Waiting for answer This question has not been answered yet. You can hire a professional tutor to get the answer.
STR/581
PLEASE ANALYZE AND RESPONSD TO FOLLOWING WITH 200 TO 300 WORD COUNT WHERE SPECIFIED; ALSO IMPLEMENT TOPICS AT THE TOP EACH SECTION THANK YOU
DUE 5/10/2017 UNIVERSITY OF PHOENIX
STRATEGIC PLANNING & IMPLEMENTATION
Strategic Management, Ch. 3
posted by Alex
Hello Class,
Below a list of some of the main key terms you will find in this chapter. Keep in mind that getting familiar with these may help you in the rest of the class.
· Chapter 3: The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Advantages
o Explain why firms need to study and understand their internal organization.
o Define value and discuss its importance.
o Describe the differences between tangible and intangible resources.
o Define capabilities and discuss their development.
o Describe four criteria used to determine whether resources and capabilities are core competencies.
o Explain how firms analyze their value chain for the purpose of determining where they are able to create value when using their resources, capabilities, and core competencies.
o Define outsourcing and discuss reasons for its use.
o Discuss the importance of identifying internal strengths and weaknesses.
o Discuss the importance of avoiding core rigidities.
· Chapter Concepts:
o Value
o Resources, capabilities, and core competencies
o Sustainable competitive advantage
o Value chain
o Outsourcing
Class, Exercise 1 talks about what Makes a Great outsourcing firm: Read it and then do the following.
Pick one of the Top 100 Global best outsourcing firms from (http://www.iaop.org/), then answer the following:
· Why was this company chosen to be in the top 100? What has been the company's history as regards outsourcing as a source of revenue? How does the firm describe, or imply, its value proposition?
· What unique competitive advantage does the firm exhibit?
· Do you consider this to be a sustainable competitive advantage? Utilize the four criteria of sustainable competitive advantage as your guide.
posted by Andrew
Core rigidities are new to me in this course. We have likely all heard about and studied core competencies, but it was interesting to learn this possibly adverse impact of core competencies. It makes sense that companies can sometimes fail to adapt to the external environment and have a competency turn into a rigidity. The textbook example about Borders really helped it make sense to me. I used to shop at Borders as a kid, but that was before the internet had changed everything so much. Borders should have not relied on its core competency of its storefronts when digital books became so large. If they had adapted their core competencies to include a better digital presence, they may have been more successful.
Understanding the internal organization
posted by Andrew
There is a great deal of importance for any firm regarding understanding the internal organization. While the I/O and resource based models essentially place more value on either external or internal scanning, I think understanding the internal environment is crucial regardless of which model you follow. Obviously every company knows what product or service they sell, but truly understanding the internal organization entails much more. By understanding their employees, strengths and weaknesses, and other aspects of the internal organization, a company is in a much better position to succeed. Understanding the external environment is also important, but doing so without fully understanding the internal organization is essentially meaningless.
Strategic Management, Ch. 5
posted by Alex
Hello Class,
Below a list of some of the main key terms you will find in this chapter. Keep in mind that getting familiar with these may help you in the rest of the class.
· Chapter 5: Competitive Rivalry and Competitive Dynamics
o Define competitors, competitive rivalry, competitive behavior, and competitive dynamics.
o Describe market commonality and resource similarity as the building blocks of a competitor analysis.
o Explain awareness, motivation, and ability as drivers of competitive behavior.
o Discuss factors affecting the likelihood a competitor will take competitive actions.
o Describe factors affecting the likelihood a competitor will respond to actions taken by its competitors.
o Explain competitive dynamics in slow-cycle, in fast-cycle, and in standard-cycle markets.
· Chapter Concepts:
o Competitive behavior
o Competitive dynamics
o Multimarket competition
o Competitive response
o Strategic actions
o Late movers
Class, after reading this chapter answer the following question:
· How do awareness, motivation, and ability affect the firm's competitive behavior?
posted by Andrew
Market commonality is an interesting term that was covered in the chapter. I have generally always thought of most companies as falling under one industrial umbrella. In reality, companies usually conduct business in a variety of markets. Apple is not just a computer company, they are in the smartphone industry, digital media/music industry, tablet industry, etc. The more different industries in which you compete against a competitor, the fiercer the rivalry is likely to be. It is interesting that Apple and Samsung are competitors regarding smartphones, but at the same time, some Samsung component parts are used in iPhones because Apple is not part of that specific market.
Strategic Management, Ch. 11
posted by Alex
Hello Class,
Below a list of some of the main key terms you will find in this chapter. Keep in mind that getting familiar with these may help you in the rest of the class.
· Chapter 11: Organizational Structure and Controls
o Define organizational structure and controls and discuss the difference between strategic and financial controls.
o Describe the relationship between strategy and structure.
o Discuss the functional structures used to implement business-level strategies.
o Explain the use of three versions of the multidivisional (M-form) structure to implement different diversification strategies.
o Discuss the organizational structures used to implement three international strategies.
o Define strategic networks and discuss how strategic center firms implement such networks at the business, corporate, and international levels.
· Chapter Concepts:
o Organizational structure
o Organizational controls
o Strategic controls
o Strategy and structure relationships
Class, after reading this chapter answer the following questions:
· What is organizational structure and what are organizational controls?
· What are the differences between strategic controls and financial controls?
· What is the importance of these differences?
posted by Alex
Hello Class,
Analyzing our competitors should be a key strategy piece of our overall process. With today's technology and the speed of change, we need to make sure we are using the correct or most effective tools to complete this analysis.
I wanted to share a link with some of the most used Competitive Analysis tools for Digital Marketers.
http://www.jeffbullas.com/2015/04/28/4-cool-competitive-analysis-tools-every-digital-marketer-should-use/
Read the article and think about the differences between the tools mentioned.
Which one of the tools you see could be more effective and why?
The answer to this question must be no more than 300 words. Feel free to use references that are outside the electronic reading to support your answers.
Sustaining VS Disruptive Innovation
posted by Alex
Hello Class,
Take a look at this write-up which provides an example of sustaining and disruptive technologies. After reading it please answer the question below
http://web.mit.edu/6.933/www/Fall2000/teradyne/clay.html
What is a Sustaining Innovation?
What is the difference between a Sustaining and Disruptive Innovation and what is the impact of each of them on our Strategic Planning process?
The answer to this discussion questions must be no more than 300 words. Feel free to use references that are outside the electronic reading to support your answers.
