he vision statement developed by the company refers to the product it sells, which is represented by the finest coffee in the world, the position that Starbucks intends to reach, which is represented by the leadership in this industry, and its principles. herefore, the vision statement offers numerous clues.

However, the vision statement of Starbucks is not as short as it should be, and it does not seem to be very memorable in the mind of readers. he vision statement of the company is relevant. his means that the vision statement developed by Starbucks provides useful information about what the company wants to become.

he Starbucks mission statement is as follows:

"o inspire and nurture the human spirit -- one person, one cup and one neighborhood at a time." (Starbucks.com, 2012)

he mission statement of Starbucks is to inspire and nurture the human spirit -- one person, one cup, and one neighborhood at a…...

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The mission statement of Starbucks is to inspire and nurture the human spirit -- one person, one cup, and one neighborhood at a time (Starbucks.com, 2012). There seems to be little resemblance between the vision and the mission statement. The vision does not seem to support the mission statement. They address different issues.

The company should work on building linkage between the vision and the mission statement. The vision statement must refer to the issues that the mission refers to. This objective can be reached by referring to people, cups, and neighborhoods in the vision statement also.

There are several advantages of developing a vision statement. The vision statement determines the direction that the company intends to orient towards. Individuals interested in Starbucks can observe what the company wants to become. Therefore, they can determine if they identify themselves with the company. In addition to this, the vision statement reveals the important

Apple StrategyApple Inc. is a global technology company renowned for its ability to innovate and change the direction of the technology industry in numerous ways over the years. From the iPhone to iTunes to the iPad, it has disrupted the sector again and again, and has constantly kept competitors chasing to keep up. In one way, its success can be attributed to its strategic business and corporate-level strategies, which have positioned it to be an absolute and unquestioned leader in the market. This paper looks at Apple's business and corporate-level strategies, and analyzes its competitive environment to determine its positioning in slow-cycle and fast-cycle markets.Business-Level StrategiesApple operates in the technology industry, originally in the consumer electronics segment but now in many segments. This is because the most appropriate business-level strategy for Apple's long-term success is differentiation. However, Apple's core competency has been its ability to design and develop new products…...

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References

Campbell, A., Goold, M., Alexander, M., & Whitehead, J. (2014). Strategy for the corporate

level: Where to invest, what to cut back and how to grow organisations with multiple divisions. John Wiley & Sons.

Gupta, A., & Prinzinger, J. (2013). Apple, Inc.: Where Is It Going From Here?. Journal of

Week 1 The corporate level strategy of General Mills is the horizontal growth strategy. Imperatively, horizontal growth is accomplished by expanding its business operations into other geographic expanses or by expanding the range of products as well as services being offered in the prevailing market. In this regard, General Mills has expanded its business operations not just in the United States but also internationally and increasing its wide range of products retailed in its stores. The generic Porter strategy followed by General Mills is the differentiation focus strategy. This is in the sense that the company strives to accomplish differentiation in its target segment (Porter, 1985). This is largely owing to the fact that the company deals with different products within its segment including cereals, frozen vegetable, fruit, dry dinners, frozen pizza as well as pizza snacks, and an extensive range of organic products (Forbes, 2018). The strategic choices of General…...

Business Level and Corporate Level Strategies
Business-Level and Corporate-Level Strategies

General Motors business level and corporate level strategies

General Motors (GM) is a company based in the United States with its headquarters in Detroit, Michigan. GM is a publicly traded company that is listed on the New York Stock Exchange. GM designs, manufactures, distributes, and markets vehicle parts and vehicles (Laudon & Laudon, 2011). The company also sells financial services. GM acquired the title for the world's largest automaker in 2011. It managed to do this by achieving the highest number of unit sales in vehicles since its establishment. For 77 consecutive years, GM was able to lead the global automobile unit sales from 1931 to 2007. However, GM lost this position to Toyota with GM coming second. Toyota still dominates the market. The preference and needs of the customers are the focus of a company's core competencies. In a highly competitive business…...

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References

Aguinis, H., Joo, H., & Gottfredson, R.K. (2012). Performance management universals: Think globally and act locally. Business Horizons, 55(4), 385-392.

