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0979be51-68d0-40e3-8868-3521d27c3e0a-160214235406.pdf

0979be51-68d0-40e3-8868-3521d27c3e0a-160214235406.pdf - 10...

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MARIST COLLEGE 3399 North Road, Poughkeepsie, NY 12601 STRATEGIC ANALYSIS OF STRATASYS’ MAKERBOT
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1 Executive Summary Makerbot is an American subsidiary of Stratasys, which is headquartered in Brooklyn, New York and specialized in the development and marketing of desktop 3D printers, materials, and services. The following strategic analysis provides an external overview of the 3D printing indust ry along with an extensive internal analysis of the individual company’s positioning within its macroenvironment. The ultimate purpose of the strategic analysis is to present Stratasys’ business case and strategic question in order to come up with a final recommendation for differentiating itself among dominant 3D printing market players. The strategic question is How can Stratasys and Makerbot differentiate itself among competitors in the 3D printing industry and grow revenue streams? The external analysis demonstrates opportunities catalyzed by the multiple applications of different 3D printers, key technology patent expirations, and further technological advancements. The industry remains attractive for 3D systems and Stratasys as these companies control over 70% of total market share in the 3D printing industry. Within the competitive environment, Stratasys currently holds a slight advantage over 3D systems due to the strong demand for Makerbot’s legacy 3D printers. The internal analysis indicates that the company utilizing a multidivisional organization structure as it operates under seven different brand names. Stratasys’ core competency is predicated on its diverse product mix, strong patent portfolio, ABSplus material, and its current presence in both consumer and industrial markets with its utilization of Fused Deposition Modeling and inkjet based Polyjet 3D printing. My recommendation for Stratasys is to consolidate its brand and introduce cross-selling networks through a subscription-based open-source platform and continued development of partnerships with multinational retailers. The strategy is meant to create brand equity and differentiate itself among key competitors in the 3D printing industry going forward.
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2 I INTRODUCTION A. General Introduction B. History of the Firm C. The Formula D. Strategic Question II EXTERNAL ANALYSIS: Identifying Opportunities and Threats A. General Environment a) Demographic b) Economic c) Global d) Natural e) Political/regulatory/legal f) Socio-cultural g) Technological h) Red Thread B. Competitive Environment a) Industry Structure b) Industry Life Cycle c) Porter 5 Forces d) Industry Attractiveness C. Competitor Environment a) Strategic Group Analysis b) Key Success Factor Analysis c) Competitor Dynamics d) Competitor Response III INTERNAL ANALYSIS A. Nature of the Firm: Culture & Leadership B. Organization Structure C. Value Chain Analysis: Finding Core Competence D. Analysis of Pertinent Financial Ratios a) Liquidity Ratios b) Efficiency Measures c) Profitability Ratios d) Market Valuation Measures e) Determining Competitive Advantage IV SWOT ANALYSIS A.
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