Fluent Essays

OverviewIn this assignment, you are to use the same corporation you selected and focused on for Assignment 1: Strategic Management and Strategic Competitiveness and Assignment 2: External and Internal Environments. NOTE: Company is CBRE Group, Inc.Research the company on its own website, the public filings on the Securities and Exchange Commission EDGAR database, the Universitys online databases, the Nexis Uni database, and any other sources you can find. The annual report will often provide insights that can help address some of these questions.RequirementsWrite a six- to eight-page paper in which you do the following:Analyze the business-level strategies for the corporation you chose to determine the business-level strategy you think is most important to the long-term success of the firm and whether or not you judge this to be a good choice. Justify your opinion.Analyze the corporate-level strategies for the corporation you chose to determine the corporate-level strategy you think is most important to the long-term success of the firm and whether or not you judge this to be a good choice. Justify your opinion.Analyze the competitive environment to determine the corporations most significant competitor. Compare their strategies at each level and evaluate which company you think is most likely to be successful in the long term. Justify your choice.Determine whether your choice from Question 3 would differ in slow-cycle and fast-cycle markets.Use at least three quality references. Note: Wikipedia and other websites do not quality as academic resources. Your assignment must follow these formatting requirements:This course requires use of new Strayer Writing Standards (SWS). The format is different than other Strayer University courses. Please take a moment to review the SWS documentation for details.Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; references must follow SWS or school-specific format. Check with your professor for any additional instructions.Include a cover page containing the title of the assignment, the students name, the professors name, the course title, and the date. The cover page and the reference page are not included in the required page length. Use the Assignment 3 Template [DOC] to ensure that your assignment meets the above requirements.The specific course learning outcome associated with this assignment is as follows:Determine business-level and corporate-level strategies for a corporations long-term success comparable to the competitive environment.Grading for this assignment will be based on answer quality, logic and organization of the paper, and language and writing skills, using the scoring rubric. assignment_3_how_to_earn_full_credit__2020___1_.pptx cf_bus499_w7_p2_script.doc cf_bus499_w7_p2_lecture_powerpoint.ppt cf_bus499_w7_script.doc cf_bus499_w7_lecture_powerpoint.ppt cf_bus499_w7_p2_lecture_powerpoint.ppt cf_bus499_w6_lecture_powerpoint.ppt cf_bus499_w7_lecture_powerpoint.ppt cf_bus499_w4_lecture_powerpoint.pptx cf_bus499_w5_lecture_powerpoint.pptx cf_bus499_week8_assignment_3_template.doc Unformatted Attachment Preview HOW TO EARN FULL CREDIT ASSIGNMENT 3 Switch to Slide Show then click the on each slide to watch the embedded videos in a new window Download the Template ▪ Log into the Blackboard course ▪ Navigate to the Course Info section ▪ Click the linked file titled: ▪ “BUS499 Assignment 3 Template 2020.docx” ▪ Open the downloaded file ▪ Click “Enable Editing” ▪ Save the file to your computer Review the Instructions ▪ Navigate to Week 8 in Blackboard ▪ Read the Business-Level and Corporate-Level Strategies section ▪ Navigate to the Course Info page in Blackboard ▪ “Download the Course Guide” ▪ Review the Scoring Guide in the Course Guide ▪ Open the previously saved BUS499 Assignment 3 Template 2020 template ▪ Read the entire template ▪ Be sure to also read all announcements and email Study Key Course Concepts ▪ Complete the To-Do List in weeks 1 - 8 ▪ Review Chapters 1 - 10 ▪ Pay close attention to the following concepts: ▪ ▪ ▪ ▪ ▪ Business-level strategies Corporate-level strategies Competitive environment Slow-cycle markets Fast-cycle markets Company to Research ▪ You will use the same company you researched for assignments 1 and 2 ▪ You will also use this same company for assignment 4 ▪ The Overview section of the assignment instructions include tips on choosing a public corporation ▪ Papers on non-public corporation earn a score of zero Title Page ▪ Replace the text that reads “Student’s Full Name” with your name ▪ Replace the text that reads “Professor’s Name” with your professor ▪ Replace the text that reads “Date” with the current date ▪ Highlight your name, professor’s name, and the date then change the font color to black ▪ Select “Save” Template Instructions ▪ Scroll to page 2 ▪ Reread the template instructions ▪ The template instructions page MUST be deleted before submitting your work ▪ Do not leave a blank page after deleting the template instructions ▪ Do not submit your paper with the template instructions included – you will lose points ▪ The Template Instructions page was created to help you correctly use this resource. The content is based on best practices in writing, common mistakes students make, and the assignment requirements Introduction ▪ Begin your paper with a brief introduction ▪ Develop an introduction that follows the introduction instructions in the template. ▪ Replace the introduction instructions with the introduction you developed ▪ ▪ ▪ ▪ Do not delete the “Week 8 Assignment 3” heading Make sure all of the introduction instructions are removed Make sure the font for your