The document discusses 5 perspectives on strategy - defining it in terms of positioning an organization competitively, necessitating trade-offs, creating fit among activities, and exploring implicit vs sustainable competitive advantage models. It analyzes the strengths and weaknesses of viewing strategy through these different lenses to shed light on crucial aspects of determining a solid foundation for defining strategy. Overall, the case study examines how these perspectives evolve around key strategic concepts.

1. Samsung Strategy
What is / meaning of Strategy
The word Strategy is stand for "A plan to come out of difficulties". Strategy in business is a careful
plan for achieving a particular goal over a long period of time. This is also considered as skill of
making out plans to achieve a goal. Strategies are concerned with the scope of a business, what and
where they produce. Many people have defined and explained the strategy use different ways.
"The determination of the basic long term goals and objectives of an enterprise, and adoption of
courses of action and allocation of resources necessary for those goals"
(Chandler, 1962)
"Every business organization, any sub–unit of organization, and even every individual have a clearly
defined set of purposes or goals which ... Show more content on Helpwriting.net ...
Samsung set aside around US$ 126 million for its design initiatives till 2000. After that Samsung
sent 17 designers to the Art Center College of Design to broaden their ideas about design. Its
determination to excel in design inspired the government of South Korea to announce the beginning
of a "Design Era" in the country, in an effort to encourage businesses to recognize the importance of
design and use it as a competitive advantage. Design plays a significant role to add big value to the
Samsung. Earlier most electronics products were expensive and not within the reach of everyone.
Also purchase decisions were based on price, features, and quality, over time, products like TVs,
cameras & mobile became cheap price and within the reach of a people. Quality was no longer a
differentiator, and most brands offered similar products of pricing and features. Most of consumer
electronics companies were those accepted the importance of design, example Sony assume design
is the only thing that differentiates one product from the other in the marketplace because most of
products of our competitors will have same price, performance and features. Good design allowed
Samsung to command a price premium, For example, its mobile phones had the highest average unit
sale price (US$ 215) in 2002 in their category. It was believed that the company was able to achieve
the goal because its mobile phones featured a combination of technology and good design. It's trying
to connect with its customers by introducing products with appealing designs. In 2006 Q1 & Q2,
Samsung was the number one company in terms of worldwide TV sales. Samsung chairman
transform his company from Electronics Company into an innovator by using innovative
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3. Business Culture and Strategy
Student name: Course title: Business culture and strategy
SCN: Outcome No.1–5
Group: Access name：
Report for Business Cultural & Strategy of
J D Wetherspoon company
Date:
Content
I. Introduction 2
II. Discussion 2
Section 1 External Environment 2
SPELT analysis 2
SWOT analysis 4
The management use on how to conduct a SWOT analysis 5
Section 2 Organization culture 6
Business culture: shared values & taken for granted assumption 6
Four types for organization culture 7
Culture influences organization behavior 8
Another organization culture for J D Wetherspoon 9
Section 3 Business Strategy 9
Business strategy definition and types 10
Business strategy for J D Wetherspoon and ... Show more content on Helpwriting.net ...
In 2004, the pubs reduce the amount of alcohol in its cocktail pitchers and create the new product
which is beverage with alcohol. This is a better way to developing the pubs well (Quain, 2009).
2. Using a SWOT analysis to explain the relationship between JD Wetherspoon and the environment
it is facing during the early years of the 21st century.
Strength
 People are its best asset
The flexible training and the high treatment for stuff is also provide many opportunities so that they
are build a sense of loyalty (Wetherspoon, 2009).
 The better product quality
The pubs of J D Wetherspoon sell a wide range of real ale beers at relatively low price and good
quality wine. This is achieved the customer satisfaction (Wetherspoon, 2009).
Weakness

4.  Single product can not satisfied more customer
The pubs only offer the drink and beverage, but the other pubs have some list for breakfast or
dinner. Then many customers had to choice the other pubs (Wetherspoon, 2009).
 No music and no TV show
JD Wetherspoon pubs did not show World Cup football and sales suffered as a result in 2002. And
there are also no music player be offered. This situation leads to many customers choice the other
pubs (Wetherspoon, 2009).
Opportunity
 Merge the Lloyds pubs and acquire their management advantage
In 2000, it acquire the Lloyds pub chain consisting of 10 pubs so that the JD Wetherspoon acquire
many different menu from
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6. Corporate Strategy Vs Vertical Integration Strategy
As mentioned previously about corporate strategy focuses on the alternatives of entities in which the
organisation will challenge and maintain those organisations and other corporate level assets (Enz,
2010). The corporate level consists of three expansive accesses for example, the concentration,
vertical integration, and diversification, which divides into two extensive categories, related and
unrelated. Therefore, these strategies exhibit their strengths and weaknesses of the organisation. In
addition, Concentration strategy authorise an organisation to concentrate on a particular business,
however, this shows disadvantage to the firm as it relies on that one corporation for survival.
Whereas, Vertical integration is a strategy that engages the firm becoming its individual supplier
therefore, it is less profitable as it minimise strategic adaptability. ... Show more content on
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As states by Enz, 2010, related diversification indicates business engagement in activities that are
related to the basic business of the organisation, constructing on fundamental capabilities and
competencies. Similarly, related diversification focuses on resemblances among the products and
services of distinct divisions of the
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8. What Is Strategy
What's Strategy? Introduction The ability to sustain the business in the market is definitely a tough
job. That explains why behind every company there is a strategist to come up with innovative ideas
to achieve specific goals. The need for a structural organization to grow, a plan such as a unique
strategy is needed. A strategy is a unique plan, a long term plan for a structural organization to
achieve a targeted goal. It involves unique activities that enhance the organization to outshine from
the competitors and still preserve it. There are different strategies to take into consideration but the
definition of strategy that this essay will outline here focus on three questions below: 1. What forms
of value do organization wants ... Show more content on Helpwriting.net ...
However, Yellow Tail has already beaten a clear path for many winemakers to follow. "[yellow tail]
leap–froged all competitors with no promotional campaign, mass media, or consumer advertising. It
didn't simply steal sales from competitors; it grew the market" (Kim & Mauborgne, 2005,
p.31). Conclusion A win–win situation should be established when the strategy has been introduced.
In fact developing the right strategy is the first step of the 1% work; it is also the most critical 1% as
it makes the 99% of the difference. Thus a strategy stress an organization to create a value that has
the competences to develop and grow. "Companies must be flexible to response rapidly to
competitive and market changes." (Michael E. Porter, 1996, p.61)
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10. Different Processes of Strategy
Strategy can be defined as how an organization creates and captures value in a specific market. This
definition is both sufficiently precise to have substantive content yet inclusive enough to capture
what most people feel should be part of so critical a concept. The most significant element of this
definition lies in the most easily overlooked part, strategy is about how to create and capture value.
This highlights the importance of defining clearly the organization and product market that are the
focus of the strategy. Strategy can be described as having 4 P's. Strategy is a plan, it can be
described as a direction, a guide or course of action into the future, a path to get from here to there.
