Identify and define the various types of strategic alternatives an

Identify and define the various types of strategic alternatives
and how the process of bundling might help or harm the
strategic motivation of the organization.
According to Abraham (2012), “A strategic alternative is one of
many routes a company might take to gain market advantage,
realize its goals, or, decide where it might go and what it might
accomplish” (Sec 6.2). There are three main types of strategic
alternatives: obvious alternatives, creative alternatives, and
unthinkable alternatives (Abraham, 2012).
Obvious strategic alternatives include marketing what the
company is currently planning (Abraham, 2012). Company’s
usually display this type of strategy through the assistance of
social media because of the large populace they can reach.
Creative strategic alternatives take different approaches to the
traditional strategies. These types of alternatives are a way of
thinking outside of the box to reach a large audience or a way of
conducting business (Abraham, 2012).
Unthinkable strategic alternatives take radical steps away from
the original vision of an organization. Although these
alternatives have a chance of having a positive outcome, it goes
against what a company stands for, making it unthinkable
(Lyles, 1994).
Bundling these alternatives could go both ways. It could harm
the strategic motivation of an organization because of the
distinct nature of each alternative. They are separated into three
main categories for a reason, and once they start to blend or
“bundle,” the primary intent of each one is now compromised.
Contrary though, if done correctly, an organization could
benefit by bundling based solely on the fact that they can reach
different audiences, expand revenue and market placement.
What is the goal of strategic bundling?
Strategic bundling aims to combine multiple strategic
alternatives and use them to benefit an organization’s goals or
visions (Abraham, 2012). By doing so, an organization is at an

advantage by utilizing factors from each alternative to assist
them in reaching an objective.
Research the technology company Lenovo. Summarize the
history of the organization. Define their current market position
and market share.
Lenovo is an international tech company that produces and sells
hardware and software (Lenovo, n.d.) Lenovo was founded in
1984 in China. A few years later, the business opened in Hong
Kong and became China’s leading PC company within eight
years (Lenovo, n.d.). In 2010, the company entered the
smartphone market and increased its portfolio. By 2013, they
were the third-ranked smartphone company (Lenovo, 2012).
Today, the company is ranked 266 on the Fortune 500 list and is
the world’s largest PC vendor (Lenovo, n.d.). Lenovo has
expanded its portfolio and now includes workstations, servers,
storage solutions, IT software, smart TVs, tablets, smartphones,
and apps (Lenovo, 2012). Additionally, Lenovo holds over 24
percent of the market share in the personal computer market
(Cameron, 2020).
Describe what type of strategic alternative helped to facilitate
their current market position.
The strategic alternative that helped facilitate Lenovo in their
current market position was the obvious alternative. They
continue to thrive in the PC and tech realm. Lenovo has
benefited from its expertise and will continue to do so utilize
this alternative.
What strategic alternative might the organization use for future
growth and improvement?
A strategic alternative that might expand future growth and
improvement for Lenovo would be the Creative approach. If
they could find a way to think outside the box and develop or
sell something that no other company is right now, they could
project to see massive revenue gains and even an increase in
market shares.

Identify and define the various types of strategic alternatives
For a company to be successful they need a strategy to achieve
its goals and a strategic alternative is a way in which a company
maintains or increases its market share by adjusting how it goes
about doing it. The strategic alternative is created to impact the
entire company in a way to counteract the actions and
retaliations of competitors (Abraham, 2012). The three types of
strategic alternatives are obvious, creative, and unthinkable.
The obvious alternative is one in which a simple deduction is
made based on the current strategy such as using social media to
reach out to consumers (Abraham, 2012). A creative alternative
is a larger change that looks at a completely different way of
looking at the current strategy (Abraham, 2012). An unthinkable
alternative is a strategy that goes against the core values of the
company, is considered radical, and would require intense
scrutiny and buy0in before being put into place (Abraham,
2012).
Will bundling might help or harm the strategic motivation of the
organization. What is the goal of strategic bundling?
The goal of strategic bundling is to address all a company’s
problems and issues by taking the different strategic
alternatives and grouping them together. Strategic bundles
include the strategies, strategic intent, core competencies,
programs, financing methods, and other parts that help clarify
how the process will proceed (Abraham, 2012). Bundling could
harm the organization by going against the grain and changing
how the company does business. It could require restricting of
the organization which can cause stress, force people to lose
jobs, and in general, people do not like change. However, if
bundles are executed effectively, they can increase the overall
success of the company by increasing its revenue, earn a
stronger place in its market, and grow which can lead to
attracting and maintaining top talent.
Summarize the history of the organization. Define their current
market position and market share. Describe what type of
strategic alternative helped to facilitate their current market

