Could you please contribute to the “Can Your Strategy Be Implemented? Strategic Leadership Skills” section it would be greatly appreciated. Please provide 2 paragraphs explaining that we will be able to implement our strategy thanks to our managerial talent. I have provided the concept of the paper below:
Can Your Strategy Be Implemented? Strategic Leadership Skills
We are confident our strategy can be implemented, as Company B has the primary managerial resources that facilitate strategy execution. These primary resources include managerial talent and interest. Time is also a critical component to strategy implementation, which we unfortunately do not have much of. As mentioned earlier, the finite life of the business endeavor has resulted in unforeseen difficulties. Regardless, our managerial talent and interest in our strategy will allow us to implement it. Furthermore, our firm has the strategic leadership and implementation levers that will allow proper implementation.
Arenas, Differentiators, and Economic Logic
Our company combines the first three facets of the Strategy Diamond Tool as they represent the hallmark of our organizational strategy. Our company seeks to match market needs and opportunities in the vehicle manufacturing industry (shown in the arenas) with its unique features of high-quality and reliability (shown as its differentiators) to ensure that we get to our target market. It also seeks to expand our footprint through repeat customers, referrals and investor goodwill (hence our economic logic). We emphasize our performance based on its financial, social and environmental impacts that our products and services will have. More specifically, regarding arenas, our strategy clearly identifies our geographic and product market areas. Our geographic market is situated in a location where we are likely to make use of efficient infrastructure to easily reach our consumers.
The strategy diamond will allow us to integrate innovations into the vehicle manufacturing industry. The strategy is conceptualized as a proven business model aligning with industry strategies, techniques and proprietary concepts designed to target the automotive markets, increase growth of vehicles, streamline and solidify process and performance speed while enhancing strategic change and financial deliverables. The automotive manufacturing industry provides our arena with encompassing decisions that affect external environment such as product, services, geographic markets and distribution channels. Arenas have also identify value chain activities within value creation stages that we may either insourced or outsourced. For instance, we may outsource product developments until we acquire new developmental processes for a specified manufacturing process.
The infrastructure also gives us the opportunity to attain our quality and reliability goals more cost-effectively. Our product-market is also explicitly identified as vehicle manufacturing, and this helps us in acquiring factors of production that are appropriate for this product market. Beyond this, we strive to make use of our tangible and intangible assets to differentiate ourselves from the rest of the industry. Such physical structures as energy-efficient housing, quality equipment, and high-tech automobiles will enhance our image among our customers (Witt, 2013). We would also make use of copyrights for specific software in our products, company logo, and goodwill to gain a competitive edge (Walker Sands Communications, 2016). We are going to achieve this through our integrated marketing communication tools in the communication strategy. Finally, on economic logic, we seek to create more financial benefits so that we fund both environmental and social causes we seek to pursue as well as maintain a stream of investors (Kuntz, 2014). This is why we seek to create goodwill for Company B.
We are considering two critical factors in selecting differentiators that seek to answer key differentiators as well as identifying and executing successful differentiators. We plan on creating, developing and implementing differentiators that maximize productivity with customer satisfaction. To accomplish this monumental task, strategies associated with differentiation and low cost as methods as our premier strategy, successfully integrate and position our business within the marketplace and produce inexpensive to high-end vehicles equipped with high-quality features. To effectively achieve this approach, our business model will encompass lower costs pricing consistent with customers perceptions of quality produced vehicles and to improve quality to justify automotive manufacturing pricing. Strategies also include lowering cost through manufacturing scopes encompassing autonomous applications leading to the reduction of human related errors allowing us to deliver unmatchable products with proprietary features resulting in repeat customer satisfactions (Economic Logic). The vehicle produced with be using quality processes with high quality material increasing brand value, thus, sustaining business and market and customer reliability.
Products services will also accompany manufactured products. Automotive buyers will be furnished extended warranties with the purchase of our vehicles. Extended warranties will cover all technological system requiring electric circuitry connections, the first 350,000 miles of limited coverage and one year full coverage insurance with 2 months of uninsured motorist. These service association will create an external protective program complementing the purchase of our high tech high touch quality vehicles (Differentiator).