Strategy has a pattern, that is, consistency I behavior over time looking at past behavior. Strategy
has to form as well as be formulated. Strategy is a position, namely the locating of particular
products in particular markets. Strategy is a perspective, namely an organization's fundamental way
of doing things the company's way. Strategy is also a ploy, that us a specific maneuver intended to
outwit an opponent or competitor. The strategy making process, the content of strategies,
organizational structures and their contexts can be divided into distinct stages. In the strategy
making process each stage can be evaluated to see which processes offers the most relevant
guidance to the formulation of an appropriate strategy. The strategy making process can be divided
into the
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12. Reading Strategies
CAN THO UNIVERSITY
ENGLISH DEPARTMENT
[pic]
Research Paper:
READING STRATEGIES FOR ACADEMIC STUDENTS
Teacher: Le Thi Tuyet Mai, M.A. Student: Chu Thi Thai Hien Class: CHAV k.17 Student's Code:
161015
Cantho – December, 2010
TABLE OF CONTENT
CHAPTER I: INTRODUCTION 2 CHAPTER II: LITERATURE 4 II. 1. Definition of Strategies 4
II. 2. Distinction between Strategies and Skills 4 II. 3. Difference Strategic Readers from Poor
Readers 4 II. 4. Some Methods for Teaching Reading Strategies 6 II. 4. 1. Before Reading 6 II. 4. 2.
During Reading 6 II. 4. 3. After Reading 6 II. 5. Some Techniques for Teaching Reading Strategies 6
II. 5. 1. Some Techniques for Teaching Before–Reading ... Show more content on Helpwriting.net ...
He stated that strategies differentiate within an individual and that a person can use a variety of
strategies to achieve his or her goal. Oxford (as cited in Oxford, 2003, p.8) defined strategies as
follows: "The word "strategies" comes from the ancient Greek word strategia, which means steps or
actions taken for the purpose of winning a war. The warlike meaning of strategia, has fortunately
fallen away but the control and directedness remains in the version of the word." He believed that
whether a strategy is helpful or not depends on the specific context in which it is appropriately used.
In order to use a strategy effectively, learners have to consider three important conditions: whether
the strategy relates well to the second language task at hand, whether the strategy fits the particular
students' learning style preferences to one degree or another, or whether the students employ the
strategy and link it with other strategies well.
II. 2. Distinction between Strategies and Skills
Strategies can be defined as conscious actions that learners take to achieve desired goals or
objectives, while a skill is a strategy that has become automatic. As learners consciously learn and

13. practice specific reading strategies, the strategies move from conscious to unconscious; from
strategy to skill (Nunan, 2003). Strategic reading is defined as the ability of the reader
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15. Business Strategy
According to Michael Porter, "Almost no consensus exists about what corporate strategy is, much
less about how a company should formulate it"[1]. This is due to a combination of factors that relate
to strategy terms, concepts and principles – and their practical application.
This article is designed to provide executives with a better understanding of the nature and purpose
of strategy and draws on Jack Welch 's record at GE, as well as examples from other companies, to
show how these strategy–related terms, concepts, and principles apply in practice.
The terms, concepts and principles of strategy
From my work as a strategy consultant, executive, and professor of strategy in graduate and
executive programs, I have found that ... Show more content on Helpwriting.net ...
Matériel includes capital, physical plant, raw materials, and parts, and less tangible components
such as distribution networks, technology, human resources, market data, market reputation, and the
ability to borrow. Methods includes a range of management, manufacturing, and marketing
functions and processes, such as motivational, negotiating, and alliance skills, and other intangible
resources that are covered by the terms "benchmarking," "best practices," "outsourcing," "ISO
9000," "total quality management," "core competencies," and "competitive capabilities." A company
's resources make the formulation of corporate and unit strategies possible and give effect to strategy
implementation. Resources are the sine qua non of strategy: without resources, strategy can achieve
nothing.
Because resources are a means for implementing strategy, they can be confused with tactics. Both
resources and tactics are related to how strategy is achieved, but tactics (from the Greek taktikos, of
order or arranging) refers to the detail of strategic designs and to the detailed actions that are needed
to effect strategy implementation. Tactics are the detail–how of strategy, whereas resources are
strategy 's with–what.
The resources element of the PSR Troika provides the with–what for implementing strategy and,
therefore, for achieving policy. It is strategy, however, that drives decisions relating to the
acquisition, development, and deployment of a company 's resources; and it
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17. Growing Store Strategy Is A Winning Strategy
Growing store strategy is a partial winning strategy. This is because, opening new stores every year
within U. S is met with a great success for growth, but opening 124 stores at once in a Canadian
market not built with Target 's well–known layout was a complete failure. Also, the remodeling and
the new layout to carry extended grocery and other assortments are a great success.
We are on the internet and mobile era, speed, reliability, and mobility plays a crucial part in meeting
customer expectations. Obviously, technology plays a big part in the way we live and work. The
Target corporate strategy of focusing the use of technology and a seamless mobile, online and
offline shopping experience is the future of the digital world.
Target Technology is providing its customers a shopping experience that is simple, accessible
anytime and anywhere is a winning strategy and puts Target Corporation at par, if not ahead of its
competitors (Bullseye View, 2015). With many physical stores present with Wi–Fi, browse and store
pick, these conveniences to the customer puts Target on par with Amazon and other retails for online
shoppers.
The customer loyalty and sales increased to 20% in 2013, with the propriety RED card which
provides an additional discount. With the data breach that compromised millions of credit cards in
2013 becoming a major nightmare for Target and the credit card sales became significantly weak.
The credit card strategy was winning, but poorly executed.
Target
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19. Strategic Management Theories : Designed Strategy And...
This essay is aim looking in–depth at two strategic management theories: intended strategy and
emergent strategy. The suitability of the emergent and intended approaches to strategic management
and measure the appropriateness of each theory using various academic models in order to consider
which approach is suitable for my chosen organization Tesco plc.
The definition of strategy has been given by many theorists. The most approve one for personal is
stated by Johnson, Scholes and Whittington: "Strategy is the direction and scope of an organisation
over the long term, which achieves advantage in a changing environment through its configuration
of resources and competences with the aim of fulfilling stakeholder expectations." (Johnson, ...
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Porter (1980) built a model Porters five forces: threat of new entrants, threat of substitute products
or services, bargaining power of customers, bargaining power of suppliers and intensity of
competitive rivalry. Establish a profitable and sustainable position is these forces target, and to
against the industry competition, hence organization can position by people in the organization and
to find there different with other competitors, the biggest achieve is to gain competitive advantage
from strategic. Link with intended approach, planned is the biggest part for this, Porter's five forces
support organization a good model to help manager check their position and find the unique point to
gain the competitive advantage. This process need consider different parts and combine the
advantage to make sure which is organization should do, which mistakes are organization should
avoid. Porter (1985) firstly believes competition is the main part of decided success or failure
organization, for other point, it is also suggest organization not only should choosing what to do also
need determined what they not to do. For short conclude, intended approach is organization to
planned what they should do to gain the competition, and higher
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21. Strategy: A Case Study: What Is Strategy?
"What is Strategy?" An insight... The case study primarily discusses five main perspectives with
regard to strategy. They, in essence, shed focus on aspects that are crucial to the determination of a
solid platform for strategy definition. The different strategies discussed mainly evolve around the
mentioned concepts. 1 – Strategy in terms of the positioning of an organization within a competitive
market. 2– Strategy in terms of necessitating trade–offs in a competing environment. 3– Strategy as
a means of creating fit among a company's activities. 4– Alternative views of strategy – The implicit
strategy model and the sustainable competitive advantage strategic model. These different
perspectives explore in detail the various strengths and weaknesses along with the pros and cons of
their utilization, as shown in this report. Strategy in terms of positioning in the competitive market
For more than 2 decades, managers of organizations have sought to find means of achieving
competitive advantage over its rival competitors through various approaches. But these efforts have
had a catastrophic effect on the organization as the managers have lost themselves in a quest to
simply outsmart its rivals through mere sustainable operational effectiveness. The paradox of
operational effectiveness leading the ... Show more content on Helpwriting.net ...
