Management of the organisational resources is an important concept that helps the organisation to manage the effective planning and other activities to attain the organisational aim and objectives. Each organisation operating in any field needs to manage its activities in relation to its organisational objective, this organisational objective works as the motivational force for employees and management. The aim of this paper is to examine the importance of effective strategic management in an organisation and its impact over the organisational success and long-term stability in competitive environment. To analyse this aspect this paper will examine different academic sources to gather the important information for critical evaluation and implementation in the organisational development context (Bilych, 2014). The management of the effective strategic is aimed to bring development, changes and innovation in an organisation and this includes many challenges and issues affecting the internal and external environment of the strategic selection and implementation. This paper will manage discussion about these issue and process management dealing with these issues with managing development of organisation as well.
Survey methods that include both primary and secondary surveys are essential to the success of the project. Methodologies can influence how researchers identify problems, discoveries, approaches, and how they reach conclusions. Therefore, it is important to identify the methodology. This white paper’s approach focuses on the data collection process and how information from previous research was collected. This study looks at qualitative studies that explain dementia in the elderly and caregiver problems. Qualitative analysis focuses on research quality and theoretical analysis. To understand the impact of strategic thinking on management, it is important to be aware of the pervasiveness, causes, and risk factors of the problem. Therefore, it is necessary to consider qualitative research.
Millions of papers or management research were found in the Wiley Online Library, Sage Journals, and Directory of Open Access Journals, and these sources are reliable and widely utilised for the study; hence, all of these sources were employed to perform the review. A few filters, such as search years and study kind, are provided in these databases to optimise research results. There are various researches on Strategic thinking and management; however, keywords such as strategic improvement in management and impact of strategic thinking have been used to cap the research and make it specific to aged care. Articles from 2012 to 21 have been accessed in order to improve research outcomes by analysing recent studies. The above-mentioned sources yielded a total of 25 articles; however, only 10 of them have been finalised for review. Five articles were eliminated due to duplicity, while ten were removed due to insufficient text, findings, and references.
According to Bozkut and Kalkan, (2013), there are 5 Ps involved in planning, development and execution of a strategy in any department of the organisation, these Ps are foundation of effective and Stable Organisation Development, as strategy is also considered as the part of human nature and part of managerial activity. Strategies are important as they are supportive in setting directions, it charts the course of an organisation for it to manage processing under its environment. Strategic coordination also acts as a blindfold to hide potential threats. Taking a given course in an unknown area is a great way to sail directly to the iceberg. Direction is important, but it may be better to move slowly, slowly, and carefully, but not too far, to either side so that you can change your behaviour at any time (Bozkurt and Kalkan, 2013)
According to Moore K, (2011), there are two important strategies including deliberate and emergent strategies important in organisation management. These ideas were suggested by Porter and Mintzberg including effectively developing strategies planning and implementing practices. Transparency for the interest in strategic management is important for development of organisational effectiveness (Moore, 2022).
According to Kalay and Lynn, (2015), Strategic Innovation Management (SIM) in the enterprise is an important discussion topic in business, politics and science. This interest is understandable because invention is seen as the most significant differentiating strategy for gaining a competitive advantage in the market. Examples of innovations are new constructions or management developments, policies, new plans or programs, new manufacturing processes, or new products or services manufactured by the enterprise (Kalay, 2015).
In their research, Byrne, Lubowe, and Blitz (2007), focus on Six Sigma strategies for improving innovation, emphasizing the role of transformation leaders as leaders in implementing operational strategies. based on management methods (e.g., Six Sigma). Meanwhile, Leavy (2013) modified the classical formula for success by explaining focus, alignment, iteration, and strategic leadership, citing contributions from earlier research showing the importance of strategic leadership. importance of strategic positioning as a motivating factor through economic and emotional persuasion. By acknowledging the long-term survival of the organization, it will be able to find strategic advantages tied to the environment (Mintzberg and Waters, 1985).
In a highly competitive economy, innovation is essential for businesses to gain an edge and increase profitability. Therefore, it is important to know which strategy of strategic innovation management leads to success. The purpose of this study is to see how innovation strategies, organizational structures, innovation cultures, technological capabilities, and customer-supplier relationships influence the literature as a company’s strategic innovation management practices. In this regard, data from 132 managers of 66 industrial companies in Turkey’s TRB2 zone were evaluated. The study hypothesis was evaluated using the partial least squares structural equation modelling (PLSSEM) method. The results show that a company’s innovation performance has been significantly improved by innovation strategies, organizational structures, and culture. However, it did not have a significant impact on the technological performance of a company’s successful innovation or the customer-supplier relationship.
