...rdrgsadfA strategy is a long term plan of action designed to achieve a particular goal. Strategy may also refer to: In biology: Evolutionarily stable strategy In business: Corporate strategy, a series of top-level management decisions which help navigate the direction of the corporation in terms of products, markets, promotion and price levels Business strategy, the art and science of enabling an organization to achieve its objective Marketing strategy, a process that allows an organization to increase sales and achieve a competitive advantage Technology strategy, a document that explains how information technology should be used as part of a business strategy Digital strategy, the process of specifying an organization's processes to deploy online assets Trading strategy, a predefined set of rules to apply in finance In geopolitics and military planning: Geostrategy, a foreign policy guided principally by geographical factors pertaining to political and military planning Grand strategy, military strategy at the level of an entire nation state or empire's resources Military strategy, planning the conduct of warfare Naval strategy Nuclear strategy Strategy, a classic text on military strategy by B. H. Liddell Hart Fabian strategy In gaming: Strategy game, a game in which the players' decision-making skills determine the outcome, rather than chance Strategy video game, a video game in which the players' long-term planning...
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...Business Strategy Review Questions Chapter 1 The Nature of Strategic Management 1. Distinguish between long-range planning and strategic planning. Long-range planning is used to optimize for tomorrow the trends of today, whereas strategic planning is used to exploit and create new and different opportunities for tomorrow. 2. Compare a company’s strategic plan with a football team’s game plan. A strategic plan is, in essence, a company’s game plan. Just as a football team needs a good game plan to have a chance for success, a company must have a good strategic plan to compete successfully. 3. Describe the three activities that comprise strategy evaluation. The three fundamental strategy-evaluation activities are (1) reviewing external and internal factors that are the bases for current strategies, (2) measuring performance, and (3) taking corrective actions 4. How important do you feel “being adept at adapting” is for business firms? Explain. The strategic-management process is based on the belief that organizations should continually monitor internal and external events and trends so that timely changes can be made as needed. 5. Compare the opossum and turtle to the woolly mammoth and saber tooth tiger in terms of being adept at adapting. Students’ answers will vary, but students are likely to make the argument that those species that are adept at adapting are able to survive, while those that are unable to adapt are more likely to perish...
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...Management in everyday life, especially in the military context. 1. Strategic Management from My Point of Views Before implementing a selected strategy from several alternatives, we should carefully analyze and consider the selected strategy. Strategy analysis can take a longer time before coming to the decision-making process. The intention is that an organization will be on the effective condition and position in attempting created goals and objectives in various influences from internal as well as external factors. Sometimes internal and external factors change the level of intensity and urgency in conducting certain kinds of strategic decisions completely. The orientation of such specific strategies based on various assumptions is related to the assumption which has been used by the planner, in this case, a manager or leader in an organization to produce a decisive strategy. Managers or leaders have to fully aware that all consequences from the implementation of the strategy are being measured and estimated appropriately. After an organization formulating their strategy, then the working units in the organization can set some technical ways in conducting the strategy. The next step is an organization needs to implement their created strategies to gain the best results. Implementation of the strategy, which has been made and written, has aimed to reach a direction has been determined. People, who have also embodied the strategy, will be able to benefit and work successfully...
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...successful books on military strategy in the world. It has been the most famous and influential of China's Seven Military Classics: "for the last two thousand years it remained the most important military treatise in Asia, where even the common people knew it by name. It has had an influence on Eastern military thinking, business tactics, and beyond. The Art of War has been applied to many fields well outside of the military. Much of the text is about how to fight wars without actually having to do battle: it gives tips on how to outsmart one's opponent so that physical battle is not necessary. As such, it has found application as a training guide for many competitive endeavors that do not involve actual combat. There are business books applying its lessons to "office politics" and corporate strategy. Many Japanese companies make the book required reading for their key executives. The book is also popular among Western business management, who have turned to it for inspiration and advice on how to succeed in competitive business situations. It has also been applied to the field of education. The Art of War has been the subject of various law books and legal articles on the trial process, including negotiation tactics and trial strategy The book art of war by Sun Tzu is a very interesting subject matter for strategies. Although the book is written from a military perspective a lot of the information is universal for anyone involved in strategy. A lot of what is presented...