introduction is in black Make sure the font for your introduction is NOT in bold Requires Original Research ▪ Do not copy content from Assignments 1 or 2 ▪ Do not copy content from other classes ▪ Recycling work previous classes is an integrity violation ▪ All instances of plagiarism are sent to Student Affairs ▪ Visit the Virtual Writing Center for academic writing support THIS IS A 6-PAGE PAPER ▪ It is very important that you meet the minimum page requirement ▪ The 6-page requirements is not an arbitrary requirement ▪ The level of depth required in each of the core requirements warrants 6 full pages ▪ Less than 6 full pages of content will result in less than the level of depth required Business-Level Strategies ▪ Analyze the business-level strategies to determine the one business-level strategy most important to long-term success for your selected corporation ▪ See figure 4.1 in the textbook ▪ Justify your strategy selection ▪ Justify whether the strategy is a good choice ▪ Demonstrate a thorough analysis of your selected corporation’s business-level strategy ▪ This is not a definitions paper nor a copy/paste assignment – limit quotes ▪ Strive for about 1 ½ - 2 pages of in depth content Corporate-Level Strategies ▪ Analyze the corporate-level strategies to determine the one corporate-level strategy most important to long-term success for your selected corporation ▪ Justify your strategy selection ▪ Justify whether the strategy is a good choice ▪ Demonstrate a thorough analysis of your selected corporation’s corporate-level strategy ▪ This is not a definitions paper nor a copy/paste assignment – limit quotes ▪ Strive for about 1 ½ - 2 pages of in depth content Competitive Environment ▪ Analyze the competitive environment to determine the corporation’s most significant competitor ▪ Compare strategies at each level ▪ Evaluate which company you think is most likely to be successful long term ▪ Justify your choice ▪ Strive for about 1 ½ - 2 pages of in depth content Market Cycles ▪ Determine whether your choice from the Competitive Environment section would differ in slow-cycle and fast-cycle markets ▪ Demonstrate your understanding of key concepts covered in the course and your ability to apply them to a real-world corporation ▪ Avoid direct quotes ▪ This is not a definitions paper Minimum Page Requirement ▪This assignment requires at least 6 full pages of content directly addressing the 4 core assignment requirements Sources ▪ Read the instructions in Blackboard ▪ Go to Basic Search: Strayer University Online Library and locate at least three quality references. Note: Wikipedia and similar Websites do not quality as academic resources. ▪ Scroll to the section of your paper with the “Sources” heading ▪ The textbook has already been included in your source list but you need to use it in your paper. ▪ Provide at least three (3) quality sources used in your paper ▪ Again, one MUST be the textbook ▪ Do not use cheat sites (e.g. free essay sites, coursehero, u.k.essay, etc.) ▪ Make sure the font for your sources is in black ▪ All sources listed on the Source page must have intext citations in your paper. Submit Your Assignment ▪ Submit your assignment using the provided MSWord template ▪ The required template is a MSWord document ▪ Do not change the document type to pdf, jpeg, rtf, odt, ppt, pptx, html, etc…… ▪ Submit your assignment as an attachment in Blackboard ▪ Assignments cannot be emailed or posted to any other location ▪ Do not copy and paste the content of your paper as comments in Blackboard ▪ Submit your assignment by the due date to avoid late penalties ▪ Late penalties can drop you grade significantly ▪ Confirm your submission was successful ▪ You will receive a confirmation email ▪ You will see a preview of your work in Blackboard Grading Reminders ▪ All assignment grades include grading feedback ▪ Read the feedback attached to your grade to understand what you did well and also what you can improve. ▪ Once an assignment is graded and feedback provided, the assignment cannot be resubmitted for a better grade. ▪ Plagiarized papers earn a grade of zero and will be reported to Student Affairs ▪ Papers submitted without using the required template and section headings earn a grade of zero Grading Timeline ▪ Your submitted assignment will be graded in the order in which it is received ▪ If submitted on time, expect your grade and feedback no later than 7 days after the assignment due date ▪ Late submissions are graded after all on-time assignments have been graded ▪ It is not necessary to send an email asking when your assignment will be graded. ▪ All submitted assignments are graded ▪ It is not necessary to send an email telling us that you submitted your assignment. ▪ These emails have no baring on when your submission is graded Frequently Missed Areas ▪ Not submitting work on time ▪ Not providing the analysis, justification and determination required ▪ Not submitting at least 6 full pages of content addressing the requirements ▪ Not using the template ▪ Not using the textbook and course material ▪ Plagiarism Less Than 6 Pages is Less than Full Credit ▪ The assignment requires no less than 6 full pages of content addressing the requirements ▪ The level of depth needed in each assignment requirement will take at least 6 full pages of content. ▪ Strive for 1 ½ to 2 pages for EACH of the main concept requirements: ▪ ▪ ▪ ▪ Business-Level Strategies Corporate-Level Strategies Competitive Environment Market Cycles ▪ Balance your research throughout your paper ▪ Ex. Do not write 4 pages on the Business-Level Strategies then short-change the other requirements to fit them into the other 2 pages One More Time Use the required template Follow the instructions Address each requirement Submit on time Do not copy from your sources Do not recycle previous work Write at least 6 full pages Slide # 1 BUS 499, Week 8: Cooperative Strategy Topic Narration Introduction Welcome to Senior Seminar in Business Administration. In this lesson we will discuss Cooperative Strategy. 