1) and interdepartmental bickering are often symptoms of

1)     Purposebased-marketing are important and relevant for the organizations. Purpose-basedmarketing is basically about the consumers on the values and beliefs of acompany. Consumers are purchasing a product because of the company’s corevalues and image. If the company can’t communicate its core values accuratelyand have bad image or reputation, then there is no incentive for a consumer topurchase a product that produce by the company. Customers tend to support andrecommend brands that have a purpose, memory and meaning to them. Besides, italso increases positive thoughts about the brand and encourages them to buythat brand than another brand.

Brand value is important to the customers. Itcan build relationship with the customer and make them be loyal with that brand. 2)     There are threemajor Research & Development approaches for implementing strategies. Thefirst strategy is to be the first mover in new technological products. Thesecond one is to be an innovative imitator of successful products, thusminimizing risks and costs of start-up. The third strategy is to be a low-costproducer by mass producing product similar to but less expensive than productrecently produce. As a new product is accepted by customers, price becomeincreasingly important in the buying decision. As an owner of a small software company, I would prefer third approachwhich is to be a low-cost producer by mass producing product similar.

Firstreason is use a mass media as a selling strategy to sell and market theproduct. With the technological era, consumer are prefer to find and purchase theproducts or services. Use mass media is the best strategy to introduce theproduct and market the new product. Second is low cost in Research &Development. This strategies requires substantial investment in plant andequipment.

But in term of Research & Development the expenditure is lowerthan other strategies. Last is the price of the product. Price is importance interm to sell the product. To compete with other competitor we need to sell theproduct with a good price. In term to attract the customer, I will set theprice under the competitor price.  3)     There are fourof Rumelt ‘s Criteria for evaluating strategies. First is consistency. Goal andpolicies should be consistent with the strategy.

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The strategy should notpresent inconsistent goals and policies. Organizational conflict andinterdepartmental bickering are often symptoms of managerial disorder, butthese problem may also be sign of strategic inconsistency. Second isconsonance. Consonance refer to the need for strategists to examine sets oftrend, as well as individual trends in evaluating strategies. A strategy shouldpresent an adaptive response to the external environment and to the criticalchanges occurring within it. Third is feasibility. It is about ensure that thestrategy is doable within the capability of organization.

A strategy mustneither overtax available resources nor create unsolvable sub problems.  Lastly is advantage. A strategy must providefor the creation and maintenance of a competitive advantage in selected area ofactivity.

Competitive advantages normally are the result of superiority in oneof three areas which are resources, skills and position.  4)     Resistance tochange can be considered the single greatest threat to successful strategyimplementation .There are three commonly used strategies to minimize employeeresistance to change. Firstly, force change strategy. It involves giving ordersand enforcing those orders. This strategy has the advantage of being fast, butit is plagued by low commitment and high resistance.

The manager uses hisauthority and imposes change with little or no involvement of other people. Itis required for the people to follow the rules or they will get a punishment.  Secondly, educative change strategy. Educativechange strategies is one that one that presents information to convince peopleof the need for change. The disadvantage of an educative change strategy isthat implementation becomes slow and difficult.

However, this type of strategydevelops a greater commitment and less resistance compared to the force changestrategy. Lastly, rational or self-interest change strategy. It is the one thatattempts to convince individuals that the change is to their personaladvantage. When this appeal is successful, strategy implementation can berelatively easy. However, implementation changes are seldom to everyone’sadvantage. The rational change strategy is the most desirable, so this approachis examined a bit further.

Managers can improve the likelihood of successfullyimplementing change by carefully designed change efforts.