Appendixes to answer these questions is posted will be at the bottom. Please answer the following questions based on the appendixes: (questions 1-9 all parts please)

1. Are the Company's strategy decisions (Strategy Diamond) consistent, compatible, and aligned with the firm's Vision, Mission, Core Values, and Strategic Goals? Yes or no? Why? Connect the Dots between your Company's Strategy Diamond decisions (Appendix 6) and your Company's Vision, Mission, Core Values and Strategic Goals (Appendix 1)
2. Do the strategy decisions exploit the external opportunities and internal strengths of the Company? Yes or no? Why? Connect the Dots between your Company's Strategy Diamond decisions (Appendix 6) and Opportunities and Strengths (Appendix 5)
3. Do the strategy decisions mitigate the external threats and internal weaknesses of the Company? Yes or no? Why? Connect the Dots between your Company's Strategy Diamond decisions (Appendix 6) and Threats and Weaknesses (Appendix 5)
4. For the Arenas selected are there gaps that will need to be filled through Build, Buy, or Partner (Vehicles)? Yes or no? Why? (Self-Explanatory)
5. Are the Differentiators chosen sustainable in the selectedArenas (reflect on Company VRINE and Value Chain)? Yes or no? Why? (Self-Explanatory)
6. Does the Staging of the strategy look right in terms of sequencing and timing? Yes or no? Why? (Connect the Dots between the Company's Staging and Arena and Vehicle decisions and Execution Lever requirements)
7. What is the Company's Economic Logic? (Low Cost Leadership and/or Value Added and Why)
8. The Strategy Formulation and Execution framework is a discipline, not a template you populate. It's a decision-making tool. Look at the Three Inputs to the Strategy Diamond, the Strategy Diamond decisions and Execution Levers.
   • Do the Company's Strategy Diamond decisions and Execution Levers demonstrate consistency, cohesiveness and alignment end-to-end? Why or why not? (Do the Dots Connect or are there gaps and Why)
   • Are the strategy decisions executable? Why or why not? (Do the Dots Connect or are there gaps and Why)
9. What are your Strategy Formulation and Execution recommendations? (What would you Recommend to better Connect the Dots, Create Line of Sight, address OTSW, etc. and Why) If none, explain why. If there are changes, provide an updated Strategy Diamond and/or Execution Levers in your response to this question, if applicable.

Appendix 1: Company's Vision, Mission, Core Values, Strategic Goals

The company's vision is creates world where people can pursue their passions and reach their potential. The company's mission is to empower people to lead a healthy and active lifestyle. The company's core values are respect, excellence, and integrity. The company's strategic goal is to become the world's leading active lifestyle apparel brand.

Appendix 2: External Analysis, including Industry PESTEL, Five Forces and Life Cycle

The external analysis of the company indicates that the company is in a growth stage. The company is facing various opportunities and threats in the market. The company is facing an opportunity to expand its customer base by catering to the needs of a growing population of people who are interested in leading a healthy and active lifestyle. The company is also facing a threat from the entry of new competitors in the market. The company is also facing a threat from the substitution of products. The company is also facing a threat from the availability of complements.

• According to the findings of the firm's external study, the company is now in the growth stage. The market presents the organization with a wide variety of possibilities as well as challenges.
• The possibility exists for the firm to increase the size of its client base if it can meet the requirements of the expanding number of individuals who are interested in maintaining a healthy and active way of life. A further danger that the corporation must contend with is the emergence of new industry rivals in the market.
• Another risk that the corporation must consider is competition from similar items in the market. Competition from similar products that are easy to find is another risk the company has to deal with.
• Because of rising levels of both sales and income, the business is now in the expansion phase of its life cycle. The possibility exists for the firm to increase the size of its client base if it can meet the requirements of the expanding number of individuals who are interested in maintaining a healthy and active way of life.
• A further danger that the corporation must contend with is the emergence of new industry rivals in the market. Another risk that the corporation must consider is competition from similar items in the market. Competition from similar products that are easy to find is another risk the company has to deal with.

Appendix 3: Competitor Analysis

The company's primary competitors are Nike, Adidas, and Under Armour. The key customer buying factors are quality, price, and style. The company is rated as follows:.

Nike: Quality- 9, Price- 8, Style- 9

Adidas: Quality- 8, Price- 7, Style- 8

Under Armour: Quality- 7, Price- 6, Style- 7

The company is rated higher than its competitors in terms of quality and style. The company is rated lower than its competitors in terms of price.

• Nike, Adidas, and Under Armour are the companies that pose the greatest threat to the success of this business. Quality, cost, and appearance are three of the most important considerations for buyers. The following evaluations have been given to the company:
• Nike received a score of 9 for quality, 8 for price, and 9 for style.
• score for Adidas: 8 for quality, 7 for price, and 8 for style.
• 7 out of 10 for quality, 6 out of 10 for price, and 7 out of 10 for style.
• When compared to its rivals, this business receives greater marks for both its quality and its chicness. People think that the firm's prices are more expensive than those of its competitors.
• Nike, Adidas, and Under Armour are the companies that pose the greatest threat to the success of this business. Quality, cost, and appearance are three of the most important considerations for buyers. When compared to its rivals, this business receives greater marks for both its quality and its chicness. People think that the firm's prices are more expensive than those of its competitors.