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...Sun Tzu's The Art of War Written 500 years B.C., The Art of War is a Chinese military treatise that was written by Sun Tzu during the Spring and Autumn period. The treatise is composed of 13 chapters, each of which is devoted to one aspect of the warfare. For hundreds of years, Sun Tzu’s classic treatise have been used and applied over and over again, not only in military operations, but in all aspects of the human life-to include economic, social and political relations. The Art of War is among the most ancient books published, yet its influence and success continue to amaze the world. The book has been translated and published in almost all languages of the world and its principles have been applied to all walks of life. Indeed, Sun Tzu registered a tremendous influence on both Eastern and Western military thinking, business tactics, and beyond. Even in his times, Sun Tzu had recognized the importance of positioning in strategy as affected by both the physical environment and the opinions of all players in that environment. Sun Tzu taught that tactics is more important that actions-planning must concentrate on tactics. He taught that the strategy is not to a plan course of action, but rather to establish quick and appropriate responses to changing conditions. Planning works in a controlled environment, but in a competitive environment, competing plans collide, creating unexpected situations. The following are five of the 13 principles of Sun Tzu in the Art...
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...Ans: F Page 4 3. Consumer e-commerce is five times greater than business-to-business e-commerce. Ans: F Page 4 What Is Strategic Management? 4. Optimizing for tomorrow the trends of today is the purpose of strategic management. Ans: F Page: 5 5. Even though useful, strategic planning has been cast aside by corporate America since the early 1990s. Ans: F Page: 5 Resource allocation is included in strategy-formulation activities. Ans: T Page: 5 6. The terms strategic management and strategy implementation are synonymous. Ans: F Page: 5 7. A vision statement is, in essence, a company’s game plan. Ans: F Page: 5 8. Strategy implementation is often considered to be the most difficult stage in the strategic-management process because it requires personal discipline, commitment and sacrifice. Ans: T Page: 6 9. The final stage in strategic management is strategy implementation. Ans: F Page 6 10. Strategy formulation, implementation and evaluation activities occur at three hierarchical levels in a large diversified organization: corporate, divisional and functional. Ans: T Page: 6 11. One of the fundamental strategy evaluation activities is reviewing external and internal factors that are the bases for current strategies. Ans: T Page:...
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...Business is war captain L.P.h. Kouwenberg msc strategic management tiasnimbas business school register controller 16 january 2012 The strategy in businesses can be compared to the strategy on the battlefield in many aspects. In both settings a good strategy is crucial to survive and reach your own goals and to prevent defeat by the enemy or competitor who, most probably, has opposing wills. In these pages, the strategy in businesses is linked to the military principles of war. I believe that there are quite some similarities between that what is educated at the Military Academy and that what I’ve learned at TiasNimbas. Although different lists with military principles of war circulate, the ones discussed in this paper are of frequent occurrence. On the battlefield as well as in business applying one principle makes is hard, or even impossible to apply an other at the same time. The commanding officer needs to weigh one against another and choose the best for the specific situation. Objective Direct every military operation towards a clearly defined, decisive, and attainable objective. This needs little to none translation to a non-combatant environment. If it’s not completely clear what you want to achieve, one thing is sure, you’ll never reach your objective. So start with making that clear and think of ways to evaluate the completion of your objective. You need to know and to understand where results come from in order to adapt and survive. Offensive When you...
