Reference no: EM133184433

Discuss the intended, emergent and realized strategies addressed in chapter 1 and provide an application or example for each. (Cpt 1)

What is the importance for organizations to have a clear sense their vision, mission and clarity of goals? To what extent could SMART goals lead to greater levels of performance? (Cpt 2)

Discuss possible organizational measured of performance within the Balanced Scorecard. Also, to what extent may the five components of an entrepreneurial orientation also lead to organization performance? (Cpt 2)

Should the impact of possible impact of environmental forces matter to an organization? Why or why not? How does the breakdown of PESTEL help us identify relevant, changing environmental forces? (Cpt 3)

Identify and discuss the five components of Michael Porter's Five Forces Analysis. How might these five components impact the competitiveness of an organization? (Cpt 3)

How do the Four Characteristics of Strategic Resources of an organization help develop a meaningful competitive advantage? What might the impact of a well identified the use of intellectual property be on creating competitive advantages? (Cpt 4)

How may Michael Porter's Value Chain concept be helpful in determining organization's capability and value focus to the customer? (Cpt 4)

What are the components of SWOT and how is SWOT analysis a useful tool for strategic decision makers? Provide an application. (Cpt 5)

What is a Strategic Issue? How might we go about identifying a strategic issue? Consider how an organization could potentially view a strategic issue as an opportunity if addressed. Apply with an example. (Cpt 5)