Performing activities of an organization better than the competitors is simply not going to lead an
organization to strategic advantage. However, by adopting practices that allow an organization to
utilize its resources to produce outputs faster, combined with an advantageous position within the
market from where the organization can exploit these gains, would provide with the desired strategic
advantage. In essence, strategic positioning refers to performing different activities than rivals', or
performing the same activities in different
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23. Business Strategy Of Nandos
Section 1: Strategy and Sustainability: The Expression of Organizational Values and Vision
Introduction For this Business Strategy Report, I have selected a restaurant chain named Nando's. It
was established in 1987 by two friends, Fernando Duarte and Robert Brozin (Nando's.com, 2017).
Although being a South African brand it has Portuguese influence and the restaurant chain depicts
these designs. Nando's specialty is flame–grilled chicken spiced with their unique selection of
marinade sauces and spices ranging from mild to extra hot and for those individuals not into the hot
stuff, there's a lemon and herb option. It also has other selected food options to choose from in their
attractive menu. Its niche market is working middle class male and female customers who enjoy
spicy food and casual dining. It also caters for kids and families. Analysis of Nando's For a business
to be successful and have a competitive advantage, it is important to evaluate the company's
resources and capabilities (Pitt & Koufopoulos, 2012). Resources in a company are the productive
assets owned (tangible or intangible) whereas capabilities are what the company can do with this
(Grant, 2010). "Establishing competitive ... Show more content on Helpwriting.net ...
Nandos Vision is "to take the world's best tasting chicken to the world" (cite here....) Authenticated
by its current presence in 30 countries and about a 1000 outlets globally (Nando's.com, 2017).
Supporting its mission and vision is its core values which are "passion, pride, integrity, courage and
family" (Omarjee,
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25. Collective Strategy Development
Matching Collective and Competitive Strategies Author(s): Rudi K. F. Bresser Source: Strategic
Management Journal, Vol. 9, No. 4 (Jul. – Aug., 1988), pp. 375–385 Published by: John Wiley &
Sons Stable URL: http://www.jstor.org/stable/2486272 Accessed: 03/05/2010 19:55 Your use of the
JSTOR archive indicates your acceptance of JSTOR 's Terms and Conditions of Use, available at
http://www.jstor.org/page/info/about/policies/terms.jsp. JSTOR 's Terms and Conditions of Use
provides, in part, that unless you have obtained prior permission, you may not download an entire
issue of a journal or multiple copies of articles, and you may use content in the JSTOR archive only
for your personal, non–commercial use. Please contact the publisher ... Show more content on
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Business firms can use both competitive and collective strategies to manage their interdependencies.
The literature distinguishes three major dimensions of competitive strategies: price, promotional,
and product competition strategies (Khandwalla, 1981). Competitive strategies manage
interdependence successfully if they result in advantageous competitive positions, thus forestalling
interdependence and reducing decisionmaking uncertainty (Pennings, 1981). For Received 20
October 1986 Revised 21 July 1987 ? 0143–2095/88/040375–11$05.50 1988 by John Wiley & Sons,
Ltd. 376 R. K. F. Bresser Table 1. Coordination mechanisms for collective strategies Coordination
mechanism Regulative legislation Contracting Mergers Joint ventures Interlocking directorates
Trade associations Collusion and industry leadership Degree of formalization High High High High
Moderate Moderate Low instance, product differentiation can create a protected domain for a focal
organization with boundaries hard to penetrate by other competitors. However, in complex business
environments interdependencies often are obscured from focal organizations so that individually
coping with the dynamics of these environments becomes problematic (Emery and Trist, 1965). In
these situations, collective strategies can supplement competitive strategies as a means of coping
with the variation of interdependent environments (Astley and Fombrun, 1983a). CONCEPTIONS
STRATEGY OF COLLECTIVE CONFLICTS
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27. Staples Evaluation Strategy
Current Strategy Evaluation When Staples first started their typical consumers came from the Baby
Boomers. This generation was in focus because they value in store shopping. With the evolution of
technology, the Baby Boomers impact on the industry is steadily decreasing. One of the main
problems the company is facing is their consumer's desire for convenience. Millennials and
generation Z are becoming more influential in the industry because they place a high value on the
convenience of technology and online shopping. The problem is that consumers don't find Staples
online shopping platform as convenient as some of the other options out there. The lack of an
efficient online platform is evident considering the company's online sales have decreased ... Show
more content on Helpwriting.net ...
As mentioned in the current strategies of staples, the company has attempted to re–brand in order to
meet customers growing needs. Staples successfully adjusted their advertising campaign but, most
of their advertising and brand promotion is still in store. Without pushing their new slogan and logo
externally, the company is relying on consumers to notice the company's promotions themselves. It
is challenging to reach consumers without pushing the promotions, and the company's financials
prove that it isn't working. In conclusion, Staples has begun to take corrective action in re–branding.
However, they receive a "no" due to their poor attempt to promote
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29. Strategy Implementation Organization Strategy Evaluation
 Strategy Evaluation: Introduction Participants in strategic evaluation Analysis of External
Environment Organization Setting objective (Long & Short Term) Strategy Formulation Strategy
Implementation Organization Strategy Evaluation Strategy Evaluation: Strategy Evaluation can be
defined as a process of determining the effectiveness of a given strategy. Therefore, the purpose of
strategy evaluation is to evaluate the effectiveness of a strategy that the organization to achieve
predetermined goal. Why is strategy evaluation?  Strategy evaluation is the key function /task of a
manager. Thus the importance of strategic evaluation depends on its abilities to coordinate task
performed by individual manager, also group, ... Show more content on Helpwriting.net ...
6. Directed toward right person: The strategic evaluation should be directed toward the right person
(such as stockholders, board of directors). 7. Elaborate and detailed: Strategic evaluation must be
elaborated and detailed.  Components of strategic evaluation/ Process of strategic evaluation: 1.
Reviewing underlying bases of strategy 2. Measuring organizational performance 3. Taking
corrective actions 1. A review of the bases of strategy enables the manager to identify the real reason
for unsatisfactory results. A review coves the following issues :a) How competitors have reacted to
the firm's strategies. b) How competitors have changed their strategic in response of company's
strategies. c) Whether strengths and weakens are charged or have charged by the competitors in
respect to your strategies on firm's strategies. d) Where new opportunities have emerged and where
new threats have surfaced. 2. Measuring organizational performance: The 2nd component of
strategic evaluation is measuring organizational performance you must consider actual performance
and target performance while considering the organizational performance. Example: Suppose a
medical representatives target sales is $10,000 per month. When you are going to measure the
performance of the representative, consider his/her actual performance if actual performance $8000,
then poor performance. If actual performance is $10,000, then it is a good
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31. Costco Strategy
Company: Costco Costco was founded in 1983 by Jim Sinegal and Jeff Brotman who were previous
colleagues in California within other membership warehouse stores. "The company's business model
was to generate high sales volumes and rapid inventory turnover by offering members low prices on
a limited selection of nationally branded and select private–label products in a wide range of
merchandise categories" (Thompson, p. C–35). This analysis will review the "cornerstones of
Costco's strategy; low prices, a limited product line, limited selection and a 'treasure hunt' shopping
environment" (p. C–35). Furthermore, it will identify if Sinegal's strategic approach identifies with
Thompson's five competitive strategies and Porter's five ... Show more content on Helpwriting.net ...
