Seattle University Make a Wish Foundation Project

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Mbare

Business Finance

Seattle University

Question Description

I'm working on a management multi-part question and need an explanation and answer to help me learn.

 The Foundation that I chose is "Make a wish" please use this as your Foundation and also use the book to answer the questions about "Make a wish Foundation"

4.Identify and assess the organization’s strategy from Ch. 5 (business-level strategies: Cost Leadership, Differentiation, Focused Cost Leadership, or Focused Differentiation).

A. 

B. 


The “A” is answering the question itself (provide findings to the questions/topics).

The “B” is the ANALYSIS of the answer/findings.

In the Analysis for each, you should critique the findings, discuss the effects and impacts (internally and externally), identify what’s effective and ineffective, and determine what’s efficient and inefficient? 

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5-11 Formulating Business-Level Strategy 180 Part3 Planning To find at Now we turn to strategy formulation within the SBU in which the concern is how to compete. popular and effective model for formulating strategy is Michael E. Porter's competitive strategia the result of understanding competitive forces in the company's environment. 8 Porter studied a number of business organizations and proposed that business-level strategies zei company can zational chas 5-11a Porter's Five Competitive Forces some ways Exhibit 5.11 illustrates the competitive forces that exist in a company's environment and indicates company's position vis-à-vis competitors in the industry environment. Although such a model might be used on a corporate level, most large companies have separate business lines and do an industry analysis for each line of business or SBU. Mars, Inc., for example, operates in six buss ness segments: chocolate (e.g., Snickers), pet care (e.g., Pedigree), gum and confections (e.g., Juicy pet DNA kit, used for breed identification). Competitive forces for the chocolate division Fruit), food (e.g., Uncle Ben's rice), drinks (e.g., FLAVIA), and symbioscience (e.g., the Wilson analysis for each business segment, looking at Porter's five forces. would be different from those for the symbioscience division, so managers would do a competitive Mariusz Szczygiel/Shutterstock.com Panel Exhibit 5.11 Organizational Characteristics of Porter's Competitive Strategies Broad 2 Cost Leadership • Strong central authority; tight cost controls • Maintains standard operating procedures O 1 Differentiation • Acts in a flexible, loosely knit way; strong coordination among departments • Strong capability in basic research • Creative flair, thinks “out of the box” • Strong marketing abilities • Rewards employee innovation • Corporate reputation for quality or technological leadership O • Easy-to-use manufacturing technologies • Highly efficient procurement and distribution systems • Close supervision; finite employee empowerment Strategic Target 3 Focused Differentiation • Uses characteristics of differentiation strategy directed at particular target customer • Values flexibility and customer intimacy • Pushes empowerment to employees with customer contact 4 Focused Cost Leadership • Uses characteristics of cost leadership strategy directed at particular target customer • Frequent detailed control reports • Measures cost of providing product or service and maintaining customer loyalty Narrow Distinctiveness Low Costs Source of Advantage and Fred II SOURCES: Based on Michael E. Porter, Competitive Strategy: Techniques for Analyzing Industries and Competitors (New York: Free Press, 1980); Michael Treacy Wiersema , "How Market Leaders Keep Their Edge," Fortune (February 6, 1995): 88–98; and Michael A. Hitt, R. Duane Ireland, and Robert E. Hoskisson, Stralego Management (St. Paul, MN: West, 1995), pp. 100–113. PRED y a 60 Chapter 5 Planning and Goal Setting 181 competitive edge within the specific business environment, Porter suggests that a company can adopt one of three strategies: differentiation, cost leadership, or focus. The organi- zational characteristics typically associated with each strategy are summarized in Exhibit 5.11. Mariusz Szczygiel/Shutterstock.com Concept Connection Rubber bands. Binders. Gum bands. Elastics. Whatever we call them, we all know what they are. With the benefits of lower labor costs, companies in China and Thailand have grabbed most of the market for rubber bands. One of the few remaining U.S. man- ufacturers, Alliance Rubber Company, is hoping to survive with a new differentiation strategy. Alliance is promoting new uses for its stretchy loops of rubber, including bands for stretching exer- cises, grips designed to help people hold tools more firmly, wrist- bands infused with fragrances to relieve stress, and wristbands that can be used as erasers. Employees earn bonuses by suggest- ing ideas that turn into new products, and Alliance has invested in sophisticated equipment to make customized products. DVIRA - RUOY YJSSA Remember This • A popular model for formulating business-level strategy is Porter's competitive strategies. • Managers analyze the competitive environment and adopt one of three types of strategy: differentiation, cost leadership, or focus. • A differentiation strategy is a strategy with which managers seek to distinguish the organization's products and services from those of others in the industry. • A cost leadership strategy is a strategy with which managers aggressively seek efficient facilities, cut costs, and use tight cost controls to be more efficient than others in the industry. • With a focus strategy, managers use either a 10 differentiation or a cost leadership approach, but they concentrate on a specific regional market or buyer group. danam 20 DISCUSSION QUESTIONS 1. What strategic plans could the college or uni- 3. A new business venture must develop a com- versity at which you are taking this management prehensive business plan if it hopes to acquire course adopt to compete for students in the VIVA start-up funding. Companies such as FedEx and marketplace? Would these plans depend on the Nike say they did not follow the original plan school's goals? closely. Does that mean that developing the plan was a waste of time for these eventually success- 2. The MBO technique has been criticized for ful companies? putting too much emphasis on achieving goals (ends) and not enough on the methods that 4. Assume that Southern University decides to do people use to achieve them (means). Do you two things: (1) raise its admission standards and think this is a flaw in the technique or in the way (2) initiate a small-business fair to which local managers apply it? How would you place a bal- townspeople will be invited. What types of plans might it use to carry out these two activities? anced emphasis on ends and means? a a
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Explanation & Answer:
Part A B 2 Paragraphs Each
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Running head: Organization Strategies

1

Organization Strategies
Student Name
Institution
Professor
Course
Date

Organization Strategies

2

Part a
Organization strategy is the amount of work the company is willing to take to achieve its
goal, mainly focusing on its long-term achievements. Organization strategy is essential
because it helps the company understand an organization can commence acquiring long-term
survival and competitive advantages. Therefore the company must include all the strate...

Inarffns_21 (5015)
University of Maryland

Anonymous
Very useful material for studying!

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