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relation to historical data gained from previous years of operation reports. For example, industry, population, age, race, and geographic areas can separate this information and locations to assist with making well-informed decisions. The results of such analysis can provide a clear direction necessary for maximizing plan designs. The electronic manufacturing companies can best hedge against practices by knowing their target audience and building company opportunities designed richly to attract such consumers, clients and employees. “The two most prominent sources of competitive advantage can be found in the business's cost structure and its ability to differentiate the business from competitors.” (Pearce and Robinson, Ch. 7). 

In the second simulation, “Developing Grand Strategies” was focused on the development of a grand strategy. The toy company Oz was the third largest toy manufacturing company in the country. The company reported $3.5 billion in revenue. Industry reports viewed at Oz predicted that the sales curves were flattening. Oz decided to take a proactive approach to develop a grand strategy that was suitable to the industry reports. “The two most prominent sources of competitive advantages can be found in the business's cost structure and its ability to differentiate the business from competitors.” (Pearce and Robinson, Ch. 7). Strategies, that involve adoption of new technologies, also have sweet spots. Connecting with the right strategy at the right time supported with the right resources will produce the best possible results (Oliver, 2002). 

As a result of the “Developing Grand Strategies” simulation, a lesson learned has been the ability to apply analytic tools and concepts in the development of strategic planning. By virtue of Celestica’s geographic locations, certain advantages exist that differentiates the company from competitors. Primary focus within the company has been based on the company’s ability to offer superb customer service to the consumers and the client. Values and corporate culture appear to competitive edge for Celestica. The company has obvious shortcomings that prevent the organization from competing at an optimum level, and therefore, reputation for doing what is right has held Celestica together during times of strategic planning down turns. The company’s customers have the perception that the company is committed to doing what is right by offering superb customer focus to the products that are to be produced. The company’s ability differentiate through increased customer focus is a key component within developing a grand strategic consistent with Celestica’s mission and values statement (Celestica Website, 2004). 

Developing a vision and determining what is critical for the business will aid in making key business decisions. In experiencing the Grand Strategy with Oz, the strategy used is in response to the internal and external conditions of the business systematic processes. As the company builds on strengths and weaknesses, the strategy is to create and sustain a competitive advantage. If a potential opportunity arises, the opportunity should be consistent with what is important to the values and vision of the business. The key point in a business strategy is figuring out what you're not going to do, not just what you are going to do (The Bangkok Post, 2002). 

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