The forces characterize an industry by considering the threat of new entrants, power of buyers and
suppliers, threat of substitutes and the impact among rival competitors. The threat of substitutes is
the strongest for Costco. This threat comes from specialty discount stores, broad product discounters
and hypermarkets followed by online sellers as an alternative threat. Both act to increase the power
of existing buyers, particularly for shoppers who are satisfying needs versus wants. Costco's overall
generic strategy of being a best–cost provider has been effective and sustainable in the retail
industry today. Costco's strategic vision for being a low price, high volume retailer is well known all
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33. Health Care Strategies
The meaning of strategy is obscured by its wide variety of definitions. It is often easier to see it in
action than it is to define. In the early 1980s, three different health systems embraced equally
different strategies.
In a small conference room at St. Luke's Hospital in Milwaukee, Wis, a strategy emerged that would
fuel St. Luke's transformation into Aurora Health Care and plant its signature teal–colored rooftops
all over eastern Wisconsin. St. Luke's had carved out the strongest preference levels of any hospital
in the state, largely on the reputation of its heart program. When health plans began to push hospitals
in southeastern Wisconsin for significant discounts, St. Luke's CEO, Mark Ambrosius, pushed back.
He knew no health plan
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35. Business Strategy
Business Strategy Questions Question: 01 What else must a company have besides an advantage in
order to succeed in the long term? a. Sustainability b. Solid management c. Open communication d.
Loyal shareholders Question: 02 What is the simplest way to make sure that a plan is launched and
completed by all parties involved? a. Threaten the project leaders with layoffs if they do not
perform. b. Give excessive compensation to the leaders. c. Allow people to run the planning process
whichever way they want regardless of its effectiveness. d. Create a simple project plan with
specific deliverables. Question: 03 How does a firm prioritize which threats to ... Show more
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Combinations of opportunities and threats from the SWOT analysis become priorities d. SWOT is
not used in setting priorities Question: 13 Why is it important to reflect on past successes? a. The
past can be copied and repeated. b. The company can apply the same strategy to past failures to turn
them around. c. The company can see what it achieved and how. d. Past trends always indicate
future performance. Question: 14 What significance does a "debt to equity ratio" have to a business
owner in evaluating how the company has performed? a. It allows them to determine the
profitability of the company b. It allows them to determine how leveraged the company is c. It
allows them to determine how effectively cash was managed d. It allows them to compare profits
against other industry leaders Question: 15 What is the correct order for creating a strategic plan? a.
List current problems, create solutions for the problems, make financial analysis b. Articulate your
mission statement, review your current position, agree on priorities, organize a plan c. Create a
project map, have a company–wide meeting, finalize the plan d. Forecast the estimated cost to
implement a plan, elect project managers, hold company meetings Question: 16 How should firms
plan for
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37. Strategy Safari Essay
Analyzing strategy process in the organization we need to use schools of thought in Strategy Safari.
We will choose three schools for identifying the way of strategy. Strategic Safari is well – known
concept in the strategic world which is a way to try and understand organisation strategy in many
ways, but all views are a part of strategy picture. In this analyze we will try explain prescriptive
approach which tries to identify a direction of action by looking at the current situation and the
environment. Chosen schools are following:
Design. When strategy is formulating company must take into consideration internal situation of an
organization to its external environment. Every strategy during developing have to be based to
SWOT analysis where ... Show more content on Helpwriting.net ...
This school emphasizes the importance strategies which applied by organization in the market
industry in which it operates. To prevent market position in the Facilities Maintenance ROG needs
to use combination of defensive and offensive moves. To get profitable position in the market
organization has to analysis competitive product and services weak points and develop its own
product. To achieve this success it will be beneficial inviting strategic groups and define alternative
direction strategy for development future success. Nowadays ROG's position in the market quite
good, because this result comes from long years stabile product and service price with same quality.
It is quantitatively oriented and functions systematically in analyzing its future advantage as
compared against all other existing and future competitors in the market. Unlike the Design School
and Planning School, Positioning has a narrow focus since it only seeks suitable strategies to make
favourable customer preferences. It neglects social elements like politics, power, and culture
because its strategic management is analytical science. Positioning School stresses out that a
company occupying a unique position is likely has a higher profit compare to its
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39. Hidden Flaws in Strategy
Hidden flaws in strategy Charles Roxburgh The McKinsey Quarterly, 2003 Number 2 After nearly
40 years, the theory of business strategy is well developed and widely disseminated. Pioneering
work by academics such as Michael E. Porter and Henry Mintzberg has established a rich literature
on good strategy. Most senior executives have been trained in its principles, and large corporations
have their own skilled strategy departments. Yet the business world remains littered with examples
of bad strategies. Why? What makes chief executives back them when so much know–how is
available? Flawed analysis, excessive ambition, greed, and other corporate vices are possible causes,
but this article doesn't attempt to explore all of them. Rather, it looks ... Show more content on
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Participants are asked to offer not a precise figure but rather a range in which they feel 90 percent
confidence—for example, the Nile is between 2,000 and 10,000 miles long. Time and again,
participants walk into the same trap: rather than playing safe with a wide range, they give a narrow
one and miss the right answer. (I scored 0 out of 15 on such a test, which was one of the triggers of
my interest in this field!) Most of us are unwilling and, in fact, unable to reveal our ignorance by
specifying a very wide range. Unlike John Maynard Keynes, most of us prefer being precisely
wrong rather than vaguely right. We also tend to be overconfident of our own abilities.5 This is a
particular problem for strategies based on assessments of core capabilities. Almost all financial
institutions, for instance, believe their brands to be of "above–average" value. Related to
overconfidence is the problem of overoptimism. Other than professional pessimists such as financial
regulators, we all tend to be optimistic, and our forecasts tend toward the rosier end of the spectrum.
The twin problems of overconfidence and overoptimism can have dangerous consequences when it
comes to developing strategies, as most of them are based on estimates of what may happen—too
often on unrealistically precise and overoptimistic estimates of uncertainties. One leading
investment bank sensibly tested its strategy against a pessimistic scenario—the market conditions of
1994, when a downturn lasted
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41. Organizational Strategies for Growth
Running head: FINAL PROJECT : ORGANIZATIONAL STRATEGIES FOR GROWTH
Final Project: Organizational Strategies for Growth
Tamara Mobley
OM8102
Dr. Langford
Capella University
June 18, 2010
Abstract Today, many organizations struggle with implementing realistic strategies for growth. More
than ever leaders are faced with developing and implementing strategic plans that promote
organizational effectiveness while addressing potential threats. Through research I have discovered
that there are several approaches or perspectives that leaders can take when developing
organizational strategies for growth. According to Porter, (1996) in regard to strategy organizations
"Must be flexible to respond rapidly to competitive ... Show more content on Helpwriting.net ...
Ultimately, it is organziational theories practiced or studied by leaders that enables aspired
outcomes.
Organizational Theories Organizations have different perceptions of the environment and how
organization environment assists with understanding both theory and practice. Hatch and Cunliffe's
introduction began with explaining some important terms (theory, concept, and abstract,
phenomenon of interest, ontology, and epistemology) related to organization theory. Hatch and
Cunliffe (2006) suggest that "the concepts and theories of a particular perspective offer you
distinctive thinking tools with which to craft ideas about organizations and organizing" (p.11).
