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corporate strategy for the US Army

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1. Evalaute which of the approaches (Portfolio and core competence) to corporate strategy as represnted in the book "Strategy Synthesis" by Bob Dewit & Ron Meyer chapter 5-7. Which of these approaches would best fit the US Army in order to sustain a competitive advantage?

2. Are all organizations competitive?

3. How might it be possible to synthesize the two approaches to corporate strategy?

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1. Evaluate which of the approaches (Portfolio and core competence) to corporate strategy as represented in the book "Strategy Synthesis" by Bob Dewit & Ron Meyer chapter 5-7. Which of these approaches would best fit the US Army in order to sustain a competitive advantage?

The portfolio approach depicts corporate composition, or a set of business activities carried out by the corporation. In a portfolio matrix each business activity is represented as a bubble in a two dimension grid. Where the size of the bubble represents the revenue generated with that activity. The objective of portfolio analysis is to provide growth and profitability potential of each business activity. The core competencies on the other hand lead to the development and use of core products, these core products are used to build a larger number of end user-products. The business units of a corporation tap into the few core products to develop multifarious end user products.

Now consider the US Army, it has ...

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Management Strategy

In developing corporate strategy, most experts advise starting with an analysis of (1) organizational resources and (2) forces in the organization's environment. Some of these factors clearly can be categorized as inputs to the system, while others may be more accurately described as throughput resources internal to the organizational system itself.

My task is to identify a few of the input factors, indicate why they are important, and relate them to your own organization's situation. But I need some help getting started...

The organization that you can refer to is the U.S. Army

Thanks!

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