Running Head: Strategies Strategies Strategies Introduction Once there were two company presidents, which decided to go on a camping trip. The trip was just an excuse to get into an informal, pleasant, and comfortable environment so that they could talk about a possible merger…
He was up on his hind legs and snarled. Within flashes, the first president took off his knap stick, took out of his pair of jogging shoes, wore them and was on the go. The second president both confused and scared, said to him “Hey! You cannot outrun this bear. He is huge smart and twice as fast as you”. The second president replied,” I know that I cannot outrun the bear but I can surely outrun you. (Gamble & Thompson, pp. 89-91, 2008) (David, pp. 36-39, 2007)” This story mentioned above that the underlying purpose behind “strategy making” and strategic management by firms so that they could gain competitive advantage. Over the past decade or so, many factors ranging from globalization to new entrants, customer awareness to saturating markets, increasing costs to pressures for innovation, lifting of trade barriers to diversity management, stumbling economies to extensive legislation and many others have made the very survival of the companies a big issue for themselves. The market place is now a red ocean, where the only way to succeed is to take away the other’s share of pie. Price wars, value additions, differentiation, innovation are common and all are eating way company’s profits (Mintzberg, pp. 145-146, 2008). This explains why it is important for companies to gain that competitive advantage. ...
y're written on.” This paper is an attempt to analyze critically this statement by presenting the two case studies, one of Continental Airlines in favor of strategy and the case of Japanese firms in against of strategy. In light of both of these case studies, the paper will move towards conclusion taking either side of favor or against of strategies. Discussion Case of Continental Airlines In 1994, when Gordon Bethune took over Continental Airlines as the CEO of the company, the company was in the worst possible condition to lead. The company has to take Chapter 11 bankruptcy protection twice during the time period of 1983-1994 (Bethune & Huler, pp. 96-98, 1999). Despite the fact that the company was somewhat able to emerge out of the bankruptcy protection both the times but the problems for the firm were not over. Since 1983, nine different CEOs have tried to fix the company but all in vain. Regardless of the revenues of more than 6 billion US dollars, the company was running in a loss since 1985 (Neff, Citrin & Brown, pp. 142-143, 1999). Continental was the worst possible employer during that era. Wage freezes, back biting, infighting, departmental fights, power struggles, high turnover, use of sick time, use of absences, highest number of mishandled baggage reports, ranking last in terms of on time arrival: these and many others were the highlights by which Continental’s culture was characterized during that era (Hill & Jones, pp. 46-48, 2007). People felt like that, they do not want to come to work and even if they did they were crummy to their co-workers and they were unpleasant to the customers as well. In fact, many employees would remove their company badges during lunchtime or on their way home because they did not want to associate themselves with the ...
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