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thinking strategically, grand strategies and creating a strategic roadmap
(MBA-580). Three Simulations Thinking Strategically The ...
... Thinking Strategically “Strategy, in business, is the combination of ... Quadrant IV
of the Grand Strategy Clusters ... align an organization’s strategies with its ...
... References Creating a Strategic Road Map Simulation. University of Phoenix. 2006.
Developing Grand Strategies Simulation. ... Thinking Strategically Simulation. ...
... The first simulation, “Thinking Strategically”, highlights the ... simulation, “Developing
Grand Strategies”, challenged ... third simulation, “Creating a ...
... the Grand Strategy Clusters matrix of 15 Grand Strategies based on ... Examining the
possibilities and formulating strategies to meet the ... Thinking Strategically. ...
Submitted by sandaoo on February 7, 2008
Category: Business
Words: 1729 | Pages: 7
Views: 1140
Popularity Rank: 4,249
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Three Simulations
Thinking Strategically
The 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.
BJ’s Prosports (BJ’s) 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 BJ’s 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 BJ’s.
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