The business-level strategy of any organization

Distinguish the business-level strategy of any organization within your industry specialization by determining if it is a cost leader, differentiators, or best value and whether it addresses a broad or narrow market focus.
The Organization that I would like you to use is
The area that I like is Wedding planning and Event Planning.
*********Here are some notes on the topic assigned.
What is Strategy Implementation?
Simply stated, strategy implementation means putting the plan into action. It could also refer to the necessary steps used enable or support the planned strategy. Following the latter aspect of strategy implementation, the implication is that “putting the plan into action” is far more complicated than what it sounds as different variables, such as culture, resources, people, and methods of control, for example, have to be considered in strategy development as well as implementation. The planned strategy then has to be a strategic fit among the implementation variables (Okumus, 2010). Failure to consider how the strategy can be implemented and controlled will likely result in the failure of the plan, regardless if initial merit, to fail.
Business Level Strategy
Business level strategy is the approach taken by the organization to compete in their chosen market, whether through competition or cooperation [working with a competitor to gain advantage over other competitors](Sigal, 2010). General classifications of business level strategy include low-cost leadership and differentiation (Porter, 1980). Low cost leadership is based on the minimization of cost to gain an advantage over competitors and is influenced by economies of scale and lean management. Differentiation is providing a unique experience that is not matched by competitors, increasing brand loyalty from guests and lowers sensitivity to price (Singal, 2010).
Though Wal-Mart has been used as the example to provide a basis of comparison, a look within the hospitality industry will reveal a number of independently owned organizations and chain brands that have built their business on either general method of business level strategy. Referring to chains, the divisions or brands within a single entity represent a clear effort for differentiation as the brands are developed to create appeal for specific types of customers. Darden Restaurants, Inc., for example, has concepts aimed at diners seeking seafood, Italian, or a steakhouse. Not only are the individual concepts designed to not directly compete with each other, but the service and product they provide are marketed in a way to establish differentiation with direct competitors.
The strategy of each division or concept is a part of the greater vision for the overall organization, or corporate level strategy. As defined by Enz (2010), corporate level strategy is based on setting the direction for the entire organization, selecting tactics for diversification and overall growth, and managing corporate resources and capabilities. Like low-cost leadership and differentiation in business level strategy, corporate level strategy is generally related to vertical integration or diversification.
Vertical Integration
Vertical integration is assessed by degree of ownership of entities and services with the supply chain. Backward integration refers to ownership of supply functions and forward integration refers to ownership of distribution functions. A fully integrated company would own elements within the supply chain from obtaining raw materials to delivery of the final product (Enz, 2010).
Whereas vertical integration is aimed at immersion or concentration in providing a product, service or experience, diversification is aimed at increasing scale and scope of products, services, and experiences. The corporation seeks to move away from its core business and expand its business through generating appeal to different target markets. Though a better example is a lodging company also developing real estate or franchising restaurants, a look at the Hilton Worldwide portfolio demonstrate the diversification of service to broaden reach to different reasons to travel or different expectations from target market groups.
Enz, C. (2010). Hospitality strategic management: Concepts and cases (2nd ed.). Hoboken, NJ: John Wiley

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