1. For each of the four strategic options available (refer to slide 15), identify a corporation in the technology sector that appears to you to match the characteristic of that option. Provide a brief explanation for that choice:

• Low-cost provider
• Differentiation features
• Focus on market niche
• Specialized expertise

2. As you watch the IBM video on its 100 anniversary (hyperlink on last slide), identify possible triggering events (refer to slide 23) that might have forced IBM to change their corporate strategy over its more than 100 years of history.

If you used external sources, list them at the end of our text using the APA format. Please note that your submission will be automatically filed with Turnitin. Any similarity index above 120 will be investigated as it might be problematic. Plagiarism will be dealt with severely. Maximum of 500 words. State the number of words at the end of the text.

Link: IBM Centennial Film 100 X 100 A century of achievements have changed the world

Basic strategic options available o Four Dependable Routes to Competitive Advantage Low-cost provider Differentiating features Focus on market niche Specialized Expertise Triggering events . Organizations often tend to keep the same overall strategy unless the "carpet is pulled under their feet"; that is a situation called organizational inertia. Why rock the boat if things are going well? Possible jolts: Change of CEO Possible change of ownership Performance gap (financial results, market share lost, technical leadership position is lost, etc.) Strategic change in the external environment Technological changes. Adjust or die if organization ignores what is changing externally and internally (Chrysler and RIM?) Basic strategic options available o Four Dependable Routes to Competitive Advantage Low-cost provider Differentiating features Focus on market niche Specialized Expertise Triggering events . Organizations often tend to keep the same overall strategy unless the "carpet is pulled under their feet"; that is a situation called organizational inertia. Why rock the boat if things are going well? Possible jolts: Change of CEO Possible change of ownership Performance gap (financial results, market share lost, technical leadership position is lost, etc.) Strategic change in the external environment Technological changes. Adjust or die if organization ignores what is changing externally and internally (Chrysler and RIM?)