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strategic management

strategic management

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Requirements
The companies are NESTLE and MARS pet-care business division (which are competing as a business unit in the same industry) based on their segment reporting income (include them)

Analyze and compare the two companies in the aspect of the following requirements:
1. Business strategy of Company (Nestle) in the common competing industry-pet care and discuss in accordance to the company value chain, product and geographic segments relative to competitors and finally evaluate. **1 page
2. Business strategy of Company (MARS) in the common competing industry- pet care and discuss in accordance to the company value chain, product and geographic segments relative to competitors and finally evaluate. **1 page
3. Corporate strategy of Company Nestle- about the value creation and commonality of products/ market/ technology then evaluate. **1 page
4. Corporate strategy of Company MARS about the value creation and commonality of products/ market/ technology as well as evaluate. **1 page
5. Strategy implementation – discuss mode of expansion and company structure of both companies. ** 1 page
6. Find SWOT analysis and build TOWS matrix for each of the two companies 1000 words and base recommendations on the requirements findings above (1,2,3, 4 and 5) ** 2pages

do it as undergraduate student to avoid any problem with my instructor.

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Gather representatives from different functions to discuss alternative strategies. Notice the learning and understanding that occurs as people express differences of opinion. Keep the focus on the process, which is more important than the document.

Using the opportunity/threat and strength/weakness factors you have identified, create a flipchart (white board, PowerPoint, or another tool of your choice) with alternative strategies that could benefit your organization. List 10 possible strategies. Your list should include a description and possible outcomes of the strategy if implemented. Ask your gathered group to rate each of the strategies on a scale of 1 to 3, where 1 equals no support, 2 is neutral, and 3 equals support for implementation of the strategy. Sum the scores and prioritize the strategies.

Discuss how this process could help organizations achieve understanding and commitment from employees. Share the results with an organization leader. Ask for comments about the process and the top strategies.

Use Target Corpation

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Strategic Management

identify and study an interesting strategic issue(s) (like, outsourcing, merging, strategic planning, business models,…) relating to an industry of choice at the global/regional/or national level (IT industry is preferable). Certain guidelines/restrictions on the choice of industry and nature of study apply (Note: Please refer to the template for an industry analysis as a guide to writing the paper).

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1.Which of the following does NOT usually function as an entry barrier?

Economies of scale
High strategic stakes
Product differentiation
Switching costs

2.A challenge in conducting an external analysis is that:

brand loyalty is low.
markets may be concentrated.
markets may be fragmented.
forecasts aren’t facts

3. A long-term contract is usually an agreement between:

two organizations in the same industry.
an organization and its suppliers.
two organizations in unrelated industries.
a domestic and international organization.

4.The product-market evolution matrix is based on the:

industry analysis.
product life cycle.
internal strengths and weaknesses.
opportunities and threats.

5.An organization’s __________ are its goal-directed plans and actions in which its capabilities and resources are matched with the opportunities and threats in its environment.

mission statements
vision statements
strategies
objectives

6.Characteristics of dynamic capabilities include all of the following EXCEPT:

timely responsiveness.
reactive responsiveness.
rapid and flexible product innovation.
coordinating and deploying organizational resources and capabilities.

7.__________ is an arrangement in which a foreign firm buys the rights to manufacture and market a company’s product in that country for a negotiated fee.

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Question description

Assignment 3: Using the telecommunication industry, design a Strategic Group Map. Then, apply the Five Forces Model to the telecommunications industry. Identify which of the five competitive forces is strongest? Which is weakest? What competitive forces seem to have the greatest effect on industry attractiveness and the potential profitability of new entrants? Include rationale. Determine whether the strength of the five competitive forces, overall, will allow for you as a new entrant to introduce a new telecommunication product. Upload the Strategic Group Map and Porter’s Five Analysis to turnitin

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Question description

What are the two most relevant externalities from Exhibit 2.6 for a firm with which you are familiar? Have these externalities made the industry in which the firm operates more, or less, attractive to you as consumer? Explain your rationale. Please refer back to chapter two in the week one reading to complete this assignment.

