Im looking for some help adding some info to an already half completed assignment. Im looking for additional info/answers to parts not addressed. Questions and what I already have are posted below. Please dont repeat answered info, also look through questions and see if anything is missing from my answer. Thanks so much!!

Assignment questions:

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.

My current answers:

1. Yes, the company's strategy decisions are consistent, compatible, and aligned with the company's vision, mission, core values, and strategic goals. The company's strategy decisions are focused on becoming the world's leading active lifestyle apparel brand, which is consistent with the company's vision of empowering people to lead a healthy and active lifestyle. The company's strategy decisions are also focused on providing high-quality products and excellent customer service, which are compatible with the company's core values of respect, excellence, and integrity. Finally, the company's strategy decisions are aligned with the company's strategic goal of becoming the world's leading active lifestyle apparel brand.

2. The company's strategy decisions do exploit the external opportunities and internal strengths of the company. The company's business model is based on selling high-quality, innovative, and trendy products at a premium price. This pricing strategy takes advantage of the company's strengths, such as its well-known brand name, efficient supply chain, and innovative product designs. In addition, the company's pricing strategy also exploits opportunities in the market, such as the potential to expand its customer base and enter new markets. The company's unique product designs, dependable supply chain, and well-known brand name are among its most valuable assets. These assets allow the company to charge a premium price for its products, which takes advantage of opportunities in the market, such as the potential to expand its customer base and enter new markets. In addition, the company's pricing strategy also exploits opportunities in the market, such as the potential to expand its customer base and enter new markets. The key success factors for the company include its ability to continue to innovate its products and to expand its customer base. These factors are directly connected to the company's strategy decisions. The company's decision to focus on selling high-quality, innovative, and trendy products takes advantage of the company's strengths, such as its well-known brand name, efficient supply chain, and innovative product designs. In addition, the company's focus on expanding its customer base exploits opportunities in the market, such as the potential to enter new markets.

3. The strategy decisions that the company makes do mitigate the external threats and internal weaknesses of the company. The company's strategy of charging a premium price for high-quality, innovative, and stylish products is a way to mitigate the threat of new competitors entering the market. The company's strong brand name, efficient supply chain, and innovative product designs are all ways to mitigate the threat of substitution of products. The company's reliance on a small number of suppliers is a way to mitigate the threat of entry of new competitors. The company's lack of a presence in some international markets is a way to mitigate the threat of substitution of products.

4. The company's current strategy focuses on selling high-quality, innovative, and stylish products at a premium price. In order to continue to execute this strategy successfully, the company will need to continue to invest in research and development to maintain its position as an innovation leader in the industry. Additionally, the company will need to continue to expand its customer base in order to grow its revenues. The company may need to consider entering new markets or partnering with other companies in order to achieve this growth.

5. The company's differentiators are sustainable in the selected arenas. The company's brand name is strong and recognizable, and the company has efficient systems and processes in place to develop, manufacture, and sell its products. The company's culture prioritizes innovation and the satisfaction of its clients. These differentiators give the company a competitive advantage in the market. The company's brand name is strong and recognizable, and the company has efficient systems and processes in place to develop, manufacture, and sell its products.

The company's culture prioritizes innovation and the satisfaction of its clients. These differentiators give the company a competitive advantage in the market. The company has a strong brand name that is recognizable, efficient systems and processes in place to develop and sell products, and a culture that prioritizes innovation and customer satisfaction. These differentiators give the company a competitive advantage in the market and make the company's differentiators sustainable.

6. Yes, the staging of the strategy appears to be appropriate in terms of sequencing and timing. The company has clearly defined its vision, mission, and core values, and has set forth a strategic goal to become the world's leading active lifestyle apparel brand. The company has conducted an external analysis and has identified a number of opportunities and threats in the market.

The company has also conducted an internal analysis and has identified a number of strengths and weaknesses. Based on these findings, the company has developed a number of key execution levers that it is focusing on in order to achieve its strategic goal.

7. The company's economic logic is to charge a premium price for its products. The company believes that its products are of superior quality and offer a unique value proposition to customers. The company's competitive advantage is its ability to continue to innovate its products and to expand its customer base. The company's pricing strategy is based on the belief that its products are superior in quality to those of its competitors. The company also believes that its products offer a unique value proposition to customers. In particular, the company's products are designed to meet the needs of a growing population of people who are interested in leading a healthy and active lifestyle. The company's competitive advantage is its ability to continue to innovate its products and to expand its customer base. The company's economic logic is based on the premise that its products are of superior quality and offer a unique value proposition to customers. The company's competitive advantage is its ability to continue to innovate its products and to expand its customer base. The company's products are designed to meet the needs of a growing population of people who are interested in leading a healthy and active lifestyle. The company's pricing strategy is based on the belief that its products are superior in quality to those of its competitors.

8. The company's strategy diamond decisions and execution levers demonstrate consistency, cohesiveness, and alignment end-to-end. The company's business model is based on the selling of high-quality, innovative, and stylish products at a premium price. The company's unique product designs, dependable supply chain, and well-known brand name are among its most valuable assets. The company's unique value proposition is its ability to provide customers with high-quality, innovative, and stylish products. The key success factors for the company include its ability to continue to innovate its products and to expand its customer base. The company is led by a team of experienced executives who have a deep understanding of the active lifestyle apparel industry. The company has a team of experienced and talented designers, marketers, and salespeople. The company has efficient systems and processes in place to develop, manufacture, and sell its products. The culture of the organization prioritizes innovation and the satisfaction of its clients. The company's strategy diamond decisions and execution levers are aligned end-to-end, demonstrating consistency, cohesiveness, and alignment.

9. The company's current strategy formulation and execution are not well aligned. The company's current strategy focuses on charging a premium price for high-quality products.

However, the company's execution levers are focused on improving the efficiency of the company's supply chain and the quality of its products. The company's execution levers are not focused on improving the company's sales and marketing efforts. As a result, the company is not able to connect the dots between its strategy and its execution. The company should focus on aligning its strategy and its execution. The company's strategy should focus on growing its sales and expanding its customer base. The company's execution levers should focus on improving the company's sales and marketing efforts. The company should also focus on improving the efficiency of its supply chain and the quality of its products. The company's current strategy formulation and execution are not well aligned. The company's current strategy focuses on charging a premium price for high-quality products. However, the company's execution levers are focused on improving the efficiency of the company's supply chain and the quality of its products. The company's execution levers are not focused on improving the company's sales and marketing efforts. As a result, the company is not able to connect the dots between its strategy and its execution. The company should focus on aligning its strategy and its execution. The company's strategy should focus on growing its sales and expanding its customer base. The company's execution levers should focus on improving the company's sales and marketing efforts. The company should also focus on improving the efficiency of its supply chain and the quality of its products.

My strategy formulation and execution recommendations:

1. The company's current strategy formulation and execution are not well aligned.

2. The company should focus on aligning its strategy and its execution.

3. The company's strategy should focus on growing its sales and expanding its customer base.

4. The company's execution levers should focus on improving the company's sales and marketing efforts.

5. The company should also focus on improving the efficiency of its supply chain and the quality of its products.

PLEASE DONT JUST REPEAT WHAT I ALREADY HAVE. IM ONLY LOOKING FOR NEW ADDITIONS/ANSWERS!!!!