BUSI690 Rothaermel Ex 1 Essay

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Rothaermal Exercise 1 Ryan Cherry BUSI 690 – Policy and Strategy in Global Competition January 18, 2015 Chapter 1 Discussion Question 1.1: How is a strategy different from a business model? How is it similar? Strategy refers to an organization’s “overall efforts to gain and sustain competitive advantage” (Rothaermel, 2013, p. 9). An organization’s business model, on the other hand, “details the [organization’s] competitive tactics and initiatives”, which includes the steps necessary to put the organization’s strategy into action (Rothaermel, 2013, p. 11). The strategy is the theory of how the organization will make money, while the business model is the action necessary to achieve the theoretical strategy (Rothaermel, 2013). …show more content…

34). The organization’s mission statement should “work through metaphors that help employees make appropriate decisions when faced with day-to-day situations, which sometimes can be novel or stressful” (Rothaermel, 2013, p. 34). More specifically, customer-oriented businesses should have a customer-oriented mission statement, while product-oriented businesses should have a product-oriented mission statement (Rothaermel, 2013). Product-oriented businesses should be wary, however, as customer-oriented mission statements allow for greater strategic flexibility (Rothaermel, 2013). Chapter 3 Discussion Question 3.1: Why is it important for an organization to study and understand its external environment? An organization’s external environment is terribly important and must be studied and understood for the organization to truly succeed. Through such study and understanding, a manager would be able “mitigate threats and leverage opportunities” that are caused by the six segments identified as macro-level external forces: (1) political, (2) economic, (3) sociocultural, (4) technological, (5) ecological, and (6) legal (Rothaermel, 2013, pp. 56-57). Since the manager’s decisions, or firm effects, have a greater impact than those external forces mentioned only when the manager accounts for them and builds a strategy around them, the manager must be aware of and understand these forces to be

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