strategy runs. In addition to that, broadening the number of theatres may lead to high capital costs for Dream Big Academy Charter School B Generic Strategy where the possibility of further overheads in the form of interest payments on loans for capital investment might cause lower net profitability.

Franchises or Alliances:

We have already gone over the financial obligation to assets, liquidity and profitability of the company in the ratio analysis done earlier to evaluate the internal financial position of Dream Big Academy Charter School B Generic Strategy which would give further clearness concerning the fact that increasing the long term liability is not a practical alternative for development. One possible option that can be assessed further is to give franchises of Dream Big Academy Charter School B Generic Strategy or to have alliances with other companies which can promote expansion with minimal capital expenditure.

Documentaries:

If we check out Dream Big Academy Charter School B Generic Strategy position in its movie circulation business, we can see how there is a higher orientation towards producing documentary movies. Focusing on documentaries in terms of expanding the film distribution company implies restricting the number of releases to a few documentaries that may not be drawing in more than the existing audience.