Appendix 4: Internal Analysis, including Company 1. VRINE and 2. Value Chain

The company's internal analysis indicates that the company has a number of strengths and weaknesses. The company's strengths include its strong brand name, its efficient supply chain, and its innovative product designs. The company's weaknesses include its high prices, its reliance on a small number of suppliers, and its lack of a presence in some international markets.

• According to the findings of the business's internal investigation, the company has a variety of strengths as well as flaws. The firm excels in a variety of areas, including supply chain efficiency, creative product design, and brand recognition. The high prices, the limited number of suppliers that the firm relies on, and the absence of a presence in some foreign markets all contribute to the company's difficulties.
• According to the findings of the company's internal investigation, the company has both strengths and weaknesses.The firm excels in a variety of areas, including supply chain efficiency, creative product design, and brand recognition. The high prices, the limited number of suppliers that the firm relies on, and the absence of a presence in some foreign markets all contribute to the company's difficulties.

Appendix 5: Company OTSW derived from your External and Internal analyses

The company's OTSW matrix is as follows:

Opportunities:

1. Expand customer base 2. Enter new markets

Threats:

1. Entry of new competitors 2. Substitution of products

Strengths:

1. Strong brand name 2. Efficient supply chain 3. Innovative product designs

Weaknesses:

1. High prices 2. Reliance on a small number of suppliers 3. Lack of a presence in some international markets

• The OTSW matrix for the firm reveals that there is potential for the company to broaden its existing client base as well as enter new markets. In addition, the corporation faces risks associated with the arrival of new rivals and the introduction of substitute goods. The company's strengths are its well-known brand name, its streamlined supply chain, and its creative approaches to product creation. Some of

Appendix 6: Company Strategy Diamond (Current)

The company's current strategy diamond is as follows:

Model of Business:

The business strategy of the firm is to charge a premium price for items that are of superior quality, include cutting-edge design, and are ahead of the fashion curve.

Capabilities:

The company's unique product designs, dependable supply chain, and well-known brand name are among its most valuable assets.

Unique Value Proposition:

The company's unique value proposition is its ability to provide customers with high-quality, innovative, and stylish products.

Key Success Factors:

The key success factors for the company include its ability to continue to innovate its products and to expand its customer base.

• The following is the current diamond approach used by the company:
• Business Model:
• The business strategy of the firm is to charge a premium price for items that are of superior quality, include cutting-edge design, and are ahead of the fashion curve.
• Core Competencies:
• The company's unique product designs, dependable supply chain, and well-known brand name are among its most valuable assets.
• A Unique Value Proposition
• The capacity of the firm to provide clients with items that are attractive, inventive, and of excellent quality is the distinctive value proposition that the company offers.
• Factors Crucial to Our Success:
• The capacity of the firm to continue to reinvent its goods while also expanding its consumer base is one of the most important success criteria for the organization.
• According to the company's current strategic framework, the company's business model is founded on the selling of high-quality, inventive, and trendy things at a premium price.
• It's due to the fact that these qualities contribute to the company's capacity to both attract new consumers and keep the ones it already has. The business's key advantages come in the form of a brand name that is well-known and recognized, a supply network that is effective, and creative product concepts. The capacity of the firm to provide clients with items that are attractive, inventive, and of excellent quality is the distinctive value proposition that the company offers. The capacity of the firm to continue to reinvent its goods while also expanding its consumer base is one of the most important success criteria for the organization.

Appendix 7: Key Execution Levers (Current)

The company's current key execution levers are as follows:

Leadership:

The company is led by a team of experienced executives who have a deep understanding of the active lifestyle apparel industry.

Organizational Structure/Governance:

The organization is run from a central location across the whole corporation. The board of directors of the firm is the entity that is accountable for the overall governance of the organization.

People (Talent):

The company has a team of experienced and talented designers, marketers, and salespeople.

Systems/Processes:

The company has efficient systems and processes in place to develop, manufacture, and sell its products.

Tradition:

The culture of the organization prioritizes innovation and the satisfaction of its clients.

• Leadership, organizational structure and governance, people (talent), systems and processes, and culture are the five primary execution levers that the firm is focusing on improving at the moment. The business is managed by a group of seasoned executives that have an in-depth knowledge of the active lifestyle clothing sector. The organization is run from a central location across the whole corporation. The board of directors of the firm is the entity that is accountable for the overall governance of the organization. The firm has a workforce that includes designers, marketers, and salesmen who are all skilled professionals. The organization is well equipped with effective methods and procedures for product research and development, manufacturing, and marketing. The ethos of the organization prioritizes innovation and putting the consumer first.