The document discusses Synchrony Bank's key strategies, with a focus on diversifying products and markets. After Walmart ended its 20-year partnership in 2019, Synchrony shifted its strategy to focus on gaining new clients and improving its technology to offer more self-service options. As an employee and former client, the author notes Synchrony's technological capabilities lag behind competitors like Discover and Capital One. However, Synchrony is aware of this issue and is focusing on innovation. The strategic management process is effective as it incorporates customer and market feedback to implement risk-averse strategies.

1. [From 10$/Pg] 4 57 –
[From 10$/Pg] 4 57 – Q.1 write a reply for this article (Natali)The financial institution I
work for has four key strategies but the one that resonates with me is “Diversify and expand
with new products and markets”. In 2019 Walmart ended the partnership with Synchrony
after 20 years of service causing a lot of uncertainty since this was our largest client, some
employees lost their jobs. I noticed a switch in the strategy that is now more focused on
extending relationships with new clients and constantly improving the technology aspect to
offer solutions to the consumers that want to self-service through the website or an app,
this has been a big area of opportunity.In the chapter 3 we learned how the organizations
analyze the environment and competitors, as both a client and an employee is easy for me
to see that the technological capabilities of Synchrony are not the best compared to other
banks as Discover or CapitalOne, Synchrony is aware of this and now the focus is in
continuing to innovate. I find the strategic management process effective because they are
listening to the feedback of consumers and are using the results found in different studies
and analyses to put into place strategies that won’t put the company at risk
again. Veselinović, J., Mitić, M., Bačvarević, B. B., & Marković, V. Z. (2021). Strategic Planning
as the Inevitability of Modern Management. Megatrend Review, 18(4), 57–70. https://doi-
org.devry.idm.oclc.org/10.5937/MegRev2104057VQ.2 write a reply for this article
(Mare)Having spent the crux of the past two decades working within the corporate sector of
the aviation industry, I’ll discuss that field. The previous airline that was my employer
places a premium on applying an equitable “skills-first” level support of employee
development and continuous improvement. This being so, the airline implements reliable
continuous improvement (CI) approaches as a major part of their strategic management
process. For example, Six Sigma is a highly regarded training standard at the airline’s base.
Six Sigma is considered to be a disciplined, statistics-propelled, and measurable certification
program. That is, students who successfully complete levels of the program earn a
certification that confirms a demonstrated mastery of varied levels of planning expertise.
Six Sigma training levels are designed to address methods of management, planning, and
monitoring that will reduce process defects that carry the potential to burn through
corporate resources. For this reason, my former place of employment supported
participation in Six Sigma training as a pathway to professional advancement within the
organization. The airline, like many others within the commercial aviation industry, utilizes
a Lean manufacturing model, which endeavors to rid processes of production-stopping
waste. By operating a Lean manufacturing model, the airline’s technical operations

2. streamlines its pathway to efficiency and productivity. The success of this airline’s
management process is made evident by its strident overcoming of industry,
environmental, and social difficulties faced throughout its nearly 100 year existence. It’s
hierarchical culture is not without flaws. Nonetheless, its higher than average industry
ranking does afford the airline a bit of congratulatory honor.