Can someone do my Week 3 Assignment in Strategic Planning for Organizations?
Identify and define the various types of strategic alternatives and how the process of bundling might help or harm the strategic motivation of the organization.
According to Abraham (2012), “A strategic alternative is one of many routes a company might take to gain market advantage, realize its goals, or, decide where it might go and what it might accomplish” (Sec 6.2). There are three main types of strategic alternatives: obvious alternatives, creative alternatives, and unthinkable alternatives (Abraham, 2012).
Obvious strategic alternatives include marketing what the company is currently planning (Abraham, 2012). Company’s usually display this type of strategy through the assistance of social media because of the large populace they can reach.
Creative strategic alternatives take different approaches to the traditional strategies. These types of alternatives are a way of thinking outside of the box to reach a large audience or a way of conducting business (Abraham, 2012).
Unthinkable strategic alternatives take radical steps away from the original vision of an organization. Although these alternatives have a chance of having a positive outcome, it goes against what a company stands for, making it unthinkable (Lyles, 1994).
Bundling these alternatives could go both ways. It could harm the strategic motivation of an organization because of the distinct nature of each alternative. They are separated into three main categories for a reason, and once they start to blend or “bundle,” the primary intent of each one is now compromised. Contrary though, if done correctly, an organization could benefit by bundling based solely on the fact that they can reach different audiences, expand revenue and market placement.
What is the goal of strategic bundling?
Strategic bundling aims to combine multiple strategic alternatives and use them to benefit an organization’s goals or visions (Abraham, 2012). By doing so, an organization is at an advantage by utilizing factors from each alternative to assist them in reaching an objective.
Research the technology company Lenovo. Summarize the history of the organization. Define their current market position and market share.
Lenovo is an international tech company that produces and sells hardware and software (Lenovo, n.d.) Lenovo was founded in 1984 in China. A few years later, the business opened in Hong Kong and became China’s leading PC company within eight years (Lenovo, n.d.). In 2010, the company entered the smartphone market and increased its portfolio. By 2013, they were the third-ranked smartphone company (Lenovo, 2012).
Today, the company is ranked 266 on the Fortune 500 list and is the world’s largest PC vendor (Lenovo, n.d.). Lenovo has expanded its portfolio and now includes workstations, servers, storage solutions, IT software, smart TVs, tablets, smartphones, and apps (Lenovo, 2012). Additionally, Lenovo holds over 24 percent of the market share in the personal computer market (Cameron, 2020).
Describe what type of strategic alternative helped to facilitate their current market position.
The strategic alternative that helped facilitate Lenovo in their current market position was the obvious alternative. They continue to thrive in the PC and tech realm. Lenovo has benefited from its expertise and will continue to do so utilize this alternative.
What strategic alternative might the organization use for future growth and improvement?
A strategic alternative that might expand future growth and improvement for Lenovo would be the Creative approach. If they could find a way to think outside the box and develop or sell something that no other company is right now, they could project to see massive revenue gains and even an increase in market shares.