Freyssenet, M. (2011). The start of a second automobile revolution: corporate strategies and public policies. Economia e Politica Industriale.

Laudon, K.C., & Laudon, J.P. (2011). Essentials of management information systems. Upper Saddle River, NJ: Pearson.

Shimokawa, K. (2010). Japan and the global automotive industry. UPH, Shaftesbury Road: Cambridge University Press.

No strategy is absolute, of course: al-Mart carries some organic produce, in response to consumer demand, but to find a wider variety of healthy cereals made with organic grains or gluten-free breads, rather than the cheapest price of Cheerios or whole grain Coco-Puffs, a consumer must go to the pricier hole Foods that caters to his or her unique needs rather than al-Mart.
Balancing the need for differentiation and low cost can be a challenge, but Target has been able to achieve this delicate balance. Target is a low-cost department store that stocks a wide variety of products, but it also contains a number of higher-end makeup and clothing lines only found at the department chain. It offers a unique, brightly-colored and cheerful brand image with some cache of luxury, and even wealthier consumers who might blanch and entering al-Mart will happily patronize Target. Middle and lower income individuals can…...

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Works Cited

Harley, Guy. (2004). "Corporate-Level Strategy." Week 5. Retrieved 30 Aug 2008 at  http://64.233.169.104/search?q=cache:Em8-x5mRLkwJ:www.harley.net.au/TechOrgCh/TechOrgCh_Lecture_5.ppt+firm+corporate-level+strategy&hl=en&ct=clnk&cd=8&gl=us&client=firefox-a

Corporate-level strategy centers its focus on determining a company's core business amid the existence of other businesses. This core business ultimately determines the company's corporate image, influencing its marketing and advertising plans and programs. An example of a company that adopts the corporate-level strategy is PepsiCo, which is primarily known as a beverage business company for its product Pepsi Cola, its core business despite the existence of its other businesses in the food and beverage industry, known also to manufacture products from brands such as Frito-Lay, Gatorade, Tropicana, and Quaker Foods.

Steven Reinemund, CEO of PepsiCo, Nobuyuki Idei, CEO of Sony Corporation, and Leonard Riggio, Chairman of the Board and CEO of Barnes & Noble, Inc. are three business leaders who are able to maintain their firm/company's leadership in the beverage, electronics, and trade books business, respectively. Their ability to identify the needs of their customers and determining their target market…...

Others feel Five Forces is too cumbersome in its need for data and heavy-duty analysis and does not fit today's rapidly changing, dynamic market.
So where do we go with this thought that some of today's tools may not suffice as the market moves faster and companies need these dynamic, flexible analytical tools to update their strategies?

Where Is the Field of Strategy?

Disruptive Innovation? Four actions framework? Factor conditions? Demand conditions? Preemptive strategies? Five Forces? Ten Schools? Are any of these concepts/theories new and innovative? Do they pave the path toward the future of corporate and competitive strategizing? The answer is probably yes...and no.

It is difficult to find a brand new strategizing tool or model or school that is not just a rehashed version of our current standard, and quite effective, methods to analyze strategies. One innovative strategy to arise out of an existing concept is "lue Ocean."

Though not new as…...

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Bibliography

Corporate Level Strategy. (2003, January). Retrieved 11-07, 2008, from BNet Business

Network: http://jobfunctions.bnet.com/abstract.aspx

Day, G., & Reibstein, D. (1997). Wharton on dynamic competitive strategy. Hoboken,

N.J.: John Wiley & Sons, Inc.

Essay Topic Examples 1. Coca-Colas Global Expansion Strategy: A Blend of Localization and Standardization
     This essay would explore how Coca-Cola has successfully implemented its business strategies to penetrate international markets, focusing on the delicate balance between adapting to local tastes and maintaining a consistent global brand identity. It would analyze strategies such as partnership with local bottlers, product localization, and marketing adaptations that resonate with local cultures, all while keeping the core brand image universally recognizable.

2. Market Segmentation and Targeting: Coca-Colas Tactical Approach to Consumer references
     Detailing the techniques used by Coca-Cola for segmenting the market and targeting specific demographics, the essay would discuss how the company's multi-tiered strategy is structured. It would cover how Coca-Cola differentiates its products to appeal to various age groups, lifestyles, and income levels, using targeted advertising campaigns, product variation, and strategic pricing.

