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

Identify and define the various types of strategic alternatives 

For a company to be successful they need a strategy to achieve its goals and a strategic alternative is a way in which a company maintains or increases its market share by adjusting how it goes about doing it. The strategic alternative is created to impact the entire company in a way to counteract the actions and retaliations of competitors (Abraham, 2012). The three types of strategic alternatives are obvious, creative, and unthinkable. The obvious alternative is one in which a simple deduction is made based on the current strategy such as using social media to reach out to consumers (Abraham, 2012). A creative alternative is a larger change that looks at a completely different way of looking at the current strategy (Abraham, 2012). An unthinkable alternative is a strategy that goes against the core values of the company, is considered radical, and would require intense scrutiny and buy0in before being put into place (Abraham, 2012).

Will bundling might help or harm the strategic motivation of the organization. What is the goal of strategic bundling?

The goal of strategic bundling is to address all a company’s problems and issues by taking the different strategic alternatives and grouping them together. Strategic bundles include the strategies, strategic intent, core competencies, programs, financing methods, and other parts that help clarify how the process will proceed (Abraham, 2012). Bundling could harm the organization by going against the grain and changing how the company does business. It could require restricting of the organization which can cause stress, force people to lose jobs, and in general, people do not like change. However, if bundles are executed effectively, they can increase the overall success of the company by increasing its revenue, earn a stronger place in its market, and grow which can lead to attracting and maintaining top talent.

Summarize the history of the organization. Define their current market position and market share. Describe what type of strategic alternative helped to facilitate their current market position. What strategic alternative might the organization use for future growth and improvement?

The Lenovo brand started as The New Technology Group Incorporated which was founded in 1984 in China (Lenovo, n.d.). In 1988 the name was changed to Legend Hong Kong and they became the personal computer market share leader in China (Lenovo, n.d.). In 2003, the Lenovo brand was born when the company expanded into the international marketplace (Lenovo, n.d.).  

Lenovo is the market leader in personal computers. In quarter four of 2020, Lenovo had 27.1% of the total personal computer market share compared to their closest competitor Hewlett Packard at 19.8% (Costello & Rimol, 2021). Lenovo’s acquisitions and shift from the Chinese market to a global market facilitated their current position. In 2005, shortly after going international Lenovo purchased IBM‘s Personal Computer Division and then in 2015 purchased Motorola (Nylander, 2016). Another acquisition that pushed Lenovo to a dominating position was its purchase of IBM’s x86 server business. This purchase immediately increased Lenovo’s server market share to 5% (Haranas, 2021). 

For Lenovo to continue to grow and improve they could look to they could begin making their own processors for their computers, smartphones, tablets, servers, and other personal electronic devices. This alternative could ultimately reduce the costs of purchasing processors from companies like Intel and expand them into another market.

Adam