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BU 4040 NEC Amazon Is Doing More than Enough in The Supply Industry Discussion
BU 4040 NEC Amazon Is Doing More than Enough in The Supply Industry Discussion
Discussion 1 peer responses.Respectfully respond to these students posts about how does strategy formation differ from a small vs. a large organization? How does it differ from a for-profit vs a nonprofit? Use 200 words when answering to each student. Start off by saying “Hello(name)”.MarieStrategy formation is important for all kinds of organizations, irrespective of their size. However, the approaches of strategy formation differ between large and small organization. This difference in strategy formation between large and small organizations depends heavily on the core factor of strategic planning, which is the business environment. Large businesses approach strategy formation with more focus on the external environment because it already has developed strengths and efficiencies necessary to run its internal environment. Large businesses have well-established internal business environment, through acquiring the best experts to manage its various departments and leveraging internal resources with great efficiency to overcome the challenges that would come about in the external environment. Additionally, large organizations have better control over the internal controllable environment than the external unpredictable and uncontrollable environment. Small organizations, on the other hand, approach strategy formation with more focus on the internal environment factors. The small organization focuses its strategy formation practices on the internal environment because it is yet to develop sufficient competencies and is likely to collapse due to extreme pressure from the external unpredictable environment. More specifically, small organizations have limited risk management competencies compared to larger organizations, because they lack sufficient internal resources and expertise that can handle the ultimate effect of uncertainties both in the external and internal environment. Small organizations risk collapsing if they do not focus their strategy formation in strengthening internal departments, functions, and processes, and it would bring about a situation where the firm would be shooting without proper aiming. A profit organization would engage strategy formation with more focus on activities that would generate the highest amount of income possible for the organization. A non-profit organization would engage in strategy formation with more focus on activities aligned to its goals that may not entirely generate high levels of income, but high levels of goal achievement.JennyThere are a few ways strategy formation differs for a small versus a large organization. For one, with small firms, the process is usually more informal. This is due to its size and limited resources compared to a large organization. In addition to this, in a large firm, there are four levels of strategy making: corporate, divisional, functional, and operational. On the other hand, in a small firm, there are only three levels: company, functional, and operational (David et al., 2020). As a result, a large organization requires coordination of resources and communication amongst more levels and people to accomplish their objectives. Strategy formation for a large organization is more complex and the process may stretch over a longer period of time.The first difference between a for-profit and a nonprofit organization is the existence of shareholders. When formulating and implementing strategies, for-profit companies need to take into consideration what will return dividends to shareholders. In some cases, shareholders may also be investors that have lent money to the organization. Therefore, for-profit companies might rely on additional funding from investors to move forward with a strategy. However, with nonprofit organizations, their focus is to have enough money to fulfill their purpose and continue operations. Furthermore, for a for-profit company the people who are involved in strategy making are part of the organization while for a nonprofit company the people involved include employees and volunteers. For the latter, strategy formation can be more challenging since with employees their main priority is the organization but with volunteers, they may have other obligations outside which means less time to contribute.ReferenceDavid, F. R., David, F. R., & David, M. E. (2020). Strategic management: A competitive advantage approach (17th ed.). Pearson Education, Inc.Discussion 2 peer responses.Respectfully respond to these students who answered the question: Could a firm simultaneously pursue focus, differentiation, and cost leadership? Should a firm do this? Why or why not? use 200 words when answering to each student.ElizabethWhen a firm may be able to pursue cost leadership and differentiation simultaneouslyEach of these are mutually exclusive and a firm needs to choose which one it would like to pursue, however it has been conceded that under certain circumstances it may be possible by Porter he also outlines only three conditions which a firm may be able to achieve cost leadership and differentiation simultaneously. In a situation where the competition is inefficient including where a particular firm is so far advanced from its competitors or the competitors are ineffective, so that it has not made the choice yet between leadership or differentiation. Also, in a situation where a firm is pioneering a successful major technological innovation. A significant technological innovation can open such a gap between a firm’s performance and that of its competitors, that both cost leadership and differentiation can be pursued concurrently. In a situation where cost is strongly affected by structural interrelationships or the possibility