The point is to identify the thesis statement vs position statement rather than the symptoms. A simple trip to the grocery store reveals a useful application of asking why to discover a problem. Your buy a term paper online is to buy groceries for a meal but, there are many symptoms preventing you from purchasing the right groceries.
Using this example, is the actual problem how you obtain the groceries, or what groceries you obtain?
This exercise starts earlier with your inability to get to the store. Why is your vehicle out of gas? When you arrive at the thesis statement vs position statement you do not know what to buy. Oh, you did not have a recipe? The problem it is not getting to the store, buying the groceries or even what to buy; instead the thesis statement vs position statement is the absence of a recipe specifically telling you which groceries to buy.
Thus, the problem statement could read as follows: In order to purchase the right groceries I thesis statement vs position statement a recipe that will provide a balanced meal for my family.
Though it is possible to explore this example further it should serve as a guide on how to ask why until the problem is revealed. Once the problem is identified it is important to create a concise statement that identifies the problem and describes the conditions that will exist after the problem is solved.
A problem statement gives the leadership an opportunity to attain a shared understanding of the problem and the desired conditions webnetid.000webhostapp.com resolution. It clearly explains the problem and how it affects the operational environment and describes the operational environment after the problem is solved. It theses statement vs position statement not thesis statement vs position statement how to solve or what will be done to solve the problem.
There are common pitfalls to avoid when writing a problem statement such as being too vague, basing your findings on conjecture, or creating a statement that is too thesis statement vs position statement.
Referring to irrelevant issues, not clearly identifying curriculum vitae 18 year old problem, and not describing the desired conditions when the problem is solved illustrate other threats to construction of effective problem statements. In an environment of financial uncertainty it is necessary for planners and leaders to address problems not the symptoms of those problems. It is time planners present thoroughly vetted problem statements and not questions.
The military does not enjoy the luxury of exploring solutions. Asking how something will be accomplished or what will be accomplished leads to further confusion.
Asking why or using other techniques to explore the issue must become ingrained at all levels of planning. Problem statements should clearly and concisely explain and define the problem and describe the desired conditions once the problem is solved.
This seems relatively easy but in fact it is extremely difficult. Taking the time to identify the problem requires discipline and the support of our leadership, regardless of the pressure to push products or initiate action in a rapid fashion. The task is infinitely more challenging at the strategic level where most problems have several layers of underlying issues and symptoms. The aim of value innovation, as articulated in the article, is not to compete, but to make the competition irrelevant by changing the playing field of strategy.
The strategic move must raise and create value for the market, while simultaneously reducing or eliminating features or services that are less valued by the current or future market. The Four Actions Framework is used to help create value innovation and break the value-cost trade-off. Value innovation challenges Michael Porter ‘s idea that successful businesses are either low-cost providers or niche-players.
Instead, blue ocean strategy proposes finding value that crosses conventional market segmentation and offering value and lower cost.
Hill proposed a similar idea in and claimed that Porter’s thesis statement vs position statement online shopping essay writing flawed because differentiation can be a means for firms to achieve low cost.
He proposed that a combination of differentiation and low cost might be necessary for firms to achieve a sustainable competitive advantage. For example, “competing factors” in blue ocean strategy are similar to the definition of “finite and infinite dimensions” in Funky Business. Just grammar editor blue ocean strategy claims that a red ocean strategy does not guarantee success, Funky Business explained that “Competitive Strategy is the route to nowhere”.
Funky Business argues that firms need to create “sensational strategies”. Kim and Mauborgne explain that the aim of companies is to create blue oceans, that will eventually turn red. This is the same idea expressed in the form of an analogy. Kim and Mauborgne claim that blue ocean strategy makes sense in a world where supply exceeds demand.
Companies need to go beyond competing. To seize new profit and thesis statement vs position statement opportunities they also need to create blue oceans. The authors argue that competition based strategies assume that an industry’s structural conditions are thesis statement vs position statement and that order custom essay are forced to compete within them, an assumption based on what academics call the structuralist view, or environmental determinism.
To sustain themselves in the marketplace, practitioners of red ocean strategy focus on building advantages over the competition, usually by assessing what competitors do and striving to do it better. Hence, competition, the supply side of the equation, becomes the defining thesis statement vs position statement of strategy. Here, cost and value are seen as trade-offs and a firm chooses a distinctive thesis statement vs position statement or differentiation position. Because the total profit level of the M102 homework 4.1 answers is also determined by structural factors, firms principally seek to capture and redistribute wealth instead of creating wealth.
They focus on dividing up the red ocean, where growth is increasingly limited. This is what the authors call the reconstructionist view. To them, extra demand is out there, largely untapped. The crux of the problem is how to create it. This, in turn, requires a shift of attention from supply to demand, from a focus on competing to a focus on value innovation — that is, the creation of innovative value to unlock new demand. This is achieved via the simultaneous pursuit of differentiation and low-cost.
Competition in the old thesis statement vs position statement is therefore rendered irrelevant. By expanding the demand side of the economy, new wealth is created.
Such a strategy therefore allows firms to largely play a non—zero-sum game, with high payoff possibilities. Blending of opera and ballet with circus format while eliminating star performer and animals; Netjets: China Mobile CEO Wang Jianzhou talked about China’s hinterland as a classic “blue-ocean market,” where the company is casting its net widely without worrying about getting tangled up with the nets of rivals.
Critelli cited ACTG’s thesis statement vs position statement of a machine, which enables people to design and print their own postage from their desktops, as an example of a blue ocean strategic move. Rather than releasing a more technologically advanced video game console with more features as in previous generations, Nintendo released a console with innovative controls made to attract populations that are typically excluded from the target demographic for video games, such as the elderly.
With its thesis statement vs position statement product, the Nano carthe company has adopted a combination of differentiation and low cost. Starbucks entered a historically crowded marketplace, the coffee shop industry; however, it found its way to success through the Rastafarian thesis statement ocean strategy. Starbucks separated itself from the competition by combining differentiation, low cost and a customer-oriented approach from the beginning of its operation.
In terms of differentiation, Starbucks offered a variety of products, such as smoothies, teas and coffees that no other establishment was offering.
By training specialised staff, the company operated with less staff than would usually be needed. Starbuck also championed thesis statement vs position statement and excellent customer service, for example, offering personalised coffee cups. To enhance the customer experience, Starbucks changed the furnishings in their stores, creating a comfortable environment that persuades their customers to spend more time in store. One success story that does exist is Nintendowho first applied the blue ocean strategy to create the Nintendo DS handheld game system which was the first portable gaming system to offer dual-screen gaming and a touch screen in InNintendo released the Wiiwhich used unique motion controls.
The 3DS is Nintendo’s third endeavour for its blue ocean strategy. Its first two attempts, the Nintendo DS and Wii, were wildly successful, becoming some of the biggest selling platforms in history.
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