2 Objectives Please go to the next slide. Upon completion of this lesson, you will be able to: Identify various levels and types of strategy in a firm. 3 Supporting Topics Please go to the next slide. In order to achieve this objective, the following supporting topics will be covered: Strategic alliances; Cooperative strategies; and Competitive risks. 4 Strategic Alliances Please go to the next slide. Recognized as a viable engine of firm growth, cooperative strategy is a strategy in which firms work together to achieve a shared objective. Thus, cooperating with other firms is another strategy firms use to create value for a customer that exceeds the cost of providing that value and to establish a favorable position relative to competition. A strategic alliance is a cooperative strategy in which firms combine some of their resources and capabilities to create a competitive advantage. Thus, strategic alliances involve firms with some degree of exchange and sharing of resources and capabilities to co-develop, sell, and service goods or services. Strategic alliances allow firms to leverage their existing resources and capabilities while working with partners to develop additional resources and capabilities as the foundation for new competitive advantages. To be certain, the reality today is that strategic alliances have become a cornerstone of many firms’ competitive strategy. Please go to the next slide. 5 Strategic Alliances, continued The three major types of strategic alliances include joint venture, equity strategic alliance, and nonequity strategic alliance. A joint venture is a strategic alliance in which two or more firms create a legally independent company to share some of their resources and capabilities to develop a competitive advantage. Joint ventures, which are often formed to improve firms’ abilities to compete in uncertain competitive environments, are effective in establishing long-term relationships and in transferring tacit knowledge. Because it can’t be codified, tacit, or implied, knowledge is learned through experiences such as those taking place when people from partner firms work together in a joint venture. An equity strategic alliance is an alliance in which two or more firms own different percentages of the company they have formed by combining some of their resources and capabilities to create a competitive advantage. Many foreign direct investments, such as those made by Japanese and U.S. companies in China, are completed through equity strategic alliances. A nonequity strategic alliance is an alliance in which two or more firms develop a contractual relationship to share some of their unique resources and capabilities to create a competitive advantage. In this type of alliance, firms do not establish a separate independent company and therefore do not take equity positions. For this reason, nonequity strategic alliances are less formal and demand fewer partner commitments than do joint ventures and equity strategic alliances. Please go to the next slide. 6 Check Your Understanding 7 Business-Level Cooperative Strategy A firm uses a business-level cooperative strategy to grow and improve its performance in individual product markets. Business-level strategy details what the firm intends to do to gain a competitive advantage in specific product markets. Thus, the firm forms a business-level cooperative strategy when it believes that combining its resources and capabilities with those of one or more partners will create competitive advantages that it can’t create by itself and that will lead to success in a specific product market. The four business-level cooperative strategies are: Complementary strategic alliances; Competition response strategy; Uncertainty-reducing strategy; and Competition-reducing strategy. 8 Business-Level Cooperative Strategy, continued Please go to the next slide. Complementary strategic alliances are business-level alliances in which firms share some of their resources and capabilities in complementary ways to develop competitive advantages. Vertical and horizontal are the two types of complementary strategic alliances. In a vertical complementary strategic alliance, firms share their resources and capabilities from different stages of the value chain to create a competitive advantage. A horizontal complementary strategic alliance is an alliance in which firms share some of their resources and capabilities from the same stage of the value chain to create a competitive advantage. Competitors initiate competitive actions to attack rivals and launch competitive responses to their competitor’s actions. Strategic alliances can be used at the business level to respond to competitor’s attacks. Because they can be difficult to reverse and expensive to operate, strategic alliances are primarily formed to take strategic rather than tactical actions and to respond to competitors’ actions in a like manner. Some firms use business-level strategic alliances to hedge against risk and uncertainty, especially in fast-cycle markets. Also, they are used where uncertainty exists, such as in entering new product markets or emerging economies. In other instances, firms form business-level strategic alliances to reduce the uncertainty associated with developing new products or establishing a technology standard. Used to reduce competition, collusive strategies differ from strategic alliances in that collusive strategies are often an illegal type of cooperative strategy. Two types of collusive strategies are explicit collusion and tacit collusion. When two or more firms negotiate directly with the intention of jointly agreeing about the amount to produce and the price of the products that are produced, explicit collusion exists. Tacit collusion exists when several firms in an industry indirectly coordinate their production and pricing decisions by observing each other’s competitive actions and responses. 