position. What strategic alternative might the organization use
for future growth and improvement?
The Lenovo brand started as The New Technology Group
Incorporated which was founded in 1984 in China (Lenovo,
n.d.). In 1988 the name was changed to Legend Hong Kong and
they became the personal computer market share leader in China
(Lenovo, n.d.). In 2003, the Lenovo brand was born when the
company expanded into the international marketplace (Lenovo,
n.d.).
Lenovo is the market leader in personal computers. In quarter
four of 2020, Lenovo had 27.1% of the total personal computer
market share compared to their closest competitor Hewlett
Packard at 19.8% (Costello & Rimol, 2021). Lenovo’s
acquisitions and shift from the Chinese market to a global
market facilitated their current position. In 2005, shortly after
going international Lenovo purchased IBM‘s Personal Computer
Division and then in 2015 purchased Motorola (Nylander,
2016). Another acquisition that pushed Lenovo to a dominating
position was its purchase of IBM’s x86 server business. This
purchase immediately increased Lenovo’s server market share
to 5% (Haranas, 2021).
For Lenovo to continue to grow and improve they could look to
they could begin making their own processors for their
computers, smartphones, tablets, servers, and other personal
electronic devices. This alternative could ultimately reduce the
costs of purchasing processors from companies like Intel and
expand them into another market.
Adam
Strategic Alternatives
Today's business environment is extremely competitive as
defined mainly by the external factors that include technology,
customers, competitors, opportunities and threats among other

factors. It imperative for a business to clearly define and
thoroughly conceive its strategic alternative to survive in such a
competitive marketplace. Strategic alternatives are crucial in
enabling businesses to gain a competitive advantage and to their
visions (Pashkus Natalia & Pashkus, 2018). Organizations often
have a variety of strategic alternatives to choose from. The
popular types of strategic alternatives include the obvious,
creative and unthinkable alternatives. Whereas the obvious and
creative alternatives involve utilizing existing strategies to
either improve or change, unthinkable alternatives a total shift
or transition from an organization’s mindset or culture to gain
competitive advantage in the market place (Abraham, 2012).
Strategic Alternative Bundling
To achieve the most from strategic alternatives is essential to
integrate all of the three different types of alternatives since
they all represent real issues that affect the organization or
business. Strategic alternative bundles play a critical role in
enhancing business success; they not only help the business to
sustain competitive advantage but also allow it to expand
thereby increasing its market share (Chiambaretto& Dumez,
2012). Also, strategic bundling helps business to clearly define
and strongly establish their market position. Therefore, strategic
bundling offers more good than harm to the organization.
Lenovo
Lenovo technology company was founded in 1984. Initially
referred to as Legend Group Limited, the company of the major
manufactures of PC in the world. Lenovo adopted the
globalization strategy to expand its market share and
subsequently increase its gains (Schmid & Polat, 2018). It has a
larger market share than other competitors like Dell. The
business insider estimates its market share at 24.3% in the first
quarter of 2021. Its market positioning is largely defined by its
brand. To achieve sustainable growth and improvement Lenovo
should consider expansion strategies that would help them to
increase sale; this can be achieved through diversification.