Economic logic that we are deploying is design to maximize profitability. The organizations business plans are foundationally developed with industry standards along with innovative proprietary concepts and strategy to align for mutual reinforcements of high performance correlated with customer satisfaction and quality of vehicle productions in a mutually exclusive manufacturing process. We intended on accomplishing our economic logic by targeting quality as our foundational structure to ensure repeat customers, increase referrals and establish industry relations with investor goodwill
Vehicles
The first three facets of the strategy tool help the company to address issues within its external and internal environment as well as giving the opportunity to address the issue of company fit with its market niche. The fourth facet is the vehicle which arguments our arenas and differentiators above to communicate the direction that our strategy is taking to achieve the set goals and objectives (Ireland, Hoskisson, & Hitt, 2007). We put emphasis on quality and reliability, and thus we focus efforts on these. To realize quality, we have vowed to make use of advanced technologies in production to achieve almost zero tolerance for errors that may impact product image (Wiedmann et al., 2012). Quality assurance is an issue that is at the pinnacle of our production process, and we empower our highly trained employees to help streamline processes towards achieving this unique quality. That is to say; we engage our employees in empowerment programs such as simulated training and onboarding on an on-going basis to sharpen and align their skills with our skill needs. We highly believe that a great vehicle towards realizing the quality and consequently reliability of our products depends much on the kind of team we have and the quality tools we provide them with to achieve our product and service level goals.
Participating in targeted arenas, entering international markets coupled with investments in research and development (R&D), our strategic approach to product manufacturing and vehicle deliverance will also streamline operational accomplishments of enhancing organizational reputability while introducing quality products for market introduction. The concept driving this perspectives are deriving from innovative developments in project management utilizing autonomies technologies as a proactive method of sustaining our manufacturing process, therefore, increasing our product life cycle within the automotive industry, surpassing quality controls and delivering value with safety as a cost effective market price.
Staging and Pacing
These fifth and sixth facets of the Strategy Diamond Tool helps in timing and sequencing our strategic moves. Actually, through staging, we focus on how well we can plan the staging our company manufacturing centers across the United States without compromising convenience in managing the various outlets. That is to say; our strategy simply ensures that we make use of the opportunities provided by efficient transport infrastructure between our various company manufacturing locations to allow high flexibility in management. Our managers then take advantage of this to ensure that they can reach every center within the shortest time possible. Otherwise, our strategy will seek to locate our centers among cities that are highly connected with efficient road and airline transport as well as reliable communication systems.
We strategically developed a viable marketing plan to expand our footprint into markets of opportunity, and, to accomplish this task, we plan on staging our international operations for introducing manufactured vehicles. As our presence continues to grow within the vehicle market (Arena), we can that consider challenges of operations to further our marketing strategies.
Conclusion
By utilizing the diamond standards within our business structuring, we believe that our organization has the ability to become an effective competitor within the automotive arena. Through our business structuring and plan conceptions, we also believe that our product will generate consumer interest through effective marketing and advertising campaigns and produce customer based loyalty. We are aware that the automotive industry is highly competitive and represents some of the world’s finest development utilizing innovations and technologies, however, our proprietary concepts in manufacturing will ensure that our vehicles quality is well represented through our business structuring and organizational models, disabling our organization’s mission and solidifying our values for customer goals.
References
Ireland, R. D., Hoskisson, R. E., & Hitt, M. A. (2007). Understanding business strategy: Concepts and cases. Mason, OH: Thomson South-Western.
Kuntz, B. (2014). Organic vs. Inorganic: Which Way To Grow? Retrieved October 21, 2016, from http://www.forbes.com/sites/ey/2014/01/14/organic-…
Walker Sands Communications (2016). How to Build Strong Brand Image. Retrieved on October 22, 2016 http://www.walkersands.com/How-To-Build-A-Strong-B….
Weidmann, K., Hennigs, N., Schmidt, S., and Wuestfold, T. (2012). Drivers and Outcomes of Brand Heritage: Consumers’ Perceptions of Heritage Brands in the Automotive Industry. Journal of Marketing Theory and Practice. 19(2)
Witt, C. (2013). Compete on Differentiators: Not on Price or Quality. Witt: Communication Matters. Retrieved on October 21, 2016 from http://christopherwitt.com/compete-on-differentiat….
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