strategy

• Change is an omnipresent and constant element of the life of contemporary organizations.
• Change concerns both the external and internal environment of organizations.
• Continuous changes include growing old, the increase of the well-being of society, and loss of modernity of machines and equipment that the organization owns.
• Predictable changes can be, to various extents, predictable for the management of organizations.
• Continuous changes are easier to predict, however their pace, especially in a specific sphere, can be surprising.
• Unpredictable changes include a surprisingly fast growth of the shortage of workers with certain qualifications due to emigration.
• A strategy provides answers to the following questions: What is the area of activity of the organization?
• SWOT analyses strengths, weaknesses, threats, and opportunities.
• External characteristics of the environment are analyzed in a SWOT analysis.
• What determines the achievement of this superior result (sources of competitive advantage)?
• What is the potential of organization?
• In what direction do the most important series of changes that take place in its external and internal environment push the organization?
• Internal characteristics of the company are analyzed in a SWOT analysis.
• Strategy is a method of getting from the point of departure, which is described in an analysis like the SWOT analysis, to final destination (aspiration, goals).
• Discontinuous changes are isolated events such as political upheavals, sudden changes in legislation, bankruptcies, and interpersonal conflicts.
• Organizations can influence reality by identifying important changes for the organization that it has no influence over whatsoever, interpreting the weak signals, i.e., the changes that occur in the earliest stage of development.
• Organizations can also provoke and fully control changes that are initiated and executed with the intention to provoke a certain reaction.
• Cost Leadership Strategy is a strategy where an organization maintains its costs at a lower level than its competition, allowing it to freely decide whether it wants to lower the price or keep a larger profit margin.
• Focus or Niche Strategy is a strategy where an organization finds a group of customers that are not interesting to the other market players and "exploits them".
• Ability to redefine principles or innovation is a strategy where the product is successfully redefined by the producer as something else, for example, the fountain pen ceases to compete with the ball pen as a tool to write with and starts competing with jewelry.
• Distribution is a strategy where the product is popular because it is easily accessible.
• Porter's Generic Strategies are strategies for competitive advantage, including Differentiation or Quality Strategy, Cost Leadership Strategy, and Focus or Niche Strategy.
• Brand is a strategy where the product is popular because it has a well-known brand.
• Global configuration is a strategy where the advantage is based on the fact that the product is developed or used by individuals or companies in many places in the world.
• Design is a strategy where the product is popular because it is nice-looking.
• Association with another product is a strategy where the product can easily be used in combination with another product and the popularity of both is mutually driven up.
• Differentiation or Quality Strategy is a strategy where the product is considered to be unique or simply better than other products, for which the customer is often willing to pay much more.
• Marketing is a strategy where the product is popular because the organization has mastered its marketing techniques to perfection.
• No reputation, little experience, limited knowledge on contractual law are weaknesses of wedding studio.
• Developing policies and plans is the first stage in the strategic management model.
• Meal kit services are affordable, in comparison with prices from the competition.
• The strategy model consists of three stages: defining the organizational mission, defining the sphere of activity of the organization, and defining the strategic (competitive) advantage.
• Necessity of educating the customers about the existence of the service is a weakness of meal kit services.
• The possibility to try the dishes in the restaurant before purchasing a meal kit is a strength of meal kit services.
• New recipes every week ensure there is no stagnation and repetition of the menu in meal kit services.
• Little experience in the meal kit service is a weakness of meal kit services.
• High cost of ingredients without knowing the actual demand is a weakness of meal kit services.
• Local and organic ingredients are used in meal kit services.
• Different dietary options such as starter, main course, dessert, vegetarian, and gluten-free are offered by meal kit services.
• Growing popularity of the service, word of mouth, foreign customers, social media influence, no social media activity of competitors, and expansion to Poland-wide are opportunities for wedding studio.