9 Corporate-Level Cooperative Strategy Please to the next slide. A firm uses a corporate-level cooperative strategy to help it diversify in terms of products offered or markets served, or both. Diversifying alliances, synergistic alliances, and franchising are the most commonly used corporate-level cooperative strategies. A diversifying strategic alliance is a corporate-level cooperative strategy in which firms share some of their resources and capabilities to diversify into new product or market areas. A synergistic strategic alliance is a corporate-level cooperative strategy in which firms share some of their resources and capabilities to create economies of scope. Similar to the business-level horizontal complementary strategic alliance, synergistic strategic alliances create synergy across multiple functions or multiple businesses between partner firms. Franchising is a corporate-level cooperative strategy in which a firm uses a franchise as a contractual relationship to describe and control the sharing of its resources and capabilities with partners. Please go to the next slide. 10 International Cooperative Strategy A cross-border strategic alliance is an international cooperative strategy in which firms with headquarters in different nations decide to combine some of their resources and capabilities to create a competitive advantage. Taking place in virtually all industries, the number of cross-border alliances continues to increase. These alliances too are sometimes formed instead of mergers and acquisitions. Even though cross-border alliances can themselves be complex and hard to manage, they have the potential to help firms use their resources and capabilities to create value in locations outside their home market. In general, cross-border alliances are more complex and risky than domestic strategic alliances. However, the fact that firms competing internationally tend to outperform domestic-only competitors suggests the importance of learning how to diversify into international markets. 11 Network Cooperative Strategy Please go to the next slide. Increasingly, firms use several cooperative strategies. In addition to forming their own alliances with individual companies, a growing number of firms are joining forces in multiple networks. A network cooperative strategy is a cooperative strategy wherein several firms agree to form multiple partnerships to achieve shared objectives. A network cooperative strategy is particularly effective when it is formed by geographically clustered firms. 12 Competitive Risks Please go to the next slide. Stated simply, many cooperative strategies fail. In fact, evidence shows that two-thirds of cooperative strategies have serious problems in their first two years and that as many as seventy percent of them fail. One cooperative strategy risk is that a partner may act opportunistically. Opportunistic behaviors surface either when formal contracts fail to prevent them or when an alliance is based on a false perception of partner trustworthiness. Some cooperative strategies fail when it is discovered that a firm has misrepresented the competencies it can bring to the partnership. The risk of competence misrepresentation is more common when the partner’s contribution is grounded in some of its intangible assets. Another risk is a firm failing to make available to its partners the resources and capabilities that it committed to the cooperative strategy. This risk surfaces most commonly when firms form an international cooperative strategy. A final risk is that one firm may make investments that are specific to the alliance while its partner does not. 13 Summary Please go to the next slide. We have reached the end of this lesson. Let’s take a look at what we have covered. First, we discussed strategic alliances. The three major types of strategic alliances include joint venture, equity strategic alliance, and nonequity strategic alliance. Next, we went over cooperative strategies. These include business-level cooperative strategy, corporate-level cooperative strategy, international cooperative strategy, and network cooperative strategy. We concluded the lesson with a discussion on competitive risks. These include opportunistic behaviors, competence misrepresentation, failing to make available resources and capabilities, and one firm making investments while its partner does not. This completes this lesson. Senior Seminar in Business Administration BUS 499 Cooperative Strategy Hitt, M.A., Ireland, R.D., & Hoskisson, R.E. (2009). BUS499: Strategic management: Competitiveness and globalization, concepts and cases: 2009 custom edition (8th ed.). Mason, OH: South-Western Cengage Learning. Objectives • Upon completion of this lesson, you will be able to: – Identify various levels and types of strategy in a firm Supporting Topics • Strategic alliances • Cooperative strategies • Competitive risks Strategic Alliances • Cooperative strategy • Strategic alliance � ... Purchase answer to see full attachment