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TYPE OF STRATEGY

  • INTEGRATION STRATEGIES:

 

FORWARD INTEGRATION: Forward integration strategy is implemented in order to generate recognition and gain control over those channels or agents that worked for us as distributors or promoters of our service.Likewise, to facilitate our approach to final customers but equally to the classified providers that nourish our platform, we sought to achieve those agents who are directly in the university environment we want to meet.In this case, agreements with major cities were developed in the Colombian capital, which classified to recommend our service to the entire university campus, both students, and teachers and administrative employees.

 

BACKWORD INTEGRATION: Backward integration strategy is implemented, is implemented in order to establish an appropriate control over those suppliers that nourish our classifieds platform. in order not only to generate dudaderas relations, but also in order to control the quality of classified that are uploaded to the site and thus ensure that we are selling or publishing adds there with true value, reliable and safe for our customers .As a strategy in this case, measures of direct communication will be developed with the Publishers to monitor the quality and accuracy of its publication, as well as an evaluation system profile, where they can identify their strengths and areas for improvement, from the customer perspective.

 

HORIZONTAL INTEGRATION:Horizontal integration strategy is implemented, in order to increase our presence and recognition in the market and thus striving toward achieving the long-term reach of being TOP-OF-MIND goal of our consumers.The strategy to be implemented in this case is the agreement with other non-virtual classified as newspapers or magazines, to generate more flow of information and also relationships that are not only convenient or strategic but also lucrative.

 

 

  • INTENSIVE STRATEGIES:

 

MARKET PENETRATION: Is the activity or fact of increasing the market share of an existing product, or promoting a new product, through strategies such as bundling, advertising, lower prices, or volume discounts. For our company, does not really represent us a greater benefit but yes much cost and why it was not feasible to use it the market penetration also have adverse effects. http://www.businessdictionary.com/definition/market-penetration.html#ixzz46WB11KpK

 

MARKET DEVELOPMENT: The goal of market development is to expand into untapped markets. These potential customer groups may already be served by competitors or may not be currently marketed to by anyone for the product.

U-home is a company in which the consumer and the producer looking to publish their free housing and they are responsible for making it public and striking, what we do is sort and organize them depending on the price, location and qualification given by people who have already used the place. Therefore we would give additional costs that we could avoid and make better use of our resources to offer a better quality of service.

 

PRODUCT DEVELOPMENT: U-home does not use this, since it generates more costs that are not needed, people who publish their home are who should improve increasingly place, always thinking about your customer as they who define where and place pick. Developing new products or modifying existing products so they appear new, and offering those products to current or new markets is the definition of product development strategy. There is nothing simple about the process. It requires keen attention to competitors and customer needs now and in the future. http://smallbusiness.chron.com/product-development-strategy-definition-5144.html

 

RELATED DIVERSIFICATION:  Related diversification is one of the two variants of diversification strategy. When making related diversification, companies expand their operations beyond current markets and products, but are still operating within existing capabilities or within the existing value network. Don't apply, since u-home only provides a service and is the rent places to live to students wishing to study in another city to live. http://www.businessmate.org/Article.php?ArtikelId=198

 

UNRELATED DIVERSIFICATION:  Unrelated diversification might give a company the oppurtunity of increasing the strength of the economy of different markets, and to develop competencies that can be shared between different markets and products, but for u-home costs would rise to perform a diversification because it is an online platform that aims to satisfy the consumer giving a place to live near public places and at an economical price. http://www.businessmate.org/Article.php?ArtikelId=199

 

 

  • DEFENSSIVE STRATEGIES:

 

RENTRENCHMENT: U-home is in the initial stage of the company, therefore it is not possible to reorganize and cut staff, we have a small company and the lost generariamos economics.

 

DIVESTIDURE: It is not possible to manage only one unit of the company and to be starting a platform being the only thing that we could sell would be the platform and we would be losing everything, the mean of Divestiture is the partial or full disposal of a business unit through sale, exchange, closure or bankruptcy. Divestiture may result from a management decision to no longer operate a business unit because it is not part of a core competency. 

http://www.investopedia.com/terms/d/divestiture.asp#ixzz46WGEYpK3

 

LIQUIDATION: The liquidation strategy won't be implemented, even though, in order to be prepared for all possible scenarios, we determined that as a defensive strategy, our best option is liquidation because our staff is  very small at this time, as our source of value is platform, so the best option, in the worst scenario that we face, is the sale of all assets of the company and thus not jeopardize our ability to pay employees. But as in the other defensive strategies, it is impossible for us to sell assets that do not exist and which do not have a real value.

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