Organizations have different perceptions of the environment and how organization environment
assists with understanding both theory and practice. Extensive studies of organizations, with an
evaluation of different theoretical perspectives have contributed to the growing knowledge of
organizations. These perspectives have contributed to our knowledge about organizations. Different
perspectives can individually and collectively help leaders understand and manage organizations in
differently. Management can be reserved for internal purposes alone assuming that classical theories
and practices are adequate. But when the external environment is a factor there isn't an organization
that can continue as a closed system. In an organization environment; modernist,
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43. Dtp Strategy
The current strategies for DPSCS–DPP appears could be seen as good match for the competitive
conditions it confronts although there is always room for improvement. Presently, DPP strategies are
based on coordination, cooperation, and safe community. It is therefore important to point out that
strategic planning and its application is the foundation for the future of organization to tackle
competitors. Without strategies, organization's survival will struggle. Having working strategies is
very essential in organization because it gives intelligibility on where the organization would be in
the nearest future and how is going to get there. This is why having mission, vision, objectives and
values are important for the growth of the organization and for the purpose of focus for the
personnel to have blue print that demonstrate the organization's agenda both for the present and the
future. ... Show more content on Helpwriting.net ...
d, para. 1). Therefore, as indicated above, coordination is one of the strategies utilized by DPSCS–
DPP. Coordination according to Phillips & McConnell (2005) is the process of integrating activities
and balancing tasks so that appropriate actions take place within the proper physical and temporal
relationships. Coordination does not appear by name in a number of other delineations of the
management functions, yet in all cases it is directly implied in descriptions of the tasks managers
perform strategically. Therefore, well coordinated community supervision would achieve the vision
and the mission of the institution [DPSCS–DPP] since coordination among different partners such
as local and federal law enforcement is essential to the survival of the agency. Hence, DPSCS–DPP
uses coordination as a strategy for achieving harmony among personnel efforts toward the
accomplishment of agency's vision (Phillips & McConnell,
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45. Recruitment and Remuneration Strategies
Recruitment and Remuneration Strategies
Peilong He
ID:15987774
1. Introduction The case study of USC luring two top scientists could be a very good example of
hiring great people. Along with the development of human resources, the normal recruitment
processes are evolved into creative recruitment processes. Organizations change their recruitment
strategies in order to get the ideal staff. Looking for talent could be a bid problem for organizations
and the recruiters are employed to complete this task. The creative recruiting could help
organizations to get the ideal hires. According to the successful courting two of the world's
preeminent neuroscientists of USC, the recruitment strategies and ... Show more content on
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USC provides relevant opportunity in its space to attract relevant talented people. In this way, the
lab staffs of Toga and Thompson also were offered relevant benefits. The lab staff networking was
ensured. Creating organization culture: actually, the most important in recruiting the men is the soft
conditions (Huber and Franz. 2012). Senior people in USC created a culture where deans know
janitors as well as they know their medical school faculty, which implies that the working
environment in USC is flexible and commute activities are encouraged. There no rigid class
differentiation in USC. The organization culture in USC can be found in the tiny things such as
acquaintance between deans and janitors (Pilbeam,Corbridge. 2006).
According to the remuneration strategies adopted by USC, some points should be focused on:
Diversity or differentiation of benefits provided: at last, USC offered Toga with proximity to family
and commute time and Thompson with move to Pennsylvania with his family and lab staff. Two
men were provided with different benefits since each man had different desires. This action fully
implies that the remuneration strategies focus on humanity and customization in USC. Offering at
least the same benefits as competitors: during an anatomy of the recruiting effort, UCLA, the
competitors of USC, courted Toga and Thompson with expanding the lab and giving the men more
resources. USC had to
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47. Basic Strategies & Multinational and Participation Strategies
Basic Strategies & Multinational and Participation Strategies
K. Praveen Parboteeah
Basic Strategies
Review of strategic decision making and strategic management
Understanding of basic strategies And how to craft strategies
Industry analysis SWOT analysis
Situation with diversified companies
Objectives
The global–local dilemma
Some of the broad multinational strategies Multidomestic Transnational International Regional
Participation strategies – how should one enter a market
Multinational Strategies and the Global Local Dilemma
The local responsiveness solution
Customize organizations and products to country or regional differences
The global integration solution
Reduce costs with worldwide standardized ... Show more content on Helpwriting.net ...
The International Strategic Alliance
Cooperative agreements between two or more firms from different countries to participate in a
business activity – WILL BE COVERED MORE IN DEPTH LATER
4. Foreign Direct Investment (FDI)
FDI means that companies own and control directly a foreign operation symbolizes the highest stage
of internationalization
Mergers and acquisitions versus greenfield
Reasons to Invest in Foreign Countries

48. To extract raw materials To find low cost sources of labor, components, parts, or finished goods To
penetrate new markets, the major motivation
Advantages of FDI
Greater control Lower costs of supplying host country Avoid import quotas Greater opportunity to
adapt product to the local markets Better local image of the product
Disadvantages of FDI
Increased capital investment Increased investment of managerial and other resources Greater
exposure of the investment to political and financial risks
Wholly–owned subsidiary
An overseas operation that is totally owned and controlled by an MNC MNC's desire for total
control and belief that managerial efficiency is better without outside partners Some host countries
are concerned that the MNC will drive out local
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50. Strategic Management Theories : Designed Strategy And...
This essay is aim looking in–depth at two strategic management theories: intended strategy and
emergent strategy. The suitability of the emergent and intended approaches to strategic management
and measure the appropriateness of each theory using various academic models in order to consider
which approach is suitable for my chosen organization Tesco plc.
The definition of strategy has been given by many theorists. The most approve one for personal is
stated by Johnson, Scholes and Whittington: "Strategy is the direction and scope of an organisation
over the long term, which achieves advantage in a changing environment through its configuration
of resources and competences with the aim of fulfilling stakeholder expectations." (Johnson, ...
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Porter (1980) built a model Porters five forces: threat of new entrants, threat of substitute products
or services, bargaining power of customers, bargaining power of suppliers and intensity of
competitive rivalry. Establish a profitable and sustainable position is these forces target, and to
against the industry competition, hence organization can position by people in the organization and
to find there different with other competitors, the biggest achieve is to gain competitive advantage
from strategic. Link with intended approach, planned is the biggest part for this, Porter's five forces
support organization a good model to help manager check their position and find the unique point to
gain the competitive advantage. This process need consider different parts and combine the
advantage to make sure which is organization should do, which mistakes are organization should
avoid. Porter (1985) firstly believes competition is the main part of decided success or failure
organization, for other point, it is also suggest organization not only should choosing what to do also
need determined what they not to do. For short conclude, intended approach is organization to
planned what they should do to gain the competition, and higher
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52. Australis International Strategy
INTERNATIONAL STRATEGY
"An international strategy is a strategy through which the firm sells its goods or services outside its
domestic market. Firms using an international strategy become quite diversified geographical as
they compete in numerous countries or regions outside their domestic market'. (Hitt, Ireland and
Hoskisson 2015, p.229)
Currently, it is difficult to have a solid position in markets as well as meet all demands of people in a
detailed market. Thus, international markets may bring potential new chances such as developing
products in new markets, expanding range of customers or rising awareness of foreigners about
company. In particular, an good international strategy can bring a number of benefits to the
company, Australis ... Show more content on Helpwriting.net ...
Particularly, the international corporate–level strategy is required when the firm's business is run in
different countries and various products are also sold there. Each organization has difference choices
about the types of international corporate–level strategy with aim to adapt the need for global
integration and local responsiveness. It consists of three strategies. 'Multidomestic strategy is an
international strategy in which strategic and operating decisions are decentralized to the strategic
business units in individual countries or regions for the purpose of allowing each unit the
opportunity to tailor products to the local market' while 'a global strategy is an international strategy
in which a firm's home office determines the strategies business units are to use in each country or
region' ((Hitt, Ireland and Hoskisson 2015, p.236 – 237). Besides that, a transnational strategy is a
connection between the multidomestic and global strategy to get both global efficiency and local
responsiveness but this strategy is hard to implement. It requires closed management and steadfast
connection between the parent firm and subsidiaries in home country and host country to create a
unity form. For Autralis Aquaculture LLC, a global strategy is selected for international corporate–
level strategy
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54. The Relationship Between Business Strategy and Information...