According to Shrivastava (2021), Strategic thinking is an important component of business research, and the ability to measure it is necessary for successful empirical research. The goal of this study is to develop, test, and validate the tools that scholars can use to assess strategic thinking in the workplace. Survey methods are used to create equipment and evaluate its reliability and validity. The resulting 14-point scale has excellent convergence, discriminants, and nominal validity. Equipment development opens up opportunities for empirical research in a variety of management areas, including strategic management, organizational theory / design / modification, organizational behaviour, and human resource development, to name a few.
The importance of revolution to a company’s competitive advantage and presentation has long been stressed by strategic management academics. Though, conflicting theoretical expectations, permanent info gaps, and theoretical conflicts describe the current state of knowledge about strategic innovation management. This work takes a “systematic” approach to analysing the literature and uses a variety of quantitative tools (Strategic analysis, cluster analysis, frequency analysis) between 1992 and 2010. Examine 342 articles on strategic innovation management published in 7 journals. Based on these assessments, recommendations for future research are made to help develop future theories and provide useful information for managers and leaders to make policy decisions when managing innovation.
According to Porter (1980), Porter’s Five Forces Analysis is a widely used concept for creating and measuring the effectiveness of a plan. It evaluates the position of competitors compared to that of the company. This structure was first established by (Porter, 1980). It uses the economics of industrial organization to extract five considerations from a business plan, like the three techniques outlined above. It assesses the level of competition to determine the attractiveness of the industry.
At every stage of life, dynamic and rapidly growing organizations face many opportunities and challenges. Companies agree to increase their share in markets that have already begun to generate higher growth rates in the hope of reaping high profits. There is always a risk in making changes to an organization to increase its growth or gain a competitive advantage. On the other hand, the rewards for taking such great risks are also great (Kunc, 2012). Strategy development and implementation helps leaders see the big picture and discover new ways for their teams to deliver maximum value over time by operating from one point of reference. more strategic while meeting today’s expectations.
According to Hahn, (2012), the theory of profit maximization and competition can be used for organizations whose primary objective is to maximize profits and increase stakeholder wealth while providing a competitive advantage that makes the organization profitable. sustainability against competitors (Hahn, 2011). The resource-based perspective is rooted in management philosophy. This implies that an organization’s competitive advantage comes from its internal resources. The resource-based hypothesis gained popularity after being popularized by (Hamel & Prahalad, 1996). Theory emphasizes the abundance of resources of a particular organization. He points out that an organization creates a unique combination of resources and the way they are trained, allowing them to gain a competitive advantage over their competitors (Kalay, 2015).
According to Rothaermel, (2021), strategic management techniques are believed to impact organizational processes and improve work coordination for well-designed productivity. Therefore, the strategy manager must be close enough to the situation to recognize when the change in the situation requires a strategic response and when it does not. It is their responsibility to look at the wind of change, identify significant changes and make the necessary changes. People involved in strategic management practices need to be regularly aware of the threat posed by the organization’s external environment (Rothaermel, 2021).
Strategic management is the process of taking appropriate actions and allocating necessary resources to achieve long-term goals and objectives. It is also defined as building and designing capabilities and managing strategy execution, choosing actions to take that differ from those of competitors, and setting future direction. and manage the operations of the whole company. Strategic management has been the subject of many studies in the literature. For example, Mason (2003) focused on culturally appropriate scenario planning by emphasizing three organizational cultures and demonstrating how each uses scenarios for three purposes. differ in their research (i.e., strategic direction, contingency planning, and learning and teaming). Building). In their research, Byrne, Lubowe, and Blitz (2007) focus on Six Sigma strategies for improving innovation, emphasizing the role of transformation leaders as leaders in implementing operational strategies. based on management methods (e.g., Six Sigma). Meanwhile, Leavy (2013) modified the classical formula for success by explaining focus, alignment, iteration, and strategic leadership, citing contributions from earlier research showing the importance of strategic leadership. importance of strategic positioning as a motivating factor through economic and emotional persuasion. By acknowledging the long-term survival of the organization, it will be able to find strategic advantages tied to the environment (Mintzberg and Waters, 1985).