of sharing between industries exists. If it is correctly positioned a company can reduce the cost of differentiation through a sharing of the cost of by exploiting important relationships. JennyA firm could simultaneously pursue focus, differentiation, and cost leadership. However, for many organizations, if not most, implementing all three is not the best option and in some cases actually hurts the business. Aiming for every aspect is complex and more difficult than various companies can carry out. Cost leadership entails keeping costs down and offering low prices to consumers but at the same time differentiation involves providing something unique and in order to do that it more often means raising specific costs and prices. Also, the process may require more resources, such as funds, employees, or technology, which organizations are limited on. Furthermore, companies need to take into consideration of the products and services that they offer. With Porter’s focus strategy, firms concentrate on a niche market. However, there are certain products and services where organizations may realize greater profitability catering to a broad target market rather than focusing on a narrow target market. For example, a company that sells toothbrushes and toothpaste. Since these are products many people in the world use, it might be beneficial to market to a broad audience. Finally, firms should look at what their consumers’ interests are. If an organization offers a luxury product or service then customers might not be concerned so much about price but more on the quality. Therefore, cost leadership may not produce an advantage for the company. On the other hand, if another organization provides everyday products and services their customers might not be concerned about them being unique but rather if it is affordable. While pursuing focus, differentiation, and cost leadership could allow firms to obtain the benefits of each strategy, ultimately for many, the optimal course of action would be to concentrate on one.Draft Statement of Preliminary FindingsAssume you are a strategic consultant for the firm you chose as your case. Create a draft statement of your preliminary findings to the board of directors that summarizes your long-term strategic action, if any. You will have the opportunity to change this strategy as you conclude your final case work. But for now, the board wants to know what your thinking is so far. Add to the Discussion Board.Peer Review a minimum of two projects Post a peer review on the discussion board to at least two classmates regarding their assignment post, adding value to their work or offering recommendations.*The case I choose is attached below and once again use 200 words when responding to each student. use 300 words when writing the draft statement.MarieStrategic planning can be designed for long term objectives of Gap. INC. company. This post will be made for the framework that can be made for the company. This discussion will go to the board members for final decision. In this pandemic situation outsourcing has reduced a lot and due to that the company is facing huge problem (Teixeira & Junior, 2019). Long-term strategic planning will be helpful to make the framework suitable for the organization. Strategic framework is beneficial to evaluate the current situation and according to that intervention will be implemented in the business. The strategies must have included with all the components that will solve the problems as well as it will be beneficial for making decisions for Gap. INC. company. Gap. INC. company should have taken review from the employees who are working for the organization. By analyzing the entire situation, executive can do necessary changes and make the planner according to the change (Xie et al., 2018). Strategic planning will increase critical thinking within the employees who are associated with the project. The management and employees can have a discussion regarding strategic planning and decision can be made after that.ReferenceTeixeira, G. F. G., & Junior, O. C. (2019). How to make strategic planning for corporate sustainability?. Journal of Cleaner Production, 230, 1421-1431. Xie, F., Liu, C., Li, S., Lin, Z., & Huang, Y. (2018). Long-term strategic planning of inter-city fast charging infrastructure for battery electric vehicles. Transportation Research Part E: Logistics and Transportation Review, 109, 261-276. JennyDear board of directors,As the strategic consultant for Spirit Airlines, Inc., I would like to bring to your attention findings that will be of interest in regards to the company’s long-term strategic action moving forward.In the last several years the company has expanded to new routes and destinations and plans on continuing to do so. Accordingly, it would be beneficial for Spirit to adopt a market penetration strategy. Since the organization’s target market is price-conscious leisure travelers, it will be essential to increase advertising expenditures and publicity efforts to reach consumers. Secondly, the company should look into new training programs for employees. For a number of years now Spirit has been one of the top airlines in the industry when it comes to receiving customer complaints. To address some of these complaints, training programs should place focus on providing better customer service and more communication. Lastly, I suggest the organization consider the possibility of forming a strategic alliance with a foreign carrier for international flights. Spirit can contribute their technology while the foreign firm can provide opportunities to gain local management in their country. While these proposals may seem to conflict with the company’s well-established strategy of cost leadership, spending more in the short term will help the organization save money and cut costs in the long term during its expansion internationally.