what is a strategic gap?
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check the attached website out help give you some ideas.  I hope this helps
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From the choices, it looks like A.  Decrease.\n\nWith lower margins (see monopoly versus perfect competition), the profits slim down over time and there's less room for individual growth even with the total size of the industry increasing.
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That is what strategic planning is all about - having specific objectives. To have strategic planning means to have a goal or targets to meet. And these targets are the breakdown of these specific objectives to meet in order to reach the goal. \nAnd more importantly, meeting these targets (objectives) and completing them on schedule or ahead of schedule if you can put together a successful and effective team. Having these specific objectives mean nothing if you don't have good teamwork and co-operation from all levels. The selling point (getting people to buy into them) are just as important as putting these specific objectives together. Without these support, your objectives are not going anywhere and your final goal will not be achieved.
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Basically on price or quality. Beyond that their are many strategies they use to compete, like marketing (brand advertising), technology, geography etc. Competitors try to create barriers to slow competitive threats entering their market. They can create network externalities that are difficult to mimick or recreate.
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"A Guidebook on the Preparation of a Hospital Strategic Business Plan"\nhttp://www.doh.gov.ph/hsra/tsk/link%20sites/hospital/guidebook%20hosp%20strategic%20business%20plan.pdf\n\n"The Business Plan is a critical document to the transition of the hospital from a purely government subsidized health facility to its desired autonomous status."\n\n"Does Performance Budgeting Work?"\nhttp://www.imf.org/external/pubs/ft/wp/2005/wp05210.pdf\n\n"Performance budgeting refers to procedures or mechanisms intended to strengthen links between the funds provided to public sector entities and their outcomes and/or outputs through the use of formal performance information in resource allocation decision making."
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Dude,\nYou have identified a  potential product gap, cash on it.
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BLUE OCEAN STRATEGY: How to Create Uncontested Market Space and Make the Competition Irrelevant by \n\nW. Chan Kim and Renée Mauborgne\n\nHarvard Business School Press, 2005 \n  \n"Don’t Compete with Rivals—Make Them Irrelevant"\n\nCompanies have long engaged in head-to-head competition in search of sustained, profitable growth. They have fought for competitive advantage, battled over market share, and struggled for differentiation. \n\nYet in today’s overcrowded industries, competing head-on results in nothing but a bloody “red ocean” of rivals fighting over a shrinking profit pool. In a book that challenges everything you thought you knew about the requirements for strategic success, W. Chan Kim and Renée Mauborgne contend that while most companies compete within such red oceans, this strategy is increasingly unlikely to create profitable growth in the future. \n\nBased on a study of 150 strategic moves spanning more than a hundred years and thirty industries, Kim and Mauborgne argue that tomorrow’s leading companies will succeed not by battling competitors, but by creating “blue oceans” of uncontested market space ripe for growth . Such strategic moves—termed “value innovation”—create powerful leaps in value for both the firm and its buyers, rendering rivals obsolete and unleashing new demand. \n\nBLUE OCEAN STRATEGY provides a systematic approach to making the competition irrelevant. In this frame-changing book, Kim and Mauborgne present a proven analytical framework and the tools for successfully creating and capturing blue oceans. Examining a wide range of strategic moves across a host of industries, BLUE OCEAN STRATEGY highlights the six principles that every company can use to successfully formulate and execute blue ocean strategies. The six principles show how to reconstruct market boundaries, focus on the big picture, reach beyond existing demand, get the strategic sequence right, overcome organizational hurdles, and build execution into strategy. \n\nUpending traditional thinking about strategy, this landmark book charts a bold new path to winning the future\n\n.cc
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Conflict Management Strategies \n        There is a menu of strategies we can choose from when in conflict situations: \n\nForcing - using formal authority or other power that you possess to satisfy your concerns without regard to the concerns of the party that you are in conflict with. \nAccommodating - allowing the other party to satisfy their concerns while neglecting your own. \nAvoiding - not paying attention to the conflict and not taking any action to resolve it. \nCompromising - attempting to resolve a conflict by identifying a solution that is partially satisfactory to both parties, but completely satisfactory to neither. \nCollaborating - cooperating with the other party to understand their concerns and expressing your own concerns in an effort to find a mutually and completely satisfactory solution (win-win).
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Competitive pricing is a method of pricing in which a manufacturer's price is determined more by the price of a similar product sold by a powerful competitor than by considerations of consumer demand and cost of production. \n\nBranding and Niche Marketing are to competition-oriented pricing strategies.\n\nA brand strategy is a statement of the brand’s sustainable competitive advantage, usually consisting of a demographic and psychographic description of the intended customers and the benefits they get from the brand. The brand strategy statement is developed within a competitive framework. \n\nNiche strategy is focusing exclusively on a particular demographic or geographical area
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mixed strategy means that both players choose their actions (rows/columns of matrix) randomly, but with some known probability.  \n\nStrategy is defined by those probabilies, and then regular NE definition applies - strategy of each player is best response to what everybody else is doing (i.e. a player can't improve their expected payoff by changing probabilities)
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"Harvard Business Review" and "Strategy+Business" are two outstanding resources for learning about management strategy.  Both are accessible on line.
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What do you mean what is the pass the ball strategy?  The pass the ball strategy is a strategy that is done in business operations in which the current task is passed to another person.  In IT this would be relative to a 24x7 support type situation in which the information is passed off to another person.  That's the only relation I could think of for it.\n\nand yes, I am IT.
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Strategic planning is the process of determining a company's long-term goals and then identifying the best approach for achieving those goals.\n\n\nSteps of the planning process\n1 - Identify the problems\n2 - Determine what alternative solutions exist\n3 - Decide what the best alternative is and prepare the plan \n4 - Put the plan into action, and see how it works and learn from the experience.
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The adversarial system, as it is between unions and management, is one in which one party's gain is the other party's loss.  Since parties negotiate for their own best interest, they are essentially "taking" as much as they can from the other party.  Typically, parties come to these negotiations with an adversarial attitude, and that's why things never get done!!
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what kind of strategic planning does subway use? \nasked by hotstuff_sexything - 4 days ago - in Small Business - 1 Answer - Open
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I believe what is meant is another way of rephrasing this statement:\nDifferent sections/locations of your store generate different level of sales revenue. My understanding of this issue would be an assumption that success is measured by the revenue per square footage of the space in the store. Therefore, the dispalys/items strategically positioned, let's say, at the forefront of the store, at the first vizual "striking" point of the customer will tend to be responsible for possibly >50% of sales. Why? Because customers will react by first buying from this "visual hits". The "hits" at that may also have higher price than, let's say, the "on sale" items that one can position at the back of the store (typical practice in many retail outlets, by the way - e.g. Walmart).
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In surveys of micro and small enterprises throughout the world, the enterprises consistently identify "the market constraint" as a principal factor inhibiting their growth. The market constraint is identified in the surveys as "highly competitive markets" for undifferentiated products, "too few customers", "low margins/profitability".