Introduction

Company seeks growth facing a subset of growth options: horizontal

concentration of growth, diversification and vertical integration. Horizontal
growth. There are three elements to the horizontal growth. First, the
company may decide to pursue new customers. Second, a company may
decide to pursue new products. Third, the company may decide to pursue
new geographic locations. Vertical integration. Vertical integration is the
integration along the supply chain. For example, if you begin to manufacture
retail products they sell, is to increase the level of vertical integration.
Vertical integration may be backward or forward. Did not adopt this strategy
when suppliers are weak. Diversification. There are two types of
diversification. The first type, and the diversification of relevant, is the
essence of common resources and capabilities of one. Connected with
diversification, synergy rises because the activity related can increase the
value and economies of scale can save money. Secondly, unrelated
diversification is to reduce the relative risk. It is like holding the wallet. More
uncorrelated portfolio relative to each other, the better. This concept applies
to companies as well. (Johnson, G (2005)

Growth strategy based on investing in companies and sectors that are

growing at a faster pace than their peers are. Benefits are usually in the form
of capital gains rather than dividends. Is completely absorbed as a subsidiary
or operating division of parent company. Usually occur acquisitions between
companies of different sizes and can be either friendly or hostile. Called
hostile takeovers often as acquisitions. Strategic alliance is a partnership
between two or more companies or business units to achieve the important
objectives of the strategy that is mutually beneficial. (Grundy, 2000)

When a company seeks slow growth or recession, may seek management

strategy that focuses on stability. There are three elements to this strategy:
pause. If internal resources stretched, thin already, the companies often
scale down a little bit and focus on quality control. Initiation of caution. If
there is a problem in the microenvironment, the company may seek strategy
proceeds with the tremendous growth only. Profit. If the company is a source
of income and has a solid customer base with loyalty becomes wise to
withdraw. (Johnson, G., Scholes, K. and Whittington, R. (2008)

Austerity revolve around reducing sales. Austerity is a strategy at the

corporate level, which seeks to reduce the size or diversity of the
organization's operations. Austerity also cut costs in order to become
financially stable. Austerity is a retreat or withdrawal from the provision of
some existing products or serving some markets. In the military situation,
and provides a second line of defense austerity. Austerity is often a strategy
used before or as part of a strategy shift. (Bettis, Gambardella, et al., (2012).
Subway has a unique vision and international strategy. Metro is among the
fastest-growing franchises in the world. Continuation of the subway growing
at a rapid pace and got an increase in revenue in return. At this time, the
subway stop for the development and even lost a few shops. Currently,
because of the franchise successful strategy to train tunnels, subways
Belgian back on track with plans for expansion. Subway has the ambition and
the advantage of an early international sandwich franchise it is the first
American to reach the world. Belgian market for certain, the next stages in
the internationalization found: isolate themselves individual excellence, and
create a coherent global environment and selling high quality products able
to adapt to specific markets. (Grundy, (2000)

Competitive advantage is an advantage over competitors and consumers by

providing greater value, either through lower prices or by providing features
and services that justify the high prices of the largest. Competitive
advantage defined as the strategic advantage one business entity has more
than competing entities within the industry competitive. Achieve a
competitive advantage and enhance the positions of best business within a
business environment. Happens when you gain a competitive advantage
organization or the development of a feature or set of features that allow
them to outperform their competitors. In addition, can include these qualities
access to natural resources, such as high-quality ores or inexpensive power,
or access to trained human resources and highly skilled staff.
Johnson, G (2005)

Strategic capability refers to "the ability of the business to successfully

employ competitive strategies that allow it to survive and increase their
value over time. While ability strategy does not take into account the
strategies used business, and it focuses on the organization of assets,
resources and market position, and drop how well they will be able to employ
strategies in the future. Ability strategic importance of a key element in what

remains financially viable and growing in spite of the presence of competitors

in a free market. Many groups of interested parties seeking to measure and
track strategic capability. Resources strategic capabilities are tangible
resources are physical assets of the organization, such as plants, labor and
finance. Resources intangible assets are non-physical, such as information,
reputation, and knowledge resources, resource categories such as financial
resources, physical resources, and human intellectual capital.
Balogun, J and Hope Hailey, V (1999)

Terms of the ability of strategic resources is the threshold threshold

competencies unique competencies essential resources. Resources still need
the resources necessary to meet the minimum requirements of the
customers, and thus to continue to exist for the athlete: athletic ability that
fit the event, which chosen. Threshold activities and operations
competencies necessary to meet the minimum requirements of the
customers, and thus to continue in a healthy body, medical equipment, and
training venues and equipment, as dietary supplements. The important
issues in the threshold level of capabilities threshold ability to change with
changes in CSF in exchange repetition of the complementary capabilities of
the level of resources and competencies. Unique resources that support the
competitive advantage and it is difficult for competitors to imitate or obtain
such exceptional heart and lungs, height or weight, excellent coach. In
addition, core competencies and core competencies are the skills and
abilities that published resources through the organization's activities and
processes such as to achieve a competitive advantage in other ways cannot
be imitated. The combination of dedication, perseverance and time to train
and the will to win. (Bettis, Gambardella, et al., (2012)

Subway and compete within the industry a quick-service restaurant, which

comes with a lot of competitive pressures. Largest competitor subway is the

international giant burger: McDonald's. McDonald's has been a strong force
in the market since it opened in 1940. These quick service restaurants is
difficult to compete because they have, deep-rooted, and a strong base of
loyal customers. Metro is trying not to focus too much on their competitors.
Believed in the subway and on the products themselves proud. Each
franchise seeks only to do the best we can in a certain condition. Each
franchise also to insulate themselves against external forces, but of course,
the subway does keep an eye on their competitors. Subway hopes to remain
repel competition by focusing on what they are good at and try on their
successes. Although the subway has a strong competition, they have a
strong competitive advantage because they are able to differentiate
themselves from other fast food franchises. Subway is very different from
many of the other fast food restaurants because they offer submarine
sandwiches instead of hamburgers and french fries usual.

Conclusion
The Fred Deluca and one of the most successful businessmen, and one of the
most successful businessmen in all parts of the world namely the concepts of
entrepreneurship is essential in starting a business, it would be better if we
will be able to assess the skills and strategies used by Fred DeLuca in his
company's popular and prestigious, and is based on the metro of the growth
strategy Companies.The to invest in companies and sectors that are growing
at a faster pace than their peers are. Benefits are usually in the form of
capital gains rather than dividends. Is completely absorbed as a subsidiary or

operating division of parent company. Metro sought a challenge in the project

than ever. It aims to provide better quality products than any competitor in
the market for good. The key point is that the market for entry must be still
in the phase of its growth.

References
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