Business strategy is the long term operating plan of a company; this plan specifies vision, mission
and objectives through the development of policies. Information strategy can be used to implement
the business strategy of a company; technology can be the tool by which a business can achieve its
goal. The marrying or collaboration of the two is an ideal, to which companies theorize is the future.
In the case of Jack Lowry of Goldman Industrial, the collaboration of business strategy and
information strategy should be in the here and now. (Worthen 2001) Jack Lowry had a vision of
collaboration between companies that do business together. Information technology strategies
implemented at Goldman Industrial would facilitate ... Show more content on Helpwriting.net ...
The good news for Goldman Industrial and Jack Lowry is that the costly upgrade of technology is
paying for itself in the realization of savings, he "estimates saving $700,000 because of reduced
cycle times and increased sales through the e–commerce site in the first 18 months alone." (Worthen
2001) Celarix realized through trial and error after their initial business strategy was not working to
concentrate their efforts in two specific areas of software and transportation. "Celarix now sees the
logistics marketplace as a byproduct of the software and solutions business, and not its main focus."
(Sawhney 2002) Business strategy and information strategy need not be opposing forces. Using the
experiences of Goldman Industrial and Celarix as blueprints of what not to do, and building upon
the bright spots of information strategy, like the cost savings of Goldman Industrial or the reworking
of how best to use information strategy like Celarix, is the direction toward the marrying or
collaboration of both business and information strategies as an ideal, is worth attaining. References
Sawhney, Mohanbir. (2002)
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56. Strategies in Planning
Sharyn A. Quelitano
BSIE III–2
Topic: Strategies in Planning
I. Introduction: Strategic planning is an organization 's process of defining its strategy, or direction,
and making decisions on allocating its resources to pursue this strategy. In order to determine the
direction of the organization, it is necessary to understand its current position and the possible
avenues through which it can pursue a particular course of action. Generally, strategic planning
deals with at least one of three key questions: "What do we do?", "For whom do we do it?", "How
do we excel?" In many organizations, this is viewed as a process for determining where an
organization is going over the next year or–more typically–3 to 5 years (long term), ... Show more
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The goal of strategic planning mechanisms like formal planning is to increase specificity in business
operation, especially when long–term and high–stake activities are involved.
One of the core goals when drafting a strategic plan is to develop it in a way that is easily
translatable into action plans. Most strategic plans address high level initiatives and over–arching
goals, but don 't get articulated (translated) into day–to–day projects and tasks that will be required
to achieve the plan. Terminology or word choice, as well as the level a plan is written, are both
examples of easy ways to fail at translating your strategic plan in a way that makes sense and is
executable to others. Often, plans are filled with conceptual terms which don 't tie into day–to–day
realities for the staff expected to carry out the plan.
The following terms have been used in strategic planning: desired end states, plans, policies, goals,
objectives, strategies, tactics and actions. Definitions vary, overlap and fail to achieve clarity. The
most common of these concepts are specific, time bound statements of intended future results and
general and continuing statements of intended future results, which most models refer to as either
goals or objectives (sometimes interchangeably). One approach recommends having short–term
goals, medium–term goals, and long–term goals. In this model, one can expect to attain short–term
goals fairly easily: they stand just slightly above one 's reach.
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58. The Business Strategy Of Starway's : Turnaround Strategy?
If a company chooses to engage in a completely unrelated but highly rewarding business it is known
as a conglomerate diversification (Kotler, Bloom & Hayes, 2002). In such a case, the driving force
is making a higher profit. Bearing in mind that Starway Holdings know their customers in various
regions, even in areas they had pulled out from. This meaning that they can instead elect for a more
suitable business that can do better and succeed in those markets. Such can be done cautiously and
based on prior knowledge or experience with the target market. For example, instead of shutting
down retailer branches in remote regions, Starway's can opt to open wholesale stores, which do not
require a lot of manpower and infrastructure. Such a move will prevent market exit while cutting
down operating costs. Turnaround strategy This strategy happens when a company realizes that they
are not doing well and want to make a change. They look at various aspects of business and evaluate
what is working and what is not. They then make decisions on what needs to change and how they
are going to do it. Starway's has gone through this process and discovered certain retailer branches
that were unproductive. In their case, the retailers in the northern regions were the most
unsuccessful. Managing and controlling those branches outside the country is costly in terms of
capital and time. Therefore, it is advisable for Starway's to first focus on those branches that are
productive, reliable, and
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60. Strategy Review
STRATEGY REVIEW, EVALUATION, AND CONTROL OUTLINE | |The Nature of Strategy
Evaluation | | |A Strategy–Evaluation Framework | | |Published Sources of Strategy–Evaluation
Information | | |Characteristics of an Effective Evaluation System | | |Contingency Planning | |
|Auditing ... Show more content on Helpwriting.net ...
advantage 7. These trends make strategy evaluation difficult: a. dramatic increase in environmental
complexity b. difficult in predicting future c. increasing number of variables d. rapid rate of
obsolescence e. increase in the number of world events affecting organization f. decreasing time
spans for planning VTN (Visit the Net): www.csuchico.edu/mgmt/strategy/module1/sld046.htm
describes the how and why of strategy evaluation. VTN (Visit the Net):
www.csuchico.edu/mgmt/strategy/module1/sld047.htm elaborates on "taking corrective actions." B.
The Process of Evaluating Strategies 1. Strategy evaluation is necessary for all sizes and kinds of
organizations. a. Strategy evaluation should initiate managerial questioning of expectations and
assumptions, trigger a review of objectives and values, and stimulate creativity in generating
alternatives and formulating criteria of evaluation. 2. Evaluating strategies on a continuous rather
than a periodic basis allows benchmarks of progress to be established and more effectively
monitored. 3. Managers and employees of the firm should continually be aware of progress being
made toward achieving the firm's objectives. As critical success factors change, organizational
members should be involved in determining appropriate corrective actions. VTN (Visit the Net):
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62. Good Strategy And Bad Strategy By Richard Rumelt
n the book, Good Strategy/Bad Strategy by Richard Rumelt, the author goes into detail about the
differences of good strategy and bad strategy and at the same time making clear distinctions of a
company's strategy that is implemented to achieve the company's objective versus their objectives
overall. Rumelt divides his book into numerous chapters such as what it takes to develop a good
strategy, how bad strategy is formed over time and why it happens so often, chain–link systems, the
science behind good strategy, and much more. A good strategy, according to Rumelt, is the first
advantage because "other organizations do not have a strategy". Most companies have unfortunately
been misguided by poor strategy, and they focus on performance objectives or vague goals.
Throughout the book, the author claims that a good strategy "has coherence, coordinating actions,
policies, and resources as to accomplish an important end " (Rumelt 26). In the first chapter of the
book, Rumelt talks about how the Apple Corporation's strategy and its CEO, Steve Jobs, were able
to revive the company during 1997. When Steve Jobs modified Apple's strategy, he wanted one
simple thing; integrate plain strategy. Rumelt describes in the first chapter that "the power of Jobs'
strategy came from directly taking the fundamental problem wit ha focused and coordinated set of
actions. He did not announce ambitious revenue or profit goals; he did not indulge in messianic
visions of the future. And he did not just
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64. Military Strategy: US Military Strategies
Writing Log #1
I joined the military after high schoolso strategic concepts and planning is pretty much the
difference between life and death in my eyes. So the question is how can I supplement or transfer
this into a real–world, business like environment? This chapter talks about What Is Strategy and
Why Is It Important, so first things first, what is strategy? The book defines strategy as a set of
actions that its managers take to outperform the company's competitors and achieve superior
profitability. How do I view strategy? I simply view strategy as crucial planning to produce an
outcome that will eventually lead your team (firm) to victory by any means necessary while
reducing as much risk as possible. So do I believe that I am strategically ... Show more content on
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There are many ways the U.S. military does this and they strike a very similar resemblance to some
of the competitive advantages you would want in a business, such as having a superior product.
