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Strategic Management Leadership and Competitive Strategy
Management Strategic Leadership and Competitive Strategy
Strategic Leadership and Innovation at Apple Inc.
Describe two factors you think Apple should consider as the company develops long-term strategy for growth.
While developing its long-term growth strategy, Apple should consider these two factors, its competitive position and technological leadership.
How well a company is able to differentiate the products or services it is offering and how it can create value for its market is referred to as competitive positioning. Due to product imitation by other companies who are trying to duplicate the key competencies of Apple, the company should come up with a long-term strategy that would counter this imitation and ensure the company remains competitive. The following should be defined in its strategy customer segments, market profile, value proposition, competitive strategy, and positioning strategy.
In the market that Apple competes, it has demonstrated that it is the technological leader. The...
The customers will be more loyal as they can rely on the company to provide products that ahead of the market.
If Apple were to build a balanced scorecard, what two objectives do you think should be included in the learning and growth perspective?
The two objectives that Apple should include in its balanced score card are corporate culture and employee skills or talents. Apple hires only the best talent. These employees are talented, they have a passion for what they do, and they are excellent. Apple employees work for long hours and they pursue perfection relentlessly. The employees are also proud of working at Apple and this stems from the company's corporate culture which fosters innovation and superiority against competitors.
The corporate culture at Apple is about perfectionism and intense work but all this is in a casual work environment. A culture that encourages employees to think out of the box and experiment with different ideas…
Making the company's large stores feel homier is PetSmart's competitive strategy. The company has achieved this by reducing the size of their stores, and changing the shelves stocking layout from the warehouse format that was not working for the company. These changes plus the addition of other services, which their competitor was not providing gave the company a competitive advantage. As postulated in the case study, these additional services would generate $450 million of sales, which would represent 10% of PetSmart's $4.5 billion total. Since the strategy was developed in 2000 this figure would represent a 26% increment in annual growth. These value adding services provide the pet owners an opportunity to visit the stores, and this boosts the stores sales, as the owners will buy other products.
How does Petco compete with PetSmart and other pet food stores, and how does the company's competitive strategy relate to its internal analysis? Give an example from the case.
To remain competitive in the market, Petco has adopted a different strategy than the one adopted by PetSmart. Petco not only caters for cats, and dogs, but it has included products for other animals. The company also holds events in its stores, where it has competitions, and useful demonstrations for the pet owners. The case study shows that, Petco recently in its 200 stores had a Reptile Rendezvous event. During this event, there were demonstrations like new clay which owners of reptiles can use to mound caves and hills. Petco stores are relatively small, thus they cannot provide overnight stays, but they do have a day care in some locations. The company is also privately owned and this would make it difficult to make radical changes in the stores.
Net, 2006). The power of buyers is the impact that customers have on an industry. In general, when buyer power is strong, there exists a market in which there are many suppliers and one buyer. Under such market conditions, the buyer sets the price. Buyers are strong if there are a few buyers that take up the entire market share, and are weak if the product producer can take over
Strategic leadership influence culture organization eventually organization succeed fail. Show examples Air Asia, Apple Enron (Failure). I limit references subject matter Edgar Schein's theories culture organization business management authors. The influence of strategic leadership on organizational culture and the ultimate success or failure of the organization The focus on strategic leadership and organizational culture has been increasing exponentially throughout the past recent years, in both the academic community, as well as among
Strategic Leadership and Management The link between Strategic Direction and Leadership Leadership can be described as "a process in which a number of people work together for a common task. It also covers accomplishment and eventually getting the task done." Chemers M. (1997) has defined the strategic direction (henceforth referred to as strategic management) as the process whereby one can "identify the needs and wants of an organization and achieving that particular goal
Strategic positioning is the positioning of an organization (unit) in the future, while taking into account the volatile environment, plus the systematic recognition of that positioning. The strategic positioning of an organization includes the planning of the desired future position of the organization. On the basis of present and foreseeable progress, and the making of plans to realize that positioning. The strategic positioning method is devised from the business world. The method
Indeed, the control function will create a feedback mechanism that will allow the leader or manager (at all levels of the organization) to be constantly informed as to the way that benchmarks are reached, as well as to any potential problems that might appear along the way. This means that the control function is the first phase in actually correcting the potential errors that might appear in the organization. In
Therefore, the leaders job become to endorse new strategy and provide resources for the implementation (Boal, 2000). Second, most business strategies fail not because the strategy is inherently flawed, but because the strategy is not properly aligned with the organization's leadership or culture. Therefore, the key tasks of leaders are to create a sense of urgency and ensure that corporate strategy is aligned with the culture of the organization. In this