According to Bowmen (2019), Making a set of choices about what activities the business aims to take to succeed is more than what strategic thinking requires. Once a year, a company can undertake a strategic preparation process, culminating in a file that aids as a roadmap for the organisation team for the coming year. Exertions should be made to make planned thinking a year-round activity for companies. The capability to anticipate major variations in competitive markets and recognize emerging opportunities are the cornerstones of strategic thinking. Businesses are constantly under pressure to grow. Owners benefit from increased profits and profits through growth. It also indicates that the company is thriving in its competitive battle. Businesses need to realize that they can no longer stand still due to strategic thinking. Every business has its sectors for operation and these separate them from each, as private, public, profit and non-profit sectors. Competition defines the private sector. The perception of long-term competitive advantage is often at the heart of a commercial strategy, because companies can only endure if they produce better goods and services than their intrants. Time is another important aspect of private sector strategy (Bowman, 2019).
The basic purpose of strategic management is to make it easier to learn the complexity of the business environment. This is not possible without a systematic and orderly approach. A solid foundation for a timely and successful enterprise response can be a solid and flexible preparation. Top Management is primarily responsible for the successful implementation of strategic management. They are familiar with both the internal and external environment, are responsible for the entire strategic management process, become key visionaries and strategists, and attract key stakeholders in the company in planning and executing strategies. It handles strategic thinking that needs to be transformed into one collective learning. Although imitating insignificant methods can be harmful to the business, formal defined methods for changing the business have proven to be more appropriate in complex internal and external situations. Competitive status, on the other hand, could only be achieved by creatively adapting the method to the individual conditions of the company, which requires physical involvement of management (Uzoamaka and Kingsley, 2015).
First of all, competitive approach is the first type of strategy in strategic management. This strategy states to a strategy that combines the forces of external situations with integrated concerns about the personal status of the organization. Competitive strategies aim to gain a competitive benefit over the competitors in the market. Strategies that lead to market uniqueness give you a competitive advantage. The success of a competitive policy is grounded on a long-term competitive advantage. Competitive strategies include contrast strategies, low-cost strategies, focus or niche market strategies. Second, in strategic management, corporate strategy is a kind of strategy. Created at the highest level by senior management in a variety of companies. Corporate strategy describes long-term goals and has a broad impact on all business units that fall under that authority, as they can use the product differentiation and pricing strategies to meet the competition prevailing in the market (Bozkurt and Kalkan, 2013).
Third, business strategy is one of the types of marketing strategies (strategic administration). Business approach is developed at the business unit level. This is often referred to as “business unit strategy”. It is intended to strengthen a business’s competitive situation in terms of a product or service. Competitive and cooperative methods are used in business strategies. Business strategy includes all the actions and strategies to compete in the absence of contestants and behavioural management addresses a wide range of strategic problems. This type of strategy focuses on success in a particular market and on its competitive position (where and how to compete) to gain a competitive advantage. Domino’s Pizza turnaround, for example, was a business-level strategy that required all departments of the company to work together to achieve the basic, transparent business goal of winning taste tests against competitors. This type of strategy focuses on success in a particular market and on its competitive position (where and how to compete) to gain a competitive advantage. Domino’s Pizza turnaround, for example, was a business-level strategy that required all departments of the company to work together to achieve the basic, transparent business goal of winning taste tests against competitors.
Another strategy is the functional strategy that refers to an approach pointing on a specific functional area of an organisation. this strategy is aimed to increasing or maximizing the productivity of the organisational resources relating to a business unit. This strategy is linked to the developing right stuff to deliver competitive advantage to a specific business unit with aim of supporting competitive advantageous strategy to the organisation (Bozkurt and Kalkan, 2013).
Another strategy is operating strategy that allows or gives form to an operating unit of an organisation. Companies can develop operational strategies. As an example, consider his sales zone. At the field level, operational strategies are implemented primarily to achieve short-term goals. Managers at some companies develop operational strategies for each set of annual business unit goals.
