Can someone do my Week 3 Assignment in Strategic Planning for Organizations?

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Identify and define types of strategic alternatives

“A strategic alternative is one of several ways by which a firm might compete in a marketplace, achieve its vision, or, if no vision has been articulated, decide where it might go and what it might achieve” (Abraham, 2012, Section 6.2). Strategic alternatives are initiated through the whole organization. Alternatives must be strategic throughout due to actions and retaliation of their competitors. The organization develops the alternatives for a greater chance of achieving their selected goals. It addresses issues of central importance to the organization, having uncertain outcomes, and requiring resources to develop before any action can be taken (Lyles, 1994). Obvious, creative, and unthinkable are three types of strategic alternatives. Obvious alternatives could be the use of social media to market the product and company. Creative alternatives take a path that does not already exist. It is outside the box that eliminates assumptions that underline the current strategy. Unthinkable alternatives are radical holistic mindset changes within the organization. When the military finally allows gay individuals to join was a radical change and an example of an unthinkable alternative.

Process of strategic bundling and how it affects the motivation of organization

A strategic bundle comprises strategies, intent, core competencies, finances, and scope that clarify a future course of action. Strategic intent is increasing its market share or maintaining the #1 spot in the market. The key is the strategy, and strategic intent must align. Next is to bundle the programs such as product development, market expansion, acquisition, turnaround, diversification, and differentiation. The bundle needs to include programs that are already being incorporated within the company. Finally, funding is required. Organizations can derive funds through cash, debt, or getting an investor, or issuing new stock. “Increasing market share usually requires strategic funds, while maintaining market share needs only baseline funds” (Abraham, 2012, Section 6.4).  These bundles are staged to become new business models for the organization. When strategic bundling is utilized wisely, it increases the motivation because of the boosted market share and position. 

History of Lenovo

Engineers founded Lenovo out of China. Lenovo was established in 2003 after Legend announced its expansion into the overseas market. In 2004, Lenovo acquired IBM’s Personal Computing Division and became an Olympic worldwide partner in which Lenovo designed the Olympic Torch. In 2008, Lenovo entered the worldwide consumer PC market with its ThinkPad X300. In 2009, it was chosen as senior technology sponsor for World Expo 2010. Lenovo introduced the first smartphone in 2010 and formed Mobile Internet Digital Home in 2011 to get after tablets, smart TVs, and smartphones. Also, it started a joint venture which created Japan’s largest PC company. In 2012, it acquired a cloud computing business named Soneware while becoming the world’s #1 PC company 2012 (Lenovo, n.d., Section 2012).

Lenovo Current market position and share

Lenovo serves customers in 180 markets around the world. In 2019, it was named a Fortune Global 500 company in which it made 50 billion dollars. Lenovo is now one out of every four personal computers sold worldwide. “Lenovo is the world’s top maker of personal computers with over 24 percent of global sales” (Cameron, 2020, para 5). Additionally, Lenovo is third in market share in the United States behind Dell and HP. Finally, Lenovo continued to acquire businesses to increase its strategic advantage.

Lenovo’s strategic alternative for current market position and future growth

The strategic alternative that catapulted the company was the acquisition of IBM and the marketing through Olympics and World Expo. Next, it altered the strategic vision by entering the digital home products. Finally, its newest adventure collaborates with Google to develop the world’s first mobile device with 3D motion tracking and depth-sensing (Lenovo, n.d.). Lenovo has been able to bundle products and services seamlessly into the organization. It combines its two technology companies to become one innovation leader.