3. Coca-Colas Strategic Alliances and Acquisitions: Fueling Innovation and Growth
     In this essay, the…...

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Primary Sources

The Coca-Cola Company. \"2021 Annual Review.\" The Coca-Cola Company, 2021.

Quincey, James. \"Coca-Cola CEO James Quincey: Our Progress and Our Pledge for More Action.\" The Coca-Cola Company, 17 June 2020.

The Coca-Cola Company. \"Business & Sustainability Report 2020/21.\" The Coca-Cola Company, 2021.

The Coca-Cola Company. \"The Coca-Cola System: The Coca-Cola Company.\" Coca-Cola Journey,

The Coca-Cola Company. \"Form 10-K for the Fiscal Year Ended December 31, 2020.\" United States Securities and Exchange Commission, 22 February 2021.

https://www.coca-colacompany.com/our-company/the-coca-cola-system.

The operations in terms of elements like supply chain, outsourcing and location of operations are clearly based/focused on areas wherein they have built up their strengths over a considerable period of time. The company began as Kaufman & Broad in 1957. (KB Home Customers Find FTC Penalties Inadequate) However over the last five years, the Earnings per share of the company had grown by 22.29%, it has had dividend growths at the rate of 26.41%. Thus it is considered as a company with have a built in speculative element of streak. This is also being shown by the price of the share which is $75.91, whereas the book value is only $24.66. (KB Home (NYSE: KBH): (www.forbes.com) After all, one should understand that the real estate prices do not shoot up and high prices may exist due to some speculative influences which are trying to take over the company…...

Corporate Conduct
Global corporations are often difficult to control because they operate in various countries throughout the world. As such actions that may be illegal in some countries are perfectly legal in others. Furthermore law enforcement officials and governments do not have the power to enforce laws that are outside of their jurisdictions. These issues call into question the effectiveness mechanisms that exist to control global corporate conduct. The purpose of this discussion is to Assess the effectiveness of various mechanisms that exist to control global corporate conduct and recommend a mechanism that I believe is the most effective.

Survey of Mechanisms and their Advantages/Disadvantages

Private Regulation

Private regulations employ civil regulations to compel transnational corporations to operate according to a certain set of standards. According to the "defining feature of civil regulation is that its legitimacy, governance and implementation is not rooted in public authority. Operating beside or around the state rather than…...

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Bibliography

Fritsch, S.(2008) The UN Global Compact and the Global Governance

of Corporate Social Responsibility: ComplexMultilateralism for a More Human Globalisation? Global Society, Vol. 22, No. 1, pg. 2-26

Haufler, V. 2003 "Globalization and Industry Self-Regulation," in Governance in A Global Economy: Political Authority in Transition, Miles Kahler and David Lake, eds. Princeton University Press, 2003, p. 226

Haufler, V. 2002 The Public Role for the Private Sector, and The Emergence of Private Authority in Global Governance Rodney Hall and Thomas Biersteker, eds. Cambridge University Press, 2002.

(Roy, 2006)
In these cases, others working in those fields are the only ones who have the ability to conduct quality check to verify instances of possible fraud. Qualified doctors can analyze the work of other doctors to attest their medical malpractice. An honest lawyer who deals with related issues can understand how a fellow lawyer could have used deceitful methods to cheat a client off his money. Proficient lecturers can set good examples for students to bring out the incompetency of others. In the managerial level, well qualified professionals are the only ones who are smart enough to figure out the plots hatched by higher executives in order to use the shareholder money for personal needs. Scams in the political sector can only be challenged by opposing political parties or powerful entities like the court. The media is highly potent in this regard as they present malpractices in front…...

