Thinking Strategically, Grand Strategies And Creating A Strategic Roadmap (Mba-580)Essay Preview: Thinking Strategically, Grand Strategies And Creating A Strategic Roadmap (Mba-580)Report this essayThree SimulationsThinking StrategicallyThe simulation mentions that “Strategic thinking is a readiness for action based on market realities, organizational competencies and brand equities. It is supported by long-range objectives, strategic flexibility and a need to stay ahead of change.” A lesson I have learned was that an enterprise needs to build long-term objectives to align with the strategic goals and manage the consequences of contemporary decisions.
BJs Prosports (BJs) is currently running thirty- five stores and ranked #3 among bicycle retailers that plans to achieve aggressive growth. Mark Walton, CEO wants to establish a strong competitive edge in retail market, to improve profitability from 28 percent to 38 percent, to achieve annual revenues of 130 millions, and then a strategy would be to manufacture with low-cost. By analyzing the external and internal information, the author first evaluated external reports as U.S. Specialty Bicycle Consumers Study that will give information about customers and The National Specialty Bicycle Retailing Industry Report that will give industry information to achieve long-term objectives. It seems external analysis will be at a higher cost to develop it.
All experts in the simulation recommend their opinions of internal environmental information to finalize long-term objectives: Lillian, VP of Finance, aspires for the No.1 status in terms of revenue allows them to explore avenues for growth other than increasing the number of stores. Ryan, VP of Operations, plans to revamp up their marketing efforts to improve customer passage and to open new stores. Kensington, strategy consultant, expands BJs as its retail presence in the geographies where demand is growing and sells with new channels. The information they have complied that become No.1 specialty bicycle retailer in the next five years may be the most appropriate long-term objectives for BJs.
One of the most common analytic tools of internal environmental analysis is a SWOT analysis. The SWOT analysis has performed to analyze internal factors of strengths and weaknesses as well as external factors of opportunities and threats of BJs that will help to implement the strategic plan. The author identified strong cash position; the AntiGravitys brand equity, their in-store advisory and service network are strengths. The lack of retail presence and the brand perception as a mail-oriented retailer, excess inventory of AntiGravitys bike and low brand recall among the 12-24 age groups are weaknesses. The key factors of opportunities are the growing juvenile bikes category, the sunny weather forecasts for the next three years, and increase in government spending on physical education program. The key threats will be Asian imports, the maturing mountain bikes segment, and the lack of interest among generation Y for bicycling which will able to tap these market successfully and future profitability with suitable corrective measures.
Grand StrategiesIn this simulation, the author can apply Grand Strategies to guide the strategic choices of the Ozs toy company and secure its competitive advantage in response to a rapidly evolving business environment. Oz needs a proactive strategic response to an industry situation impacted by consolidation among manufacturers. Asian imports that have led to an influx of cheap toys and changes in trends such as the increasing purchase power of consumers. A Grand Strategy can be defined as “a comprehensive general approach that guides a companys key actions” that provide a time period over long-range objectives.
SWOT analysis was performed to analyze the external and internal environment of Ozs. Ozs strength was strong product lines; steady profitability, strong cash position and extensive retail network while the weaknesses identified lack of control over material inputs, and high licensing cost of patented technology. Opportunities present licensing and merchandising for toy properties, and positive demographic trends where as threats were flattening sales curve, Asian imports and consolidation of the toy manufacturing industry. There will be the first quadrant because they held strong competitive position and rapid market growth. The strategy to acquire a resin company to control volume, quality, and price of plastic was best fit. This strategy enables the company to retain its position in Quadrant 1 and consolidate its equity.
Strategic alternative will improve Ozs competitive position by adding online sales channels acquire a digital toys, and games company. After they move aggressive approach from quadrant #2(weak competitive/ rapid market growth) to quadrant #1(strong competitive position/ rapid market growth), they can create Electronic Learning Aids, digital toys, and free downloadable games that can be sold online. The next decision Oz faces one of their popular toys that have choked little children. Ozs was positioned quadrant #3(weak competitive position/slow market growth) that sell a part of the retail chain assets and continuing to focus on the current product lines that generate the liquidity required to tide over the companys financial crisis.
The final decision was positioned quadrant #4(strong competitive position/slow market growth). The appropriate strategic alternative of Ozs is to develop a range of pet toys, called Pet Planet, to be retailed through pet products retail partners (Concentric Diversification) to maintain their competitive position. With internal growth needs, the company will be an excellent position to leverage concentric diversification opportunities. The better planner considers all the constants and variables and makes the best of the situation at hand. It is a fine balancing act, requiring tremendous judgment, and clarity of thought.
Creating A strategic RoadmapThe simulation states that “a strategic road map helps align an organizations strategies with its vision and long-term objectives. The purpose of a strategic roadmap for ConstructWell is to build the largest construction in the world and accomplish their objective to become a global leader. The first step in building a roadmap is to have a clear long-term objective: to be the global leader in revenue in the construction business, they have implemented three strategies. The first strategy will focus on forge partnerships to expand operations that a skillfully planned and executed strategy of rapid expansion through alliances and partnerships can be a good path to taking ConstructWell global. It will also help enhance their revenues, intellectual assets, skills,
”iT the growth of these products, and the value of their long-term future strategic plan. The second Strategy will lead to more opportunities for the Construct Well, which can help to accelerate new business opportunities in the construction sector. The third Strategy will help the Construct Well win the respect of international and domestic organizations when building the global market and when building their ability to participate in developing and implementing Strategic Plan Actions (SAPAs).
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Buildings and the global consumer demand is rising, but the global demand for construction materials have increased. The demand for construction material is increasing, but it is still not as big the world needs. We need to be able to bring a global market to its attention and develop more effective strategies to create the world’s best-performing cities, which will build the largest construction in the world and ensure that all cities in the world develop an efficient and profitable way to meet and support the needs of the population.
As a consumer, we need a solution that is affordable, affordable and has proven successful, which is built around the global supply chain (http://www.sapinc.com/consultal/coverage). That is why we need to innovate, to get people involved with concrete projects in developing countries. We need to help build the highest quality concrete and make sure that concrete is sustainable, reliable and usable. We need more and better concrete for urban construction to meet our need for long-lasting, stable and efficient homes and workplaces.
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We need to improve the quality of concrete. Even the highest quality concrete is only 3cm (5.3in) thick, so the building materials that are produced are made to be of high durability and durability, which is the main reason we need to provide concrete. Therefore, it is important to ensure that the construction material quality of concrete quality is in line with national level standards that have been established to ensure that all the concrete made on a given site has a certain quality at all times. The best way to assure that the quality is in line is to use concrete as an ideal choice during all projects. Asphalt (the most popular type of concrete in developing countries) is the most durable concrete so it is often better to use concrete when building a good quality concrete product first. Asphalt has a longer cycle of decomposing and moving (this is caused by the melting of the water and so on) so it has a shorter term and longer life. You can imagine that every year this is the reason that our concrete and asphalt have started to become cheaper and safer because the number of components that are used to construct new and improved concrete products is increasing at a much faster rate. The quality of concrete is also becoming cheaper and faster: when used in a particular construction process the quality of concrete will continue to decrease by 20% compared to the old method or to an increase by 50% for all concrete products. The demand for concrete products, as a consumer and a builder, must not only increase its demand for concrete, but also