| STRAT | COM 400 – Richard Wolfe | [An Analysis of BlackBerry] | Using the 7-S and other relevant frameworks. July 17‚ 2013. | Executive Summary This paper is targeted to anyone interested on further information regarding BlackBerry (investor‚ prospective employee‚ management) and is written from the point of view of a former employee. The overarching theme of the analysis is the organizational challenges facing BlackBerry in its competitive environment‚ where it has already
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its architecture will determine the path that the company will go through to reach their goals. Many ways to do this kind of analysis exist and are used world widely‚ but the ones that are able to give the best results are‚ in my opinion‚ McKinsey 7s model and Galbraith`s Star model. Both models are useful because they describe very important organisational elements and recognise the interaction between them. Both also require organisations to use a chosen strategy to inform structure decisions
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competitive advantage and successfully compete in the market. What does a well-aligned strategy mean in 7s McKinsey model? In general‚ a sound strategy is the one that’s clearly articulated‚ is long-term‚ helps to achieve competitive advantage and is reinforced by strong vision‚ mission and values. But it’s hard to tell if such strategy is well-aligned with other elements when analyzed alone. So the key in 7s model is not to look at your company to find the great strategy‚ structure‚ systems and etc. but
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BP plc[3][4] (LSE: BP‚ NYSE: BP) is a British multinational oil and gas company headquartered in London‚ United Kingdom. It is the third-largest energy company and fourth-largest company in the world measured by 2011 revenues and is one of the six oil and gas "supermajors".[5][6] It is vertically integrated and operates in all areas of the oil and gas industry‚ including exploration and production‚refining‚ distribution and marketing‚ petrochemicals‚ power generation and trading. It also has renewable
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phone makers are struggling to keep up with such demands. Samsung has successfully penetrated the market to be one of the leading smart phone brands globally. Known for its cutting edge technology‚ Samsung is able to keep up with demands of consistently upgrading their products and phone models to push the standards of expectations of consumers in the market today. In order to maintain their position on top‚ it is imperative for Samsung to remain competitive in the industry so as to move forward
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in parenthesis. Please watch the either Seoul Success or Disney Imagination video and answer the related questions. 1. What makes Samsung’s approach so successful? Samsung utilizes various strategic weapons to compete in the global market and amongst its competitors. By using measures such as revenue‚ profitability‚ API (Samsung vs. competitors)‚ BAS (Brand Attitude Studies)‚ DAS (Dealer Attitude Studies) they ensure that they are connected with dealers as well as consumers and by familiarizing
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There is not one single thing that makes Samsung a formidable power in the technology industry but many strategies‚ ideas‚ and innovative technology to give them a sustainable advantage over competitors. Over years‚ Samsung went from a near-bankrupt company to a leading brand in chip and computing technology. Their scale of new products‚ including PDA’s‚ cell phones‚ high quality TVs‚ mp3 players‚ and other computer-based products‚ along with the scale of customers and newly hired young talent in
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Contents Page Introduction 3 Samsung Products 3 Macro Environmental Analysis 4 Economic Issues 4 Political/Legal Issues 4 Technological Issues 4 Social/Cultural Issues 4 Environmental Issues 5 Industry Analysis 5 Threat of New Entrants 5 Bargaining Power of Suppliers 5 Bargaining Power of Buyers 6 Power of Substitutes 6 Industry Rivalry 6 Internal Analysis 6 Resource Analysis 6 Dynamic Capabilities Analysis 7 Strategic Capabilities Analysis 7 VRIO/ Core Competencies 7 Gap Analysis 8 Macro-Environment
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Samsung Electronics Case A.) Samsung has a competitive advantage‚ which grew from its focus on the quality of its memory chips. The company’s early insistence on creating quality goods and constantly improving the production process allowed it to gain the largest market share among competitors. Samsung was able to build reliable products because its management fostered a culture that emphasized quality in the production process. The company reinforced this culture with an incentive program that
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Corporate Ethics As a global company with approximately160‚000 employees and operations in 61 countries worldwide‚ Samsung Electronics is fully committed to complying with local laws and regulations as well as applying a strict global code of conduct to all employees. It believes that ethical management is not only a tool for responding to the rapid changes in the global business environment‚ but also a vehicle for building trust with its various stakeholders including customers‚ shareholders‚ employees
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