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Question description

BU470 Strategic Management
Directions: 
Be sure to save an electronic copy of your answer before submitting it
to Ashworth College for grading. Unless otherwise stated, answer in complete
sentences, and be sure to use correct English, spelling and grammar. Sources
must be cited in APA format. Your response should be four (4) double-spaced
pages; refer to the “Assignment Format” page located on the Course
Home page for specific format requirements.
Part A
The questions in Part A refer to the material discussed in
Lesson 5 of this course.
As you learned in Lesson 1, managing strategically involves
formulating strategic responses and putting them into action. In Lesson 2 you
learned about functional strategies (also called operational strategies),
competitive strategies (also called business unit strategies), and corporate
strategies. Let’s now discuss implementing strong competitive and functional
strategies to exploit resources, capabilities, and core competencies.
Respond to the following:
What functional strategies
does an organization need?
What might provide the
basis upon which an organization decides on a competitive strategy?
Describe briefly Porter’s
notion of being “stuck-in-the-middle.” Is it always true?

Part B
The questions in Part B refer to the material discussed in
Lesson 6 of this course.
In Lesson 5 you learned about functional and competitive
strategies, including how implement these strategies to exploit resources,
capabilities, and core competencies. It is now time to delve more deeply into
corporate strategy, with special attention paid to growth strategies.
Respond to the following:
Indicate how corporate
strategy is related to the other organizational strategies and describe
each of the three (3) corporate strategic directions.
Access the following
article using ProQuest, the Ashworth College online library:
Anonymous
(24 July 2012). Campbell Outlines Progress on Strategies, Sets Stage for
Long-Term Growth. Business Wire [New York], n.p.
NOTE: To access ProQuest articles,
you MUST first open a Web browser window to the Ashworth
College Library; otherwise, you will be denied access to the articles when you click the links. Once your browser is open to the
Ashworth College Library, simply click on the link for the article you need to
read.
Respond to the following.
· 
What are some of the growth strategies
Campbell’s will implement?
Provide two (2) other
suggestions for growth strategies that Campbell’s might utilize.
Part C
The questions in Part C refer to the material discussed in
Lesson 7 of this course.
Again access the following article using ProQuest, the
Ashworth College online library:
Anonymous
(24 July 2012). Campbell Outlines Progress on Strategies, Sets Stage for
Long-Term Growth. Business Wire [New York], n.p.
NOTE: To access ProQuest articles, you MUST first open a Web
browser window to the Ashworth
College Library; otherwise, you will be denied access to the articles when you click the links. Once your browser is open to the
Ashworth College Library, simply click on the link for the article you need to
read.
Also visit the Campbell’s “Worldwide” section of their
website, located here:
http://www.campbellsoupcompany.com/around_the_world.asp
In Lesson 6 you learned about growth strategies. One of
Campbell’s growth strategies is to expand its international presence,
particularly in emerging markets. Think about this in relation to what you have
learned about international strategies.
Respond to the following:
What are the potential
advantages and disadvantages of Campbell’s intended expansion in emerging
markets?
Do you believe Campbell’s
is using a multicountry strategic approach or a global strategic approach?
Fully explain your reasoning.
Part D
The questions in Part D refer to the material discussed in
Lesson 8 of this course.
To round-out your understanding of the strategic management
process, this lesson applied the concepts to entrepreneurial ventures and small
businesses, as well as not-for-profit organizations. Demonstrate your knowledge
of entrepreneurial ventures and small businesses by responding to the
following:
Describe the
characteristics of an entrepreneurial venture and a small business.
Why are these types of
organizations important?
Describe the overall
approach to the strategic planning process in entrepreneurial ventures and
small businesses.
Explain the advantages and
disadvantages of strategic planning with entrepreneurial ventures and
small businesses.
Grading Rubric
Please refer to the
rubric on the next page for the grading criteria for this assignment.

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