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In any strategic planning there is an end and a means to achieving the end goal. Keeping the market satisfied is the key strategy in such a dilemma. In the first case where the market is already there and the company only wants to add new products to its marketers, this will give [url=http://www.fayatindia.com/giuseppe-zanotti.html]giuseppe zanotti pas cher[/url] the customers an opportunity to test new products from its trusted company. The only fallout will happen when the introduced product fails to impress the marketers and customers start crying of dissatisfaction and poor products. This is a big blow to the company that will require them to go back to the drawing board and [url=http://www.rtnagel.com/airjordan.php]nike air jordan pas cher[/url] restructure the product or do away with it altogether.
An example is Microsoft Corporation that introduced Windows 7. Marketers complained of complexities and incompatibility issues with this type of windows. Alternatively when the company decides to offer their current products to new market, certain factors [url=http://www.jeremyparendt.com/Hollister-b5.php]hollister france[/url] are considered. What if it fails to acquire the expected market? Customers are normally cautious with new products and new companies altogether and [url=http://www.shewyne.com/peutereyoutlet.html]peuterey outlet[/url] it will need a great marketing team to assure them of the new [url=http://www.tagverts.com/barbour.php]barbour online shop[/url] products and services. Introduction of new products to current market is preferable because there is no need to look for the market; it is already [url=http://www.rtnagel.com/louboutin.php]louboutin[/url] there. A well established company that has gained trust and stronghold of the market is able to deliver in this context. Take a look [url=http://www.sandvikfw.net/shopuk.php]hollister outlet sale[/url] at Apple Inc that continues to introduce new products to its swelling market. Why does it succeed in such? It has the trust of the market. Restructuring and divestiture strategies are involved in cases that face companies that discover that they have failed to achieve their sales and profit increase as it was expected and are contemplating changing its [url=http://www.osterblade.com]moncler outlet[/url] strategies and procedures or to completely overhaul the previous plans.
Restructuring and divestiture strategies involves a lot since the management team has to get down to the root cause of the problem and ensure that a department or individual owns up to the results (Michael, 2009). This can be seen as a blame owning. When building a plan, the future and the means are the main factors for [url=http://www.jeremyparendt.com/Hollister-b5.php]hollister[/url] consideration. When a strategic plan flops and fails to give the expected results, it only indicates that the plan was to fail. A plan should exhibit competition and innovation. A competitive strategy has the ability to rise to the occasion in a market full of competitive forces. Enforcing a superb marketing strategy will ensure good sales and profits. Poor products can cause plan to fail but, the marketing strategy should really count.
Scrapping the current plan and coming up with a new one will also be crucial. Suppose the new plan also fails despite fixing all the errors caused by the previous plan? Though a functional unit cannot continue running on failed plans, this might [url=http://www.jeremyparendt.com/Barbour-Paris.php]barbour france paris[/url] be the trend if careful planning is not done. A new plan will also involve finances being set aside meaning digging dipper into the business funds.
Scrapping of a plan and building a new one is not the solution if it fails to deliver as expected. The planning team should however once again go through the plan and see where the failure came from the plan should then be reviewed and a more detailed and aligned to the profit strategy, formulated. Just like mentioned earlier, the defining factor is the marketing strategy. All these are considered a recovery strategy, a way of getting [url=http://www.mnfruit.com/airjordan.php]jordan pas cher[/url] back to the game after a disappointment and should involve re-invention and focusing on the students.
There is an identical worth in many of the expertise and resources which promote cost leadership, differentiation and speed advantages. Different businesses achieve competitive advantage in cost leadership, differentiation and speed in the same or similar way(Andrews, 1980). A cost leadership advantage contains speed and differentiation elements. A speed advantage will undoubtedly encompass cost implications. Differentiation will customarily have speed, during delivery and distribution, and cost dependencies. Whenever a company concentrates on one source of competitive advantage, the other two remaining advantages are consequently developed. This is due to the correlation that exists between all the advantages.
Competitive advantage occurs when you are ahead [url=http://www.jeremyparendt.com/jimmy-choo.php]jimmy choo paris[/url] of your competitors in the market. This gives a company better opportunities to exploit. Concentrating on one source of competitive advantage may create imbalance that might bring very adverse effects to an enterprise. It may lead to laxity in the other two areas thus giving your rival a definite way of reclaiming the top sport. All the three operations should be well developed and managed if a company wants to steer forward and succeed. The weaknesses and threats should be geared towards strengths and opportunities in order to come up with skills and abilities the competitors cannot copy. It will also involve linking with the customers to gain their complete trust (Michael, 2009).
References
Andrews, Kenneth (1980). The Concept of Corporate Strategy, 2nd Edition. Dow-Jones Irwin. Denise, L.W (2008). Strategic Management for senior leaders: A handbook for implementation. Mintzberg, Henry (1994).

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