Add comment
Identify and define types of strategic alternatives
“A strategic alternative is one of several ways by which a firm
might compete in a marketplace, achieve its vision, or, if no
vision has been articulated, decide where it might go and what
it might achieve” (Abraham, 2012, Section 6.2). Strategic
alternatives are initiated through the whole organization.
Alternatives must be strategic throughout due to actions and
retaliation of their competitors. The organization develops the
alternatives for a greater chance of achieving their selected
goals. It addresses issues of central importance to the
organization, having uncertain outcomes, and requiring
resources to develop before any action can be taken (Lyles,
1994). Obvious, creative, and unthinkable are three types of
strategic alternatives. Obvious alternatives could be the use of
social media to market the product and company. Creative
alternatives take a path that does not already exist. It is outside
the box that eliminates assumptions that underline the current
strategy. Unthinkable alternatives are radical holistic mindset
changes within the organization. When the military finally
allows gay individuals to join was a radical change and an
example of an unthinkable alternative.
Process of strategic bundling and how it affects the motivation
of organization
A strategic bundle comprises strategies, intent, core
competencies, finances, and scope that clarify a future course of
action. Strategic intent is increasing its market share or
maintaining the #1 spot in the market. The key is the strategy,
and strategic intent must align. Next is to bundle the programs
such as product development, market expansion, acquisition,
turnaround, diversification, and differentiation. The bundle
needs to include programs that are already being incorporated
within the company. Finally, funding is required. Organizations
can derive funds through cash, debt, or getting an investor, or

issuing new stock. “Increasing market share usually requires
strategic funds, while maintaining market share needs only
baseline funds” (Abraham, 2012, Section 6.4). These bundles
are staged to become new business models for the organization.
When strategic bundling is utilized wisely, it increases the
motivation because of the boosted market share and position.
History of Lenovo
Engineers founded Lenovo out of China. Lenovo was
established in 2003 after Legend announced its expansion into
the overseas market. In 2004, Lenovo acquired IBM’s Personal
Computing Division and became an Olympic worldwide partner
in which Lenovo designed the Olympic Torch. In 2008, Lenovo
entered the worldwide consumer PC market with its ThinkPad
X300. In 2009, it was chosen as senior technology sponsor for
World Expo 2010. Lenovo introduced the first smartphone in
2010 and formed Mobile Internet Digital Home in 2011 to get
after tablets, smart TVs, and smartphones. Also, it started a
joint venture which created Japan’s largest PC company. In
2012, it acquired a cloud computing business named Soneware
while becoming the world’s #1 PC company 2012 (Lenovo, n.d.,
Section 2012).
Lenovo Current market position and share
Lenovo serves customers in 180 markets around the world. In
2019, it was named a Fortune Global 500 company in which it
made 50 billion dollars. Lenovo is now one out of every four
personal computers sold worldwide. “Lenovo is the world’s top
maker of personal computers with over 24 percent of global
sales” (Cameron, 2020, para 5). Additionally, Lenovo is third in
market share in the United States behind Dell and HP. Finally,
Lenovo continued to acquire businesses to increase its strategic
advantage.
Lenovo’s strategic alternative for current market position and
future growth
The strategic alternative that catapulted the company was the
acquisition of IBM and the marketing through Olympics and
World Expo. Next, it altered the strategic vision by entering the

digital home products. Finally, its newest adventure
collaborates with Google to develop the world’s first mobile
device with 3D motion tracking and depth-sensing (Lenovo,
n.d.). Lenovo has been able to bundle products and services
seamlessly into the organization. It combines its two technology
companies to become one innovation leader.
Running Head: Section Two of Capstone Paper
1
Section Two of Capstone Paper
3
Section Two of Capstone Paper
Joyce Crow
MGT 450: Strategic Planning for Organizations
Keith Wade
May 10, 2021
Organizational Design and Governance Structure of JBS Foods
Organizational design is a process for shaping how
organizations are run and structured (Abraham, 2012). It
involves various aspects of life involving team formations, line
of reporting, team formations, communication channels, and