Strategically speaking having a superior product is not necessarily vital to the survival of your
business; however it is one way you can gain a competitive advantage over your competition. Just
like in the armed forces, having superior firepower over your opponent is one of the ways you can
gain a competitive edge. The U.S. boasts one of the most dominant militaries in the entire world and
this is due to our ability to engineer the best equipment and train the most elite people possible.
From the new F–35 fighter jet the Air Force has or the M4 rifle with the new Special Operations
Peculiar Modification 2 package or even the second to none training our SEALS, Rangers, RECON
and PJ' get. All of these are considered high valued assets to each member of the armed forces and is
one of the main reasons, if not the top reason, why the U.S. has the most elite military in the
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66. The Business Strategy Game
The Business Strategy Game
Online 8th Edition – Class Notes
[pic]
What Is The Business
Strategy Game All About?
It's an online, PC–based exercise where you run an athletic footwear company in head–to–head
competition against companies run by other class members.
The marketplace is worldwide–production and sales activities can be pursued in North America,
Latin America, Europe–Africa, and Asia Pacific
There are 12 market segments–4 geographic segments each for branded footwear sales to retailers,
for online footwear sales direct to consumers, and for private–label sales What Is The Business
Strategy Game All About?
The industry setting is modeled to closely approximate the real–world character of the globally
competitive ... Show more content on Helpwriting.net ...
There's no built–in bias that favors any one strategy.
Companies can pursue a competitive advantage keyed to low–cost/low–price or top–notch footwear
features and styling or more value for the money.
Companies can have a strategy aimed at being the clear market leader in (a) selling branded
footwear to retailers or (b) selling directly to online buyers or (c) both.
Companies can focus on one or two geographic regions or strive for geographic balance.
Companies can pursue essentially the same strategy worldwide or craft slightly or very different
strategies for the Europe–Africa, Asia–Pacific, Latin America, and North America markets. No One
Strategy Is "Best"
Most any well–conceived, well–executed competitive approach is capable of succeeding, provided it
is not overpowered by the strategies of competitors or defeated by the presence of too many copycat
strategies that dilute its effectiveness.
In other words, which strategies deliver the best performance hinges on the strength and interplay of
the strategies employed by rival companies–not on some mystery "silver bullet" decision
combination that players are challenged to discover.
Competitive Variables That Determine Company Sales and Market Shares
Price
Number of models/styles
Styling/quality (S/Q) rating
Advertising

67. Size of retailer network
Celebrity endorsements
Delivery time
Retailer support
Mail–in rebates
Shipping charges (Internet sales
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69. Mkts Strategy
TYPES OF MARKETING STRATEGIES
MARKET LEADER STRATEGIES 1. Expand total market 2. Defend market share 3. Expand
market share
MARKET CHALLENGER STRATEGIES 1. Define strategic objective and opponents 2. Choosing
an attack strategy
MARKET FOLLOWER STRATEGIES MARKET NICHE STRATEGIES ================
A. 1. MARKET LEADER STRATEGIES EXPAND TOTAL MARKET New Users E.g.:
perfume:––> non–users (mkt–penetration strat) ––> men (new market strat) ––> other countries
(geo–expan strat) E.g.: J&J Baby shampoo: birthrate declining ––> ads target adults ––> leading
brand New uses Cereals: as snacks ––> increase frequency of use OJ: "not for breakfast anymore"
Du Pont nylon: parachute––>pantyhose––>blouses & shirts ––> auto tires ––>seat belts ––> ...
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provoking antitrust action or anti–dumping charge b. economic cost –– beyond optimal MS ,i.e.
inverted "U" curve WHY: legal costs, fight off competitors losing MS, PR problems, legal problems
c. wrong marketing–mix strategy
Recent case: UPS strike reveals vulnerability – buyers want multiple vendors – unattractive mkt
segments strategy: selectively decrease MS in weaker areas Conditions when MS and P go together:
a. Unit costs fall with increased MS – real gains in economies of scale –cost/experience curves,
Intel: significant improvements in both product and process innovations, and large capital
investment in new plants b. Target Premium segment: – premium price covers cost of offering
higher quality – MB/BMW strategy
B.
MARKET CHALLENGER STRATEGIES
Targets of attack: conditions for success 1. Mkt leader not in tune with mkt: vulnerable ––
dissatisfied customers –– technology shifted Intel & Microsoft Vs IBM 2. firm its own size ––
underfinanced, not doing job 3. small and regional firms –– underfinanced Attack strategies: 1.
Frontal attack: "head–on" attack: condition : the principleof force 3:1 advantage attacker matches
opponent along all parts of MM Cases: Shampoo/conditioner mkt 1977 SCJohnson's entry in

70. shampoo mkt with Agree: raided Colgate & others for exper executives $14M promo blitz; 30M
sample bottles of conditioner too Results: 1978–MS=15%; 1979–MS=20%
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72. Implementation Strategies in the Market-Driven Strategy
MARKETING IN THE 21ST CENTURY COMMENTARY Implementation Strategies in the
Market–Driven Strategy Era David W. Cravens Texas Christian University The very insightful
analysis of marketing strategy implementation by Piercy (1998 [this issue]) points to several key
issues concerning the role of marketing in the 21st century. Perhaps most compelling is his
assessment of the potential threats to the role of marketing in the organization and implementation in
particular. He examines several important concerns presented by the lean enterprise paradigm
(Womack and Jones 1996). While I am more optimistic about the future of the discipline, relevant
dimensions of change promise to significantly alter the nature and scope of marketing ... Show more
content on Helpwriting.net ...
Among the changes under way is considerable emphasis on the integration of business functions.
More important, functional de–emphasis is not unique to the marketing discipline. Breaking down
functional boundaries is pervasive across organizations. Organizations are being transformed into
flat structures. Business designs are increasingly viewed as processes (Slywotzky I996). Porter
(1996) proposes that the activities that form organizational processes are fundamental competencies.
The implication of this view is that strategy implementation (e.g., new product development)
becomes process driven involving multifunctional teams, and this strengthens as welt as complicates
implementation. As organizations shift from hierarchy to managing core processes, their distinctive
capabilities are closely linked to market–driven processes like sales generation (Day 1994). Process
definition, design, and management require new skills and a multifunctional perspective, all of
which complicate implementation efforts. SUMMER1998 Responsibility for Implementation Best
(1997) highlights three major forces that affect the successful implementation of strategic marketing
plans: (1) ownership of the plan, (2) supporting the plan, and (3) adaptive planning. Ownership
becomes more complex in team–oriented
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74. United States and Strategy
eBay first entered the Chinese market in 2002 by acquiring a 33% stake in its local counterpart,
EachNet, followed by a full acquisition a year later in 2003. Critically assess eBay.s choice of
market entry strategy for China (use Key Country Matrix), listing both the advantages and
disadvantages of its acquisition strategy (use Drivers (YIP) –CAGE Matrix). 30%
Assess the potential benefits and risks of eBay.s joint venture with Tom Online (use Global/Local
Matrix)eBay first entered the Chinese market in 2002 by acquiring a 33% stake in its local
counterpart, EachNet, followed by a full acquisition a year later in 2003. Critically assess eBay.s
choice of market entry strategy for China (use Key Country Matrix), listing both the advantages ...
