LEARNING INSIGHTS FOR TEAM 4

* Highlight your AHA moment.

My AHA moment occurred when the presenters talked about the strategy diamond. It was my
first time hearing the term. According to the presenters, a strategy diamond is a collection of the
five components that make up a cohesive corporate strategy: Arenas, Differentiators, Vehicles,
Staging, and Economic Logic. Donald Hambrick and James Fredrickson, strategy researchers,
created this model. I learned the method allows organizations to visualize their business strategy.

* Emphasize at least 5 points that were clearly discussed.

Goals - are things a company wants to achieve, usually broad and long-term
Objectives - are things a company wants to achieve, usually specific and short-term
Strategy - steps taken to achieve the objectives and goals
Strategic Management Process - the culture of appraisal that a company applied to gain a
competitive advantage
Internal and External Analysis - the process of researching the factors that potentially
could affect the business

* Outline at least 5 points that made you feel confused.

Strategy as Discipline
Customer Intimacy
Strategic Objectives
Product leadership
Operational excellence

* Research those confusing points and discuss your own understanding.

Strategy as Discipline
- They are disciplines created by CSC Index consultants Michael Treacy and Fred
Wiersema. Their value disciplines approach is quite similar to Porter's three
general strategies (cost leadership, differentiation, focus). There is, however, one
significant distinction. According to the value disciplines model, no discipline
may be ignored: threshold levels for the two non-selected disciplines must be
maintained.
Customer Intimacy
- Companies that follow this strategy thrive at client attention and service. They
cater to individual or almost individual consumers with their products and
services. Examples include timely delivery of products and services that exceed
customer expectations, lifetime value concepts, dependability, and proximity to
the customer.
 Strategic Objectives
- Strategic objectives are statements that highlight what is crucial or significant in
your company's strategy. Simply, they are goals that you want to reach in a
specific time frame—typically 3-5 years. The finest strategic objectives may be
articulated in a single statement that comprises an item, a measurable unit, and a
timeline.
Product leadership
- Product leadership is the act of focusing on products within a company. Firms that
execute this approach successfully excel in innovation and brand promotion. The
firm operates in fast-paced areas. The emphasis is on development, innovation,
design, time to market, and achieving large profits in a short period of time.
Operational excellence
- The strategy's key qualities include excellent operations and execution, frequently
by giving adequate quality at a very cheap price, and a task-oriented view for
staff. The emphasis is on efficiency, simplified operations, supply chain
management, simplicity, and volume.
* How do you assess the team's presentation?
The presentation was well executed. All of the presenters provided in-depth explanations
and examples of their respective topics. Their presentation was also creative, although I wished
they had a more business formal theme. In general, I think the presentation was done efficiently
and coherently.