Conclusion
The benefits of clear planned direction can be felt throughout the organization, from more effective frontline workers with clear goals, to shareholders who believe in continued success and strong financial growth of the company. The strategic direction informs the organization about its goals, how they will be achieved, and the resources needed, and establishes a common framework for how the organization will operate. This document provides a comprehensive explanation of strategic management, strategy and strategic planning, as well as an impression of the related and relevant managing and developing process. The significance and profits of strategic planning in an association have been discovered along with the key philosophies of strategic administration. It is defined as “the process by which an administrator develops and implements a strategy aimed at maximizing the achievement of strategic goals, taking into account external and internal constraints.” Strategic planning is the formalization of a long-term plan to achieve an organization’s goals effectively and efficiently. Surrounding scans are used to inform strategic planning. It is a prediction of environmental threats and opportunities, trying to balance the strengths and weaknesses of an organization. Long-term planning may not be able to fully absorb environmental shocks, but strategic planning is used to understand, anticipate, and absorb changes in the environment. Strategic planning is a never-ending process. Business organizations make strategic plans whenever they want to improve growth, change operations, need better management information systems, coordinate behaviour across multiple departments, or eradicate complacency from the organization. increase. According to finding it is concluded that strategic management is “the arts and science of creating, applying, and evaluating cross-functional results that permit an association to attain its goals.” The focus of the strategic management process is the determination of goals, mission statements, values, and organizational goals. The strategic potential of an organization is guided by its goals, mission statements, values, and goals. An important concept of strategic management is an analysis of the strengths and feebleness of an organization. In addition to internal analysis, organizations conduct external research on issues such as the rise of technology and new competition. The strategic direction of an organization is established over the preparation of a strategic plan. The strategy an organization picks to attain its decided aim and targets is an important aspect of the strategic preparation process.
Strategic management is process including different process following the sets of rules and regulations, it also includes philosophical approach of the business. The objective of this paper is to analyse and examine the impact of strategic processes on an organisation naming organization Company X Inc that is a famous and well-known and popular organisation. there are many strategies possible to affect the business and development in organisation, as in the previous paper profit-maximisation strategy, competition strategy and product differentiation strategies and this paper will analyse how this strategy is helpful for the organisation and how the organisation is dealing with the issues associated with strategic planning, implementation and execution of selected strategies (Bajarin, 2022).
Organisation X is known as the manufacturing unit for smartphone, personal computers, software, tablet computers and peripherals. it is a successful computer company and famous in developing the graphical user interface. Its headquarters are located in XYZ location. It is a multinational company that is using product differentiation strategy for differentiation in its products and services grounded on simple yet striking and innovative functionality. In a highly competitive industry, product differentiation is fundamentally a marketing approach to encourage consumers to select a different brand or product. It recognizes the features that differentiate a product from comparable products and exploits these differences to impact consumer choice. Refers to a product’s individual features that can be seen in its packaging, advertising, and in some belongings, even its name (Bassi, Pagnozzi and Piccolo, 2015). Fancy Feast is the cat food brand that points out the high-quality cat food that cats love, and brochures affirm it. Successful product differentiation means recognizing and clarifying specific characteristics of a product or company, while emphasizing the differences among the product or corporation and its participants. In order to appeal a product or service to a target market or spectators, product diversity is closely linked to building a strong value proposition (Ferguson, 2014).
In line with its business strategy, Company X integrates sophisticated features into its goods and services as the base for its competitive benefit. Company X’s advanced list includes the overview of the iPad, the first device of its kind with a simple shuffle feature that can store thousands of songs, the development of the Macintosh, and the first computer to use the graphics user interface. Includes, but is not limited to. And the launch of the iMac “removed the computer’s design rulebook by removing the boring beige box and replacing it with a fun translucent machine with shades like Bondi Blue.” Another aspect of Company X’s competitive advantage is the starter’s advantage (Bassi, Pagnozzi and Piccolo, 2015). It’s worth noting that maintaining Company X’s competitive advantage over the long term can be difficult. In particular, management cannot guarantee that new features will be incorporated into future versions of their products, which can impact the competitive risk of the company (Ferguson, 2014).
One of the supports of Company X’s commercial strategy is the emphasis on customer involvement. It’s quite rare for Company X fans to film themselves unboxing new Company X devices and uploading videos to YouTube. This is due to the corporation’s success in establishing a customer practise that outspreads past the product buying process. For instance, accomplishment with any Company X invention is pretty forthright. Customers open the box, plug in the power, turn on the machine and start using the product. Nothing should be mounted or downloaded. More than 500 Company X stores in 25 countries and regions, where customers can try articles and ask competent staff, in addition to customer experience (Meyer, 2018).
Company X’s business approach can be described as vertical integration. With vertical integration, Company X simultaneously has a high degree of expertise in software, hardware, and services. One of the key features that sets Company X apart from its competitors is perpendicular incorporation. The company enjoys significant benefits from vertical integration (Nielson, 2014). The Company X ecosystem permitted by such incorporation is an important foundation of the company’s competitive benefit. Company X devices and software are easy to synchronise and operate. Multiple Company X devices can use the similar application at the similar time, and the operator interface is almost the same. On the other hand, the same product does not match the products of other companies, so it is a closed environment. Company X’s system increases the cost of swapping to user competition. This ecosystem also allows businesses to leverage existing client relationships to offer new products and services.
