Porter's Notion Of Being Stuck-In-The-Middle Case Study

Part A – Section 1: What functional strategies does an organization need? Smallbusiness.chron.com defines functional business strategy as “an area of operational management based on a specific department or discipline within an organization, such as human resources, finance or marketing. To say that a business has a functional level strategy for product development, for instance, means that the company has developed a strategy for selling its goods and services to customers. Functional business strategy is part of an organization's wider strategic plan.” These functional strategies include operations, marketing, human resource, production, research and development, financial and organization strategies. These strategies enable a company to
Investopedia states that, “'Porter's Five Forces is a model that identifies and analyzes five competitive forces that shape every industry, and helps determine an industry's weaknesses and strengths.”
Part A – Section 3: Describe briefly Porter's notion of being "stuck-in-the-middle." Is it always true? Referring to an organization when it is stuck-in-the-middle is when their cost are too high to compete. It also refers to when a company's products or services are not distinguished enough to compete. However it is not always true as businesses can still achieve success while being stuck-in-the-middle.
Part B – Section 1: Indicate how corporate strategy is related to the other organizational strategies and describe each of the three (3) corporate strategic directions. Cooperate strategy is related to other organizational strategies because it is tied to the growth, stability and organizational renewal. Growth strategies continues the organization moving ahead. Stability strategies keeps the organization steady. Renewal strategies, as defined by Innovationexcellence.com is, “the race to change as fast as the environment is changing around you.”
Part B – Section 2: What are some of the growth strategies Campbell’s will
Small businesses are independently owned and operated, have little impact on the industry, and generally do not emphasize new or innovative practices.
Part D – Section 2: Why are these types of organizations important? The text states that “Entrepreneurship is important to every industry sector in the United States and in other global economies.” In 2009, there were 552,000 new star-ups in the United States. “Entrepreneurs now number near 400 million in 54 countries,” states the text. The text also mentions, “Entrepreneurial firms are an essential source of new and unique ideas that might otherwise go untapped. New entrepreneurial organizations generate 24 times more innovations per R&D dollar spent than Fortune 500 organizations, and they account for more than 95 percent of new and “radical” product developments
Part D – Section 3: Describe the overall approach to the strategic planning process in entrepreneurial ventures and small