Overview In This Assignment You Are To Use The Same Corporat ✓ Solved

Overviewin This Assignment You Are To Use The Same Corporation You Se

In this assignment, you are to use the same corporation you selected and focused on for Assignment 1: Strategic Management and Strategic Competitiveness and Assignment 2: External and Internal Environments. Research the company on its own website, the public filings on the Securities and Exchange Commission EDGAR database, the University's online databases, the Nexis Uni database, and any other sources you can find. The annual report will often provide insights that can help address some of these questions.

Write a six- to eight-page paper in which you do the following:

Analyze the business-level strategies for the corporation you chose to determine the business-level strategy you think is most important to the long-term success of the firm and whether or not you judge this to be a good choice. Justify your opinion.

Analyze the corporate-level strategies for the corporation you chose to determine the corporate-level strategy you think is most important to the long-term success of the firm and whether or not you judge this to be a good choice. Justify your opinion.

Analyze the competitive environment to determine the corporation's most significant competitor. Compare their strategies at each level and evaluate which company you think is most likely to be successful in the long term. Justify your choice.

Determine whether your choice from Question 3 would differ in slow-cycle and fast-cycle markets. Use at least three quality references. Note: Wikipedia and other websites do not qualify as academic resources.

Sample Paper For Above instruction

Introduction

The strategic orientation of a corporation significantly influences its long-term success. This paper delves into an in-depth analysis of [Company Name], emphasizing its business-level and corporate-level strategies, evaluating its competitive environment, and assessing its prospects in different market cycles.

Business-Level Strategies and Their Importance

[Company Name] primarily employs a differentiation strategy at the business level, focusing on offering unique products/services that stand out within its industry. For example, the company's innovation in [specific product or service] enables it to command premium pricing and foster brand loyalty. This strategy aligns with Porter’s generic strategies, which emphasize differentiation as a source of competitive advantage (Porter, 1985).

The significance of this strategy to the firm's long-term success lies in its ability to create a sustainable competitive advantage. Differentiation allows the company to buffer against commoditization and price wars, fostering customer loyalty and enabling premium margins (Barney, 1991). My assessment is that this differentiating strategy is a sound choice, especially given the company's strong capabilities in innovation and branding.

Analysis of Corporate-Level Strategy

The company's corporate-level strategy predominantly revolves around diversification, specifically related diversification into related markets such as [related market segments]. This approach helps leverage core competencies, share resources, and expand the firm's market reach (Hill & Jones, 2012). The diversification reduces dependence on a single market segment, spreading risk and opening new revenue streams.

I believe this related diversification strategy is advantageous for long-term growth. It promotes synergy among business units and maximizes the firm's resource utilization. Given the rapidly evolving industry landscape, diversification can serve as a buffer against market volatility (Ansoff, 1957). Therefore, I judges this as a strategic choice conducive to sustainable growth.

Competitive Environment and Major Competitor

The most significant competitor of [Company Name] is [Competitor Name]. Both companies compete fiercely in the [industry/sector], with strategies that include innovation, pricing, and market expansion.

At the business level, [Competitor Name] emphasizes cost leadership, aiming to achieve economies of scale and reduce prices. Conversely, [Company Name] employs differentiation, focusing on product quality and customer experience. At the corporate level, [Competitor Name] is pursuing concentric diversification, expanding into related fields like [related fields], contrasting with [Company Name]'s related diversification approach.

In evaluating their long-term prospects, I believe that [Company Name] is more likely to succeed because of its focus on innovation and premium branding, which fosters customer loyalty and differentiation in a saturated market. While cost leadership can be effective, it often leads to thin profit margins and intense price competition (Porter, 1980). Therefore, I favor [Company Name]'s strategic approach.

Impact of Market Cycle Dynamics

In slow-cycle markets characterized by high entry barriers, patent protections, and limited technological change, a differentiation strategy is generally effective, allowing firms to maintain a competitive edge over time (Lieberman & Montgomery, 1988). In such markets, my preferred strategy would likely remain aligned with differentiation.

Conversely, in fast-cycle markets where rapid technological disruption, low entry barriers, and short product life cycles dominate, a strategic focus on agility, innovation, and speed to market becomes essential (Brown & Eisenhardt, 1998). Under these conditions, my assessment favors flexible, dynamic strategic approaches rather than rigid diversification or differentiation strategies.

Hence, I conclude that while the core strategic approach at the business and corporate levels can stay consistent in slow-cycle markets, it needs adaptation towards agility and innovation during fast-cycle phases.

Conclusion

[Company Name]'s strategic emphasis on differentiation at the business level and related diversification at the corporate level positions it favorably for sustained success. Its competitive stance against rivals like [Competitor Name] underscores the importance of innovation and brand strength. Adapting strategies according to market cycle dynamics remains vital for long-term viability.

References

• Porter, M. E. (1980). Competitive Strategy. Free Press.
• Porter, M. E. (1985). Competitive Advantage. Free Press.
• Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99-120.
• Hill, C. W. L., & Jones, G. R. (2012). Strategic Management: An Integrated Approach. Houghton Mifflin.
• Ansoff, H. I. (1957). Strategies for Diversification. Harvard Business Review, 35(5), 113-124.
• Lieberman, M. B., & Montgomery, D. B. (1988). First-Mover Advantages. Strategic Management Journal, 9(1), 41-58.
• Brown, S. L., & Eisenhardt, K. M. (1998). Competing on the Edge. Harvard Business School Press.
• Schermerhorn, J. R. (2013). Management. Wiley.
• Grant, R. M. (2016). Contemporary Strategy Analysis. Wiley.
• Prahalad, C. K., & Hamel, G. (1990). The Core Competence of the Corporation. Harvard Business Review, 68(3), 79-91.