Stratergies for Competive Advantage

Stratergies for Competive Advantage

Angie Aragon
Ngan Hoang
Michelle Noor
Lorena Ochoa
MBA/580: Strategies for Competitive Advantage
Dr. Kamal L. Ranasinghe Ph.D., D.B.A.
University of Phoenix
March 11, 2009



















An integral component of the strategic management plan involves conducting a detailed evaluation of the successes and failures of an existing strategic plan. This component of the strategic management process is called strategic control. “Strategic control is concerned with tracking a strategy as it is being implemented, detecting problems or changes in its underlying premises, and making necessary adjustments” (Pearce & Robinson, 2004, p. 2004). The way in which an organization uses the information obtained from conducting strategic control can determine the organization’s level of strategic adaptability and overall performance. A high performing organization must use the information obtained from the strategic control process to assess its previous, current and future actions in relation to its external environment. The external environment includes all forces contained with an organization’s remote industry and operating environment. This research team will discuss the concept of strategic adaptability and that it has a differing degree of relevance to the types of issues and opportunities facing every organization.
Strategic Adaptability
While ADP, Inc. is at the forefront of their business, they are constantly challenged with a downturn in the global economy and a rise in the U.S. unemployment rate. ADP’s core business is payroll solutions, which is dependent upon a ripe economic condition. ADP recognizes that the economy has weakened considerably and instead of targeting larger companies, the benefit would be to concentrate on the small businesses. Thus, growing the company by offering new services to the small businesses and adapting the same strategy will accomplish the same goal. “External factors influence a firm’s choice...