Company X’s business model no longer relies on iPhone sales and focuses on its amenities and other businesses. Manager A has been removed from the protagonist of Siri director, while Leader B has been endorsed to a machine education and AI role. Retail boss Angela Ahrendts has left the company. These significant variations, which took place in less than three months, are a strong indication that the company is focusing on services and other business divisions to reduce the company’s reliance on sales iPhone. It should be noted that these and other initiatives are producing great effects. In particular, Company X’s services business generated a record revenue of $53.77 billion in 2020, up 16% year-on-year (Nielson, 2022).
Company X uses differentiation to attempt to create marketplace request for its products, which means making them sole and tempting to customers. Compared to contestants, the business’s products are continuously designed to stay ahead. Despite the ferocious competition, Company X has managed to create request for its goods, allowing them to control prices through product variation, clever advertising, and brand loyalty. and hype around new product launches. Company X created an artificial barrier to entry for contestants by concentrating on those willing to recompense more and maintaining high prices at the expenditure of component volume (Nielson, 2022).
Company X allocates and resells third-party products straight to customers and small industries in maximum of its major markets over its retail stores and online, as well as its straight sales power. Third-party mobile system operators, traders, retailers and value-added resellers are between the indirect spreading channels of the Company. “Medium advertised price” is a retail tactic used by Company X (or MAP). The Minimum Advertising Price Act forbids resellers or distributors from publicising the manufacturer’s products for less than the specified price. MAPs are typically implemented through the manufacturer’s marketing incentives for resellers.
According to Porter (1980), differentiating a business entails creating new and different goods with a higher worth for which purchasers will pay. Since its founding, Company X has used this method to sustain its competitive edge in the computer and customer microelectronics businesses. Company X’s designs are user-centric, filling a void that competitors haven’t identified or addressed. The Mac interface fills the UI gap in MSDos, iTunes has made it easier to insert music into mp3 devices, the iPhone has harnessed the connectivity of smartphones to bring together new mobile applications. The company focuses on some great inventions, limiting the innovation of new generation products and instead reusing the designs of older products. This allowed the company to focus on a small number of highly differentiated inventions that deliver major marketing miracles while managing resources, spending, and ensuring stability. Company X’s Macintosh computers are unlike any other computer on the market. With so many manufacturers making Windows machines, it’s difficult for Microsoft to keep up with basic hardware requirements (Bassi, Pagnozzi and Piccolo, 2015).
Company X, on the other hand, has full control over the hardware and software and uses the standard Macintosh hardware platform to build the user experience, reducing end-user technical concerns. Company X benefits from its branding strategy of being solely responsible for the manufacture of Macintosh products. This monopoly allows them to produce high quality items comparable to competing window hardware manufactured by different companies. They can charge a premium price for their unique branding.
Strategic management policies (SMP) bring value to a company by focusing on opportunities and threats, and leverages its strengths and weaknesses to help it endure, grow, and raise. Strategic management processes help enterprises achieve this by acting as a reference for all the key decisions that an organization makes. Policies and strategies provide a framework primarily for managers. Within this framework, senior management decisions can be made according to the organization’s specific mission, defined objectives, and goals. The main goal of the strategic management process is to help organizations achieve long-term strategic market competition (Bowman, 2019). SMP is liable to bring value to a company and it is helpful to create high position in the market and bring highly competitive advantage to the organisation, as Company X is using the product differentiation strategy to bring attraction of the customers towards its goods and services.
According to a Macworld article, Company X makes high-priced items popular by giving stores like WalMart and Best Buy a small wholesale discount. The client will pay a price close to the producer’s recommended trade price. This is because this small proportion of investments isn’t sufficient for venders to get a big concession on Company X products (or MSRP). Stores, on the other hand, can abandon their modest profit margins and offer discounted products to attract more customers. Company X avoids this issue by providing financial incentives to retailers who sell their products on the company’s MAP.
In recent years, the price of smartphones has fallen sharply, and sales are increasing. Smartphone makers have been able to reduce the cost of mobile phones due to technological advances. Smartphone makers around the world, especially Chinese companies, have significantly reduced the price of smartphones, making them more affordable to the general public. With the help of various turnkey processing solutions, Android has enabled many new manufacturers to enter the smartphone industry. Many of these phone providers have focused on low-cost devices as a way to increase brand awareness. Strategic alliances have monetary value. There is an opportunity to manage risk and share costs in the Company X case, as well as foster tacit collaboration and manage uncertainty. This can apply to industries in which Company X is already in. For networking companies like the computer industry, implicit collaboration is a viable source of financial benefit. Addressing uncertainty, risk and cost sharing is a source of commercial value in any industry. Company X finally realized the economic value of the strategic alliance, but it should have happened sooner (Bassi, Pagnozzi and Piccolo, 2015).