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...Thedrv The Strategy Concept I: Five Ps For Strategy Henry Mintzberg H uman nature insists on a definition for every concept. The field of strategic management cannot afford to rely on a single definition of strategy, indeed the word has long been used implicitly in different ways even if it has traditionally been defined formally in only one. Explicit recognition of multiple definitions can help practitioners and researchers alike to maneuver through this difficult field. Accordingly, this article presents five definitions of strategy—as plan, ploy, pattern, position, and perspective—and considers some of their interrelationships. Strategy as Plan To almost anyone you care to ask, strategy is a plan—some sort of consciously intended course of action, a guideline (or set of guidelines) to deal with a situation. A kid has a "strategy" to get over a fence, a corporation has one to capture a market. By this definition, strategies have two essential characteristics: they are made in advance of the actions to which they apply, and they are developed consciously and purposefully. (They may, in addition, be stated explicitly, sometimes in formal documents known as "plans," although it need not be taken here as a necessary condition for "strategy as plan.") To Drucker, strategy is "purposeful action'"; to Moore "design for action," in essence, "conception preceding action."^ A host of definitions in a variety of fields reinforce this view. For example: • in the military: Strategy...
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... 1. Compare Porter’s 3 generic strategies to the 3 value disciplines. Porter’s 3 generic strategies in the book have a few similarities to that of the 3 value disciplines from the paper “Customer Intimacy and Other Value Disciplines”. The generic strategies are overall cost leadership, differentiation, and focus. The value disciplines include operational excellence, customer intimacy, and product leadership. To begin with, I am going to look at overall cost leadership from the 3 generic strategies. This strategy is for a firm who wants to achieve the lowest production and distribution cost so they can undercut the competition. This is actually very similar to the operational excellence of the value disciplines. The value discipline says a firm would want the leanest production level and the highest efficiency to win their customer loyalty and become a leader in their market. These are similar in the effect that they want a low production cost in each strategy and low overhead costs. However, the Harvard Business Review article takes it a step farther to include convenience for their customer. And despite that they both talk about lean production costs, the article does not solely say lowest, the article puts more emphasis on delivering the products the customers want at competitive prices. If a company solely goes for lowest cost like the book’s generic strategy, they could be undercut by a competing firm and could hurt their business farther than if they focused on a...
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...Business Proposal for online expansion – Food Corps Jermaine Ross Western Governors University Business Proposal for online expansion – Food Corps In a small town in North Carolina, the United States Marine Corps combat force is training for an upcoming combat mission to Iraq. With the Marine Corps standard of not allowing service members to shop outside of the military base while in uniform, several service members are faced with a dilemma. The options of finding a nutritious meal are limited to local takeout or the not so nutritious military meals ready to eat (Survival Acres, 2014). As a solution to the problem, a young Marine Sergeant pulls out the business flyer he received in the mail from a local business. The flyer provided a solution to many of the Marine’s meal problems. The business was offering to pick up meals from any local dining establishment while only charging a small fee that was close to what a tip would be at many of those establishments. The service member placed the call, Food Corps arrived within the hour delivering over twenty meals and the rest was history. Developed in 2008, Food Corps has proudly served the needs of America’s heroes in their time of need. Food Corps helps feed the United States Military and emergency response personnel by helping the hero find the food they want and delivering it to them when they need it most. Food Corps has partnered with restaurant...
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...in providing only veterans candidates for employment in the workforce. ATR Staffing will serve two distinct customers, companies requiring employees and veterans looking for employment. ATR Staffing will be based in Metro Atlanta, Georgia, but can supply qualified candidates to any location. With the projected increase of veterans exiting the military, there will be a great opportunity not only to assist veterans in acquiring employment but to also assist in supporting President Obama’s initiative of putting veterans to work. Above the Rest will provide candidate for employment positions ranging from skilled laborers to corporate management. Although based in Atlanta, ATR Staffing will look to expand its services into other states and globally after building a large enough market share to support the expansion. Any new expansion will be strategically located in cities with access to large retired and prior service military populations such as Washington, DC, Virginia, San Antonio, TX and Germany. The products that ATR Staffing Agency will offer for purchase will be educational classes that focus on issues that can preclude prior military members from being successful in the workforce, intermediate level computer classes, salary negotiation classes, and a professional resume writing service. With the increased proliferation of technology in everyday life, it is essential that our candidates be well versed in using computer programs such as Outlook, Power Point, Excel, and Word...
