Answered You can buy a ready-made answer or pick a professional tutor to order an original one.
When organizations' research and development (R&D) departments begin to strategize, they must consider numerous aspects to the process. For instance, Coulter (2013) details that functional strategies
When organizations' research and development (R&D) departments begin to strategize, they must consider numerous aspects to the process. For instance, Coulter (2013) details that functional strategies may be innovative or imitative. She identifies first-mover and cross-functional teams, and their advantages and disadvantages. Moreover, competitive strategies can be traditional or adaptive and approached as a prospector or defender. For this week's assignment, you must make this and similar decisions to develop your own competitive and functional strategies. Please complete the following:
- Research two companies, one that had an effective strategic plan and one that did not.
- Prepare an analysis that contrasts the two organizations, explaining how the effective strategic plan was beneficial. (This analysis can be in any form you choose – a paper, a PowerPoint Presentation, etc.)
- Submit your analysis to the dropbox by Sunday, 11:59 PM (Mountain).
- @
- 165 orders completed
- ANSWER
-
Tutor has posted answer for $40.00. See answer's preview
*********** ************ ** *********** ** *************** ***************************** ******************** Strategic planning ******** ****** ** with ********* ********** ideas **** *** aimed ** ****** the ******* ******** *** ************ ** the **** level ******* the ***** ********* make decisions that *** supposed to ***** a positive change ** beat competition ** *** market it ** ********* ********* for ********* ** **** *********** ********** **** ********* **** *** ** ********* ********* plan ***** ****** **** ****** ** ** * ******* **** an effective ********* **** ** ********* while ******* ***** *** ****** in *** ******** ** ** *************** ********* Plan Microsoft is a company **** *** ****** ** **** and is ***** ** ********* **** ***** *** company has *** different challenges during *** growth but ensured that *** strategic **** ******* ******* *** ******* has invested a *** of money ** technology *** ** *** ***** that **** seen ** continue ** **** ** **** of ***** innovative **** *** years the ******* has improved *** ******** ** **** ** the ******** it ****** ** *** ********* ** *** ******** competitive **** ******* **** ********* ** the **** ******** (Andersen 2000) The digital ****** **** **** ********* by * **** ** professionals *** employees ***** the ******* has ********** over *** ***** ****** ********** of *** ************ *** also **** *** company **** tremendously *** plan of ******** *** ********** ** the market has **** **** ** *** ******** ***** ******* Most ****** have ********* Microsoft products ******* ** ***** ************* ** capturing *** ***** ** ********* ******* **** *** ******* *** ********* ** ******* in ***** ** ****** *** ******* ** ****** ********* **** ** ****** is ************ store ******* **** ** ******** ** ******* and ************ ********* ******** and shoes **** décor and ***** ********** The company has had different ****** ** *** ********** ******* *** **** is that *** ******* ****** in ********* ******** ********* ** **** ******* *** ******* had *** worst ****** ******** ** **** **** It had * 32% **** ** ***** ** ** ********* **** ***** are ******* ******** **** the plans taken ** *** *** ** ** stated that *** lack of * ****** ******** *** **** the ******* ***** no ********** ******** **** ******* ***** ****** ***** It is **** **** the *** *** **** making ******* in ********* the ******** ** *** ***** *** *** *** ******* in *** ********** **** ** ********** *** **** *** ******* remain hidden ** **** ** others ** *** **** ******* The ***** *** **** ****** ** come up **** ***** **** ***** ****** ** *** ********* It ** * ****** *** the ***** **** ******* *** **** the ******* ****** ** collapse *** ******* ******** ********** *************************** * J (2000) Strategic ******** autonomous actions *** ********* performanceLong ***** ************* ************* * * ***** ****** * P (2001) The **************** ************ ******** *** *************** *****
