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Business Strategies

Successful business strategies for the contemporary organizations in time of turbulence

Index

1. Introduction………………………………………………………………………….3

2. Avaliation and Interpretation under recession conditions………………...…………4

3. Strategic Adaptation to Recession…………………………………………………..5

4. Categories of strategy in recession conditions………………………………………6

5. Strategic responses in the recession…………………………………………………7

6. Conclusion………………………………………………………………….……….9

7. Bibliography…………………………………………………….…………………10

1. Introduction

The economic crisis that shook the international markets had mixed reactions in the companies. Some were flat, hoping to improve the scenario. Others decided to go for innovation in search for new business areas. With proper planning and strategies, now envision a second half-reaction, with good market prospects. The innovation theme is assuming increasing importance and covering new areas each day. Innovate has become the solution found by some companies to stay on the market and win new customers. The crisis is resolved only through hard work, creativity and organization. Betting on innovation and finding new markets is one of the solutions we found. It examines the costs and can cope with the crisis clearly and efficiently. The fact that there just exacerbates the crisis the way it has always been pursued in the company: to seek innovative solutions. An organization adopting a model of excellence in management is essential to stand out among the competition, breaking paradigms and investing in relationships with all audiences. The pursuit of excellence involves having vision. Having vision is, above all, the urgency of this. We will be competitive, market-differentiated and able to make the developed world if we do present a challenge for excellence and innovative.

2. Avaliation and Interpretation under recession conditions

Studies of business adaptation under recession conditions vary in scope and quality. Much analysis and commentary is descriptive, and often prescriptive, rather than explanatory. Sources often provide little explanation of why businesses adapt in the ways they do, the conditions that enable, or constrain, particular adaptations, or the specific factors that affect performance outcomes. Few academic studies specifically explore the causes, processes and consequences of strategic adaptation under recession conditions. There is, therefore, a need to draw on studies of adaptation to environmental shocks/jolts, endgame strategies in declining industries and business turnaround. The relevance of such studies to understanding business adaptation under recession conditions has to be argued for rather than assumed. Many studies identify particular adaptations under recession conditions, such as adjustments in marketing, R&D, training, and pricing. They tend not to report, however, whether such changes constitute a fundamental strategic change, for example, as part of a retrenchment or investment strategy, as distinct from an operational change. In an increasingly global economic system, where competitors, customers and supply chains operate across national frontiers, the stakeholders whose actions influence firms’ strategic adaptations and performance are frequently non-UK actors. The literature focusing on organisational responses to recession conditions rarely takes such global influences explicitly into account. Perhaps this relates, at least in part, to the previous UK recession occurring nearly 20 years ago when globalising tendencies were less prominent than they are today. There are several major gaps or weaknesses in the literature: a lack of rigorous academic studies focusing specifically on strategic adaptation under recession conditions;...
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