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...transactions be logged with accurate bookkeeping and that taxes stay filed in a timely manner to ensure the efficiency of the organization remains intact. Greenlight Accounting is that face-to-face, personal touch and military friendly accounting firm ready to assist with the most miniscule task associated in the process for all Federal, State and local compliances at low affordable and comparable rates. Expanding this one step further is the benefit of green accounting, which is also a service we will be providing, but one that is considered fairly new to the business world, as well as the accounting arena. Table of Contents I. Background and Green Marketing Product Strategy 4 II. Objectives, Pricing, and Goals 5 III. Strategic Plan 5 IV. Marketing Strategy 7 V. Competitive Analysis 9 VI. Customer Analysis 10 VII. Selling Tactics 10 VIII. Evaluation 11 IX. Conclusion 11 References 12 Background and Green Marketing Product Strategy Greenlight Accounting is a start-up organization based in Grand Forks, ND that caters to small firms, self-employment/home businesses and military members. The owners are comprised of three retired military members, all of which have over 20+ years each in management and accounting experience...
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...able to: 1. understand the concept of strategic management 2. know the brief history of the strategic management concept 3. understand the definition of strategic management 4. know the context in which strategic management occurs 5. comprehend the scope of strategic management 6. describe the benefit of strategic management 7. know the strategic management process 1.1 Introduction to the Strategic Management Concept Strategic management is a concept that originated from the military field. The concept of strategic management was first applied in ancient battles. The period around 500 B.C. saw numerous battles that took place Greece and China. The early written record on strategic management can be traced back during this warring period. The term strategy is derived from the Greek word ‘strategos’. According to Heracleous (2003) the word ‘strategos’ comprised two Greek words, ‘stratos’ and ‘agein’. The term ‘stratos’ refers to the army and ‘agein’ means to lead. Thus strategy in this sense means the art of leading the army. To some scholars the word ‘strategos’ also implies the art of the general. At this...
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...Strategy without tactics is the slowest route to victory; tactics without strategy is the noise before defeat". Sun Tzu - The Art of War. Marketing Strategy is something that helps companies achieves Marketing objectives. Marketing objectives help achieve corporate objectives and corporate objectives aim to achieve a competitive advantage over rival organizations. Firstly, a Managing Director or senior management team, or executive board of directors (whoever is in charge) decides on overall corporate objectives. One corporate objective might be to increase sales by X%. In order to achieve this objective the board might split it into smaller bite sized objectives, assigned to different departments. Marketing might get the following objective - Identify 2 new customer segments, or increase brand awareness by X%. Do you see how business objectives filter down through the levels of organisation within a company? Corporate objectives - corporate strategy - individual department objectives - departmental strategy - departmental tactics - departmental administration. Marketing strategy is all about how to achieve Marketing objectives, Marketing tactics is how to implement strategies, and administration holds the whole thing together. Referring back to Sun Tzu, the Art of War is an ancient Chinese text about military strategy, which in more recent years has become a common fixture on the desks of many business managers and it is packed full of military strategies both offensive...
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...Decision Making University of California San Diego – Extension Prof. George A. Haloulakos, CFA Executive Summary The commercial jet aircraft business is cyclical, and in need of huge amount of cash to invest and reinvest on its technology. During the 50’s Boeing, Airbus, and Lockheed were in a great competition for market share of the commercial and military aircraft market. This case illustrates the importance of NPV analysis in capital budgeting and the need of identification of competitive advantage with synergy with successful jet aircraft programs with new programs that can generate very large cash flows. The Lockheed TriStar Jet is a medium-to-long range wide-body trijet airliner and was the third to enter commercial operations, after Boeing 747 and DC-10. The program faced various issues during its operation, as the utilization of only one jet engine supplier (Rolls Royce), low estimated required rate of return 10%, and a misjudge of the break-even point of 210 aircrafts, that it is going to be shown on this analyzes that even with 300 aircrafts sold the project do not reach the break-even point. It is recommended by this study that the company need to embrace a business strategy of two end user, instead of only one, to the L1011 program. Concentrating only on the commercial market is not viable, but having the military market as a background of funds and positive cash flow can leverage the gains for the L1011 TriStar Program. With an increase up to 500 sold aircrafts...
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