What is Strategy?
Strategy represents the development of an advantageous, unique position, entailing diverse activities. An ideally-positioned organization requires no strategy. At strategic positioning’s core is doing activities competitors aren’t. If identical activities proved effective in manufacturing every variety, accessing every client, and satisfying every need, one could conveniently shift between them; further, efficacy of operations would prove to be a performance determinant. Strategy success relies on doing a large number of tasks well and ensuring integration among them. The lack of a fit between activities implies weak sustainability and the absence of a unique strategy. Consequently, management goes back to the easier activity of supervising independent functions, (Porter, 1996).
What does strategy mean to you?
Strategy implies trade-offs within competition. Its crux is deciding what to refrain from doing. In the absence of trade-offs, one requires no alternatives or strategy. All sound notions can be swiftly reproduced. As mentioned earlier, efficacy of operations would prove to be a performance determinant. Competitive strategy deals with being different, purposefully choosing different activities for presenting a unique value mix. Strategic positioning is usually obscure; its discovery necessitates inventiveness and intuition. Quite frequently, fresh entrants stumble upon unique positions at hand that have simply been ignored by established firms. For instance, Ikea identified a poorly-served or neglected client base. Likewise, Circuit City Stores, identifying the demand for used automobiles, introduced CarMax featuring comprehensive automobile refurbishing, no-haggle prices, product guarantees,...
References
General Motors. (n.d.). GM Corporate Strategy. Retrieved August 22, 2017, from https://www.gm.com/investors/corporate-strategy.html
Grant, R. (2013). Contemporary Strategy Analysis. Sussex: Wiley.
Porter, M. (1996). What is Strategy? Harvard Business Review.
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The second decision was implemented and the same treatment would be applied to both Opel and Vauxhall. The first alternative would not have been extremely viable for the simple reason that both German and British manufacturers are subjected to the same environmental features and this means that there is no logic reason as to why they should be treated separately; they both fall under regulations of the European Community,
0 technologies ((Wirtz, Schilke, Ullrich, 2010) Heavily reliant on a broad range of integration points throughout an enterprise, creating a real-time information network using collaboration technologies including Facebook-like applications (Salesforce.com Chatter) Comparable in design objectives to the structure of the knowedlge-sharing ecosystem; yet this business model is based on real-time social media data and collaboration Ideal for large, knowledge-based businesses that are growing rapidly; perfect fit for new business ventures based on consulting
General Motors Company, commonly called as GM is one of the largest automobile manufacturers in the world. It is an American multinational corporation headquartered in Detroit, Michigan. It has business operations in more than 157 countries around the Globe. It was founded in 1908 as General Motors Corporation; and renamed as General Motors in 2009. The top brands of the company include Chevrolet, Isuzu, GMC, Jie Fang, Cadillac, Vauxhall, Baojun,
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" Conclusion Overall GM is currently confronting some of the most difficult obstacles that it has ever had to overcome. Government intervention is no guarantee that the company will be able to overcome these obstacles. Billions of dollars have been given to the company in an effort to save it from further demise. However, capital alone will not save the company, there must be a strategic effort of the management to properly
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