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Critically assess eBay.s choice of market entry strategy for China (use Key Country Matrix), listing
both the advantages and disadvantages of its acquisition strategy (use Drivers (YIP) –CAGE
Matrix). 30%
Assess the potential benefits and risks of eBay.s joint venture with Tom Online (use Global/Local
Matrix). 20% eBay will have a 49% stake in the new joint venture while Tom Online will have 51%
ownership. Critically assess both companies, decisions on their respective percentage of stake
(explain advantages and disadvantages of JV international strategy) 30%
Strategic recomendation on International Commercial Strategy for E–Bay: "Alliance, Acquisition or
Abandon Strategy" (use QSPM to select strategy) 20% veBay first entered the Chinese market in
2002 by acquiring a 33% stake in its local counterpart, EachNet, followed by a full acquisition a
year later in 2003. Critically assess eBay.s choice of market entry strategy for China (use Key
Country Matrix), listing both the advantages and disadvantages of its acquisition strategy (use
Drivers (YIP) –CAGE Matrix). 30%
Assess the potential benefits and risks of eBay.s joint venture with Tom Online (use Global/Local
Matrix). 20% eBay will have a 49% stake in the new joint venture while Tom Online will have 51%
ownership. Critically assess both companies, decisions on their respective percentage of stake
(explain advantages and disadvantages of JV international strategy)
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76. Strategy Implementation
Organizations successful at strategy implementation effectively manage six key supporting factors :
1. Action Planning 2. Organization Structure 3. Human Resources 4. The Annual Business Plan 5.
Monitoring and Control 6. Linkage. | | | |
Action PlanningFirst, organizations successful at implementing strategy develop detailed action
plans... chronological lists of action steps (tactics) which add the necessary detail to their strategies.
And assign responsibility to a specific individual for accomplishing each of those action steps. Also,
they set a due date and estimate the resources required to accomplish each of their ... Show more
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First, consideration of human resources requires that management think about the organization's
communication needs. That they articulate the strategies so that those charged with developing the
corresponding action steps (tactics) fully understand the strategy they're to implement.Second,
managers successful at implementation are aware of the effects each new strategy will have on their
human resource needs. They ask themselves the questions... "How much change does this strategy
call for?" And, "How quickly must we provide for that change?" And, "What are the human resource
implications of our answers to those two questions?" In answering these questions, they'll decide
whether to allow time for employees to grow through experience, to introduce training, or to hire
new employees.The Annual Business PlanOrganizations successful at implementation are aware of
their need to fund their intended strategies. And they begin to think about that necessary financial
commitment early in the planning process. First, they "ballpark" the financial requirements when
they first develop their strategy. Later when developing their action plans, they "firm up" that
commitment. As a client of ours explains, they "dollarize" their strategy. That way, they link their
strategic plan to their annual business plan (and their budget). And they eliminate the "surprises"
they might otherwise receive at budgeting time.Monitoring &
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78. Downsizing Strategies and Its Effects
Introduction
Companies that faced a decrease in sales, market share, or profits in the 1980s and early 1990s
began to realize that their human resources were expensive and underutilized. To become more
competitive, companies made strategic decision to gradually lower their payroll numbers. (Anthony,
Kacmar & Perrewe al, 2002:434) Downsizing has become a critical issue around the world.
Downsizing and mass lay–offs are happening not only on US companies but also organizations in
the entire industrial world. The number of organizations and jobs affected by downsizing has been
staggering. In 1993, in an unending quest for lower costs, higher productivity, and fatter profits,
American firms announced 615,000 jobs cut, and all–time ... Show more content on Helpwriting.net
...
Such corporate measures will be related to profitability, productivity, investment returns, customer
satisfaction ratings, etc. While these measures may suggest that a downsizing process has had a
negative impact on those who survive as employees in the organization, they can only serve to
highlight the presence of psychological and behavioural consequences for survivors. (Thornhill,
Saunders, 1998:273–4)
Why do firm downsize?
A diversity of reasons can be lead to the decision of downsize. Organization and employees are
being force to adapt to an environment characterized by augmented competition, government
deregulation and technological evolution. (Internet Material #7) (Refer to Appendix 1 for most
common reasons of restructuring) It can increase productivity, the value of the companies¡¯ shares
and the profits by reducing the number of employees per unit. Companies downsize to cut cost,
improve efficiency and to maintain a profit level acceptable to their shareholders. Other reasons
include reorganization, minimizing bureaucracy, eliminating excess, business downturns, mergers,
and acquisitions. (Makawatsukul & Kleiner, 2003:52) Downsizing has become strategic decision by
systematically reduce workforce to become
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80. Google strategy
Google is one of leaders in innovation management. What are some of its best practices?
Google's Executive Chairman and former CEO Eric Schmidt provides us with some insights
(reported in Manyika 2008):
EES&OR483 Strategy and Marketing Primer (version 3.0)
This set of "crib notes" is a review of marketing and strategy tools and concepts that you may find
useful for your project in EES&OR 483. The intention is not to give you more work or reading
material, but rather to provide you with an aid and reference in formulating and analyzing your
problem.
All of the concepts covered in lecture and the assigned readings are reviewed here. You might find
the summaries a helpful reminder of what the concepts are and how ... Show more content on
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With the idea of activity mapping, Porter (1996) builds on his ideas of generic strategy and the value
chain to describe strategy implementation in more detail. Competitive advantage requires that the
firm 's value chain be managed as a system rather than a collection of separate parts. Positioning
choices determine not only which activities a company will perform and how it will configure
individual activities, but also how they relate to one another. This is crucial, since the essence of
implementing strategy is in the activities – choosing to perform activities differently or to perform
different activities than rivals. A firm is more than the sum of its activities. A firm 's value chain is
an interdependent system or network of activities, connected by linkages. Linkages occur when the
way in which one activity is performed affects the cost or effectiveness of other activities. Linkages
create tradeoffs requiring optimization and coordination.
Porter describes three choices of strategic position that influence the configuration of a firm 's
activities:
variety–based positioning – based on producing a subset of an industry 's products or services;
involves choice of product or service varieties rather than customer segments. Makes economic
sense when a company can produce particular products or services using distinctive sets of
activities. (i.e. Jiffy Lube for auto lubricants only)
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82. Ann Talyor Strategy
Corporate Level Strategy: Firstly we start the planning of strategy from the less specific to the most
specific. That is starting from vision, then mission statements and lastly the strategic objectives. For
the Ann Taylor, the vision is "WE GET WOMEN". Ann Taylor aims to evolve with the needs of
women. Ann Taylor get that a woman expresses herself through what she wears – at work, at home
and at play. For the mission statement, Ann Taylor associates are committed to and driven by a
simple but profound mission – 'to inspire and connect with our clients to put their best selves
forward every day'. This commitment means that they will do the best to maintain high standards
and make their clients can look great and feel great ... Show more content on Helpwriting.net ...
But it recorded a net loss around 333906 thousands of dollars in 2008. It is caused by a huge amount
of goodwill impairment charge. Another bad news is that over these years, Ann Taylor assets values
have a trend that decreasing and the liabilities is increasing trend. It is not beneficial for a company
because the liquidity will decrease. Furthermore, we compare the net profit margin with other
competitors in 2008. Ann Taylor net profit margin is the worst among the eight selected leading
company in the retail industry. It is negative 15.22 in 2008. It will be less attractive to the investors
hence less capital is available for the company for further development. For the cash flow analysis,
the company recorded an overall cash outflow for the past two years and the total cash and cash
equivalents starting to decline from 2006. Lack of cash is an serious problem for the company
because it affect the liquidity of a company.
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