The time it takes to develop and bring to market new products is often short, which can lead to inconsistencies between achieving short-term profitability and planning and implementing long-term strategies. The public sector implements government policies and performs functions such as tax collection. Rivalry exists internally, but it greatly resists the power of competition, for example between departments seeking money from a limited government pot. The difference between public sector expenditures and revenues is called a “surplus” rather than a “profit.” In the public sector, strategies usually focus on achieving goals to meet policy processes while demonstrating efficiency and value of money to reassure taxpayers. Political burden often shifts the focus to gaining voter support, creating a short-term perspective that influences long-term strategic planning (Keupp, Palmié and Gassmann, 2011).
Voluntary organizations are between the public and private sectors. Whether their goals are common or political, they are exposed to the same competitiveness as the private sector. They must compete for funding from government, private and private sources. However, unlike the private sector, it is not always clear who the consumers of non-profits are. Do non-profit consumers support the operation of funding beneficiaries, donors, trustees, or volunteers? As a result, the strategic management of non-profits is primarily focused on ensuring that all of these diverse groups are met through strict stakeholder management (Kunc, 2012). Non-profit organizations should be cautious not to apply more than they obtain on donations. If the volunteer organization fills less than it takes, the alteration is labelled as “excess” for social, political, and expressive reasons, rather than “profit” as in the public sector.
Company X sets itself apart from the competition by “thinking in a different way” and not allowing what others do to impact the goods or services it advances and marketplaces. It must have been a redeeming feeling for Company X administrators as they endure to put themselves in the motorist’s seat, emerging new products – and new product groupings – that have fuelled invention in the headset. MP3 music, smartphones, tablets and desktop computers.
Another important area where Company X varies from its competitors is how it is accomplished and measured. As identified in different businesses over the years, numerous of which choices are made by the Commission and require approval from one or more silo departments before they can continue.
The third feature that sets Company X apart from its contestants is its enterprise. Former Company X executive Tony Fadell put it together nicely at FORTUNE’s recent Brainstorm Tech conference in Aspen, telling the audience that “design concept excellence is inherent in Company X DNA (Bajarin, 2022).”
Strategic management is the process of taking appropriate actions and allocating necessary resources to achieve long-term goals and objectives. It is also defined as building and designing capabilities and managing strategy execution, choosing actions to take that differ from those of competitors, and setting future direction. and manage the operations of the whole company. Strategic management has been the subject of many studies in the literature. For example, Mason (2003) focused on culturally appropriate scenario planning by emphasizing three organizational cultures and demonstrating how each uses scenarios for three purposes. differ in their research (i.e., strategic direction, contingency planning, and learning and teaming). Building).
Conclusion
In summary, Company X products are intended and manufactured to offer value and worth to our customers. They are exclusive and meet the needs of certain consumers that have not been addressed by other companies in this area. Company X’s highly distinguished and unique hardware and software integrated devices permit the corporation to charge high prices for its goods, ensuing in increased revenue and increased market position. Company X makes high-priced items popular by offering small wholesale discounts to stores such as Walmart and Best Buy. It allows the consumer to make effective purchase through its product differentiation and consumer variation strategies, these strategies are part of their marketing department that encourage the consumers to purchase their differently designed products and services. These strategies are helpful in developing the effective customer relationship practices and gaining the competitive advantages from its consumers and markets.
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First, you will need to complete an order form. It's not difficult but, in case there is anything you find not to be clear, you may always call us so that we can guide you through it. On the order form, you will need to include some basic information concerning your order: subject, topic, number of pages, etc. We also encourage our clients to upload any relevant information or sources that will help.
Complete the order form
Once we have all the information and instructions that we need, we select the most suitable writer for your assignment. While everything seems to be clear, the writer, who has complete knowledge of the subject, may need clarification from you. It is at that point that you would receive a call or email from us.
Writer’s assignment
As soon as the writer has finished, it will be delivered both to the website and to your email address so that you will not miss it. If your deadline is close at hand, we will place a call to you to make sure that you receive the paper on time.
Completing the order and download