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Bibliography

Description of Corporate Governance [online] Available at: [Accessed 11 August 2010]

Corporate Social Responsibility (CSR) [online] Available at: [Accessed 11 August 2010]

Blundell M., Explain what is meant by the principal agent problem [online] Available at:

< tutor2u.net/blog/files/Principal_Agent_Problem.pdf > [Accessed 11 August 2010]

For IBM, it took Louis Gerstner getting angry about unfulfilled opportunities for new businesses to create the EBO structure. For Nokia, the similarities with IBM are at a very high structural level, yet Nokia relies on a completely different set of processes for fostering innovation and corporate entrepreneurship. The rapidly changing world of laptop computers needed a corporate nonconformist to accomplish what carefully defined processes in Toshiba could not. In the case of Trilogy the need for creating a steady stream of significant new innovation forced the creation of a proving ground where PhDs in software and mathematics could quickly define entirely new product and business concepts.
eferences

Abetti, P (2004) - Informal corporate entrepreneurship: implications from the failure of the Concorde alloy foundry and the success of the Toshiba laptop;. J. Entrepreneurship and Innovation Management, Vol. 4, No. 6, 2004, pp. 529-545

Arthur D. Little (2002) - Developments in the area…...

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References

Abetti, P (2004) - Informal corporate entrepreneurship: implications from the failure of the Concorde alloy foundry and the success of the Toshiba laptop;. J. Entrepreneurship and Innovation Management, Vol. 4, No. 6, 2004, pp. 529-545

Arthur D. Little (2002) - Developments in the area of Corporate Venturing based on a global Arthur D. Little Study. December, 2002. Page 11 quoted with the Nokia graphic. Accessed from the Internet on March 30, 2007:  http://www.adlittle.com/insights/studies/pdf/corporate_venturing_study_report.pdf 

Garvin, D.A., & Levesque, L.C. (2006). Meeting the Challenge of Corporate Entrepreneurship Harvard Business Review, Business School Publishing. Pages 102-112.

Nunes, S. (2004). IBM research: Ultimate source for new business. Research Technology Management, 47(2), pages 20-23.

Corporate Operations Management
Corporate strategy provides long-range guidance for the whole organization. It is often expressed as a statement of its mission that defines key stakeholders and describes the overall strategy to meet objectives. Business strategy is concerned with products and services offered in the market defined at the corporate level. It defines the competitive advantage of the products and services. Functional strategy, termed operational, is where business functions make long-range plans that support the competitive advantage and incorporate corporate goals (Greasley).

The performance objectives allow the organization to measure performance in achieving strategic goals. Quality is measured by the cost of quality, speed measures time delay between customer request and receipt of product, dependability measures the consistency of promised delivery, flexibility measures ability to quickly change what it does, and cost measures profits and competitor deterrence.

3. 4. Product or service needs to flexibility to quickly meet changing customer demands. Mix needs…...

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Works Cited

Greasley, A. (n.d.). Chapter 2. In A. Greasley, Operations Management, 2nd Ed.

Moore, S. (2014). The Disadvantages of Focused Manufacturing. Retrieved from Chron:  http://smallbusiness.chron.com/disadvantages-focused-manufacturing-35836.html

Most critical is the ability to capitalize on core competencies while also alleviating any cultural conflicts inherent in pursuing any diversification strategy (Doving, Gooderham, 2008). Related diversifications are related to core competencies can be seen in many industry value chains, especially in the financial services industry (Milberg, 2008). As related diversifications reduce the cultural, system and process risk of a merger or acquisition, they have been proven empirically to be more successful in certain industries, especially financial services (Doving, Gooderham, 2008).
References

Erik Doving, aul N. Gooderham. (2008). Dynamic capabilities as antecedents of the scope of related diversification: the case of small firm accountancy practices. Strategic Management Journal, 29(8), 841. Retrieved August 6, 2008, from ABI/INFORM Global database. (Document ID: 1499091871).

atrick Marren (2007). High-functioning business strategy. The Journal of Business Strategy, 28(6), 37-39. Retrieved August 7, 2008, from ABI/INFORM Global database. (Document ID: 1369331501).

William Milberg (2008). Shifting sources and uses of…...

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Patrick Marren (2007). High-functioning business strategy. The Journal of Business Strategy, 28(6), 37-39. Retrieved August 7, 2008, from ABI/INFORM Global database. (Document ID: 1369331501).

William Milberg (2008). Shifting sources and uses of profits: sustaining U.S. financialization with global value chains. Economy and Society, 37(3), 420. Retrieved August 8, 2008, from ABI/INFORM Global database. (Document ID: 1507056611).

