STRATEGY, CHANGE AND INNOVATION

STRATEGY, CHANGE AND INNOVATION

Order Description

 

provide details how a firm’s business model complements its
strategy. This assignment will clearly distinguish strategy from the business model but also demonstrate why
the two are often confused. This will require you to demonstrate your critical analysis to explain why strategy
and business models are often confused. It is important that you present and evaluate alternative principles
and concepts to demonstrate further your critical analysis skills. The use of diagrams to support your
discussion is a must while your ability to synthesise key principles, concepts and models into your own conceptual frameworks

REQUIREMENTS:
-10pt. Times new roman
-1500 words
-no introduction needed
-no table of content needed
-CHICAGO ED 16TH Referencing and IN-TEXT CITATION (not footnote)
-minimum of 15 academic scholarly references (with 10 no older than 2010) , with 4 given below
-create a minimum of 3 new diagrams while mentioning where the ideas were taken from (do reference it)
-add diagrams given from journals that are relevant to strategy and business models to support (so reference it)
-present and evaluate alternative principles and concepts in a way that demonstrates a comprehensive understanding of relative merits and limitations of each
alternative
-MUST include the given references as a main, along with other references.
-MUST draw a table to summarise and explain the similarities and differences of business model and strategy
(SEE THE POWER POINT SLIDES ON THE NEXT PAGE FOR FURTHER EXPLAINATION)

 

1. WHAT IS A BUSINESS MODEL?
2. WHAT IS STRATEGY (no need to discuss about porter’s fife forces r resourced based view of the firm)
3. WHY ARE THE TWO CONFUSED AS THE SAME THING? (compare similarities and differences through that comparison explain why the two get confused. AND provide a summary in
a table form)
4. HOW DO THEY COMPLEMENT EACH OTHER?
5. CONCLUSION (must follow logically from the analysis and development of both explicit and implicit elements evidenced in the strategy investigation)
6. REFERENCE LIST (CHICAGO 16TH alphabetical order)

 

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