decision-making procedures.
For JBS Foods Company, which is currently the most prominent
protein producer globally and various processed pork, beef,
chicken, and lamb, its organizational design encompasses
marketing, teams, communication channels, and decision-
making. The marketing teams of JBS Foods Company have
obligations for developing customer and consumer information
(JBS Foods, 2019). For every business unit of this profit
organization, the marketing efforts are led by the Chief
Marketing Officer or Director of Marketing. The Director of
Marketing reports to the vice president of Retail Sales, Pricing,
and Marketing or President of the business unit. JBS Foods
Company also uses social media channels to learn about their
brands, products, and value chain. The leadership style in JBS
Foods is analogous to that of a centralized organizatio n. The
decision-making powers are bestowed to the top management or
the head office, and communication is passed through a
hierarchical chain of commands (Abraham, 2012). In other
words, executives making the decision and then communicated
to other employees.
The governance structure of JBS Food Company is made up of a
Board of Directors, a Permanent Fiscal Council, the Global
Compliance Department, and advisory committees to the Board
of Directors who handles specific topics such as auditing,
sustainability, risk and finance management, stakeholders and
governance (JBS Foods, 2019). The highest governance body of
JBS Food Company is the Board of Directors. There were nine
members by the end of the year 2019 who serve the board. In
addition, the board of members is elected general meeting of
shareholders to serve unified two-year terms. Furthermore,
board members are responsible for determining business
policies and guidelines (JBS Foods, 2019). They also deal with
social, economic, and environmental commitments.
Challenge coupled with the rise of lab-created and plant-based
products as alternatives to meat.
There is a likely shift in customers' tastes and preferences in the

future. People will turn to vegetable-derived alternatives in the
future because meat obtained from animals will be a luxury.
Also, the amount of meat required to be utilized by the entire
world will not be enough to produced due to the increasing
population. In addition, plant-based products made by meat
process companies like JBS Food will decrease the protein gap
through more affordable products such as plant-based products
compared to animal protein.
The company has launched a plant-based product. It
found the Vegan product under one of the Brazilian brands,
Seara. It also started Ozo plant-based meats. "This was through
a wholly-owned plant-based start-up planter (Watson, 2020)".
Planterra is made of a mixture of plant-based proteins. The
plant-based brand and Ozo are made, just like the food is made
in the kitchen. Ozo burger ingredients include water, canola oil,
pea, textured pea protein, sustainable palm oil, and rice protein
fermented by shiitake mycelia, malt extra flavor
methylcellulose, ascorbic acid, salt, and yeast extract (Watson,
2020). In Brazil, the company has about 57% of the plant-based
burger. It has Moy Park subsidiary suppliers in Europe of
chicken burgers. In addition, in more than 3,000 stores in the
US, it has ten plant-based products under the Ozo brand.
Despite these strategic moves, JBS Foods needs to invest
heavily in plant-based product alternatives to bridge the protein
gap and meet the world's demands.
Investing in the production of meat alternatives is a
challenge because it means that the company will focus on the
methods it will use to process the new plant-based products and
the products it currently offers. It is also a challenge because
the company has to understand the markets of new plant-based
products. The company's target market of flexitarian consumers
for plan terra may differ from that of other products. In terms of
strategies, JBS Food Company requires new expertise to
produce the new plant-based products. This means that the
company needs to allocate more resources, hire expertise, put
up several processing plants, and purchase raw materials. Also,

the company will adopt a new marketing strategy, precisely, for
the plant-based products because there is a need to decipher
customers' preferences. According to Coyne (2021), other
companies such as Tyson Foods, Cargill, Smithfiel d Foods, and
Maple leaf foods have made their strategic moves toward
producing the said meat alternatives. JBS Food Company is at
no discretion but to pay competitive enough products in the
market to maintain loyal customers. More importantly, it has to
adopt a campaign strategy that creates awareness and persuades
customers to purchase its new products (Hitt et al.,2016).
References
Abraham, S. C. (2012). Strategic Management for
Organizations. San Diego, CA; Bridgepoint
Education, Inc.
Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2016). Strategic
management: Concepts and
Cases: Competitiveness and globalization. Cengage Learning.
JBS Foods (2019). Annual and Sustainability Report.
JBS.https://jbs.com.br/wp-
content/uploads/2020/05/ras-jbs-2019-eng-final.pdf
Watson, E. (2020, March 3). JBS enters the plant-based meat
arena via Planterra foods with OZO
brand. foodnavigator-usa.com. https://www.foodnavigator-
usa.com /Article/2020/03/03/
JBS-enters-plant-based-meat-arena-via-Planterra-Foods-with-
OZO-brand

Identify and define the various types of strategic alternatives an

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