Ann Mooney (2007). Core Competence, Distinctive Competence, and Competitive Advantage: What Is the Difference? Journal of Education for Business, 83(2), 110-115. Retrieved August 8, 2008, from ABI/INFORM Global database. (Document ID: 1410903891).

However, this does not represent true innovation, and is unlikely to have a profound impact on the firm's competitors. Dippin Dots, in order to succeed, must develop ways of utilizing its core product (the dots) or the core technology of liquid nitrogen freezing, to drive innovation.
One major attempt at doing this is the Dots & Cream, a product that mixes the dots with conventional ice cream. This product solves a key issue with respect to distribution in that it allows Dippin Dots to begin distribution in grocery stores. This product utilizes the core product, but that product remains visible and within a fairly normal context for the industry. However, this innovation also detracts from the uniqueness of the dots and reduces the degree of differentiation that Dippin Dots has. In addition, such a product could conceivably be matched by competitors, as a result of poor patent protections. There is…...

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Patent protection is crucial to Dippin Dots' ongoing success. The company's product uniqueness is the one competitive advantage is has. At its heart, the technology used to produce the dots is fairly simple and easily replicable. Mistakes at the outset of the company's existence led to a situation where it was unable to defend its products in court against imitators. As the result of this, any ice cream maker new or established could compete directly with Dippin Dots. This represents a major threat to the company, and highlights the need for further innovation in order to maintain market position.

The evidence therefore points to Dippin' Dots as being largely unsuccessful at developing innovative new products beyond its core dots; and the company is largely unsuccessful at fending off new entrants, having failed to defend its patent in the court of law. These two elements would indicate that Dippin' Dots is at this point a relatively unsuccessful company. It has succeeded in growing at a fair strong rate to this point, a sign of success, but may face difficulty sustaining that growth in the future. Without the patent, any larger competitor can undercut Dippin' Dots on product or price, putting tremendous pressure on Dots to cut prices or develop innovations. The company's long-term success depends on being able to defend the uniqueness of its product against imitators, or on staying small enough to avoid attracting larger competition to the use of frozen ice cream dots.

The company has also failed to leverage key opportunities and address other key challenges. It was unable to get into McDonald's, despite a high profile partnership and a mutual target market. The company faced issues with respect to transportation -- the same issue that has kept it out of grocery stores. In addition, it was unable to reach a price point that customers would accept in an everyday context. The company has also failed to transfer its popularity with kids to adults, meaning that it must continually win new customers. This implies a difficult future for Dippin' Dots, should it fail to address these critical issues and develop new innovative products. The company's decline in the number of franchise outlets in 2006 is potentially a sign of these troubles, especially in light of slowing growth over the past several years. Growth was 8.4% in 2001, for example, but slid to 3.3% in 2004, followed by 2.7% in 2005 before declining sharply by 29.4% in 2006. These figures signal that the company needs to address its multiple issues in order to restore growth and success going forward.

1. Corporate Level Strategy
- Focus on expanding globally and increasing market share
- Diversification into different product lines and acquisitions of other beverage companies
- Continued partnerships and collaborations with other businesses

2. Business Level Strategy
- Focus on brand differentiation and marketing to target specific consumer segments
- Innovation in product development and diversification of product offerings
- Emphasis on creating partnerships with retailers and distributors to ensure widespread availability

3. Functional Level Strategy
- Implementation of efficient supply chain management to reduce costs and improve distribution
- Investing in research and development to stay ahead of competition and introduce new products
- Emphasis on sustainability and environmentally-friendly practices....

1. Corporate Level Strategy
2. Business Level Strategy
3. Functional Level Strategy

4. Competitive Strategy
5. International Strategy
6. Cooperative Strategy

Competitive Strategy focuses on how a business can gain a competitive advantage in the market. This involves analyzing the competition, identifying strengths and weaknesses, and developing strategies to outperform rivals.

International Strategy involves expanding a business beyond domestic markets. This can include exporting products or services, setting up international operations, or forming partnerships with foreign companies.

Cooperative Strategy involves collaborations and partnerships with other organizations to achieve mutual goals. This could include joint ventures, strategic alliances, or licensing agreements.

By understanding and implementing these various levels of business....

1. Introduction

2. Business Level Strategy