Quake 4 PC Stroggification Process and final boss fight - YouTube

Quake 4 gameplay of the last level and end boss battle. The Quake 4 single player mode continues the story of Quake II by pitting the player against a cyborg.
He is chosen to undergo the process of stroggification. From a first-person view, you must watch the captive ahead of you go through the painful process before it's your turn. You can struggle in the restraints, but your attempts to escape are in vain. Kane moves on a conveyor belt through different stations.

1 Stroggification. Via: youtube.com (chromescream) After failing to destroy a Strogg facility, Quake 4's protagonist Matthew Kane is taken captive. He is chosen to undergo the process of stroggification. From a first-person view, you must watch the captive ahead of you go through the painful process before it's your turn. You can struggle in. 9.3k members in the quake community. A subreddit for the classic Quake games from iD Software. Read the wiki for information!

Learning Outcomes

Explain the stages of strategy.
Explain Porter’s general types of competitive strategies.
Explain e-commerce strategy.

The previous sections have examined the role of strategy in management and looked at common frameworks for analyzing the external and internal environment of business organizations. But what are the specific steps in the strategic management process? How do managers decide what to do, when to do it, and make sure it is happening the way they want? This is what the strategic management process is all about.

The Strategic Management Process

The strategic management process consists of three, four, or five steps depending upon how the different stages are labeled and grouped. But all of the approaches include the same basic actions in the same order. A brief description of these steps follows:

Strategic Objectives and Analysis. The first step is to define the vision, mission, and values statements of the organization. This is done in combination with the external analysis of the business environment (PESTEL) and internal analysis of the organization (SWOT). An organization’s statements may evolve as information is discovered that affects a company’s ability to operate in the external environment.
Strategic Formulation. The information from PESTEL and SWOT analyses should be used to set clear and realistic goals and objectives based on the strengths and weaknesses of the company. Identify if the organization needs to find additional resources and how to obtain them. Formulate targeted plans to achieve the goals. Prioritize the tactics most important to achieving the objectives. Continue to scan the external environment for changes that would affect the chances of achieving the strategic goals.
Strategic Implementation. Sometimes referred to as strategic execution, this stage is when the planning stops and the action begins. The best plans won’t make up for sloppy implementation. Everyone in the organization should be aware of his or her particular assignments, responsibilities and authority. Management should provide additional employee training to meet plan objectives during this stage, as well. It should also allocate resources, including funding. Success in this stage depends upon employees being given the tools needed to implement the plan and being motivated to make it work.
Strategic Evaluation and Control. Because external and internal conditions are always changing, this stage is extremely important. Performance measurements (determined by the nature of the goal) will help determine if key milestones are being met. If actual results vary from the strategic plan, corrective actions will need to be taken. If necessary, reexamine the goals or the measurement criteria. If it becomes apparent that the strategy is not working according to plan, then new plans need to be formulated (see Step 2) or organizational structures adjusted. Personnel may need to be retrained or shifted to other duties. You may even have to repeat the strategic management process from the beginning, including the information and knowledge gained from this first attempt.

The graphic depicts the basic steps of the strategic management process. Note that analysis, decision making, and action happen in all of the steps and throughout the process.

Porter’s Competitive Strategies

The strategic management process described earlier can be successfully used for a wide number of business strategies. In practice, however, most organizations develop strategies that focus on the competition.

Besides studying the nature of industry profits in the Five Forces Theory, Michael Porter is also recognized for his work on four general types of competitive strategies. (More recently, a fifth strategy has been added.) Porter’s model describes two ways of achieving competitive advantage, either by differentiation or by cost. It also identifies two ways of targeting the market, by focusing on a particular market segment or appealing to the overall (broad) market. This approach results in four separate competitive strategies: overall differentiation, overall low cost, focused differentiation, and focused low cost. The fifth strategy combines elements of both low cost and differentiation. This is called the integrated approach.

Porter classified competitive strategies by cost and differentiation, with a focused or broad market scope. How to use garageband iphone. He later recognized a fifth (integrated) classification.

Low Price Leadership Strategy

An organization seeking a low-cost strategy seeks to become a leader in providing low-cost products to its customers. The strategy is to produce (or purchase) comparable value goods or services at a lower cost than its competitors. The lower cost will attract the majority of customers and allow it to profit by the volume of goods sold. For this strategy to be successful, it requires that only one or two companies can be industry leaders in this position. For example, Walmart and Costco are leaders in the overall low-cost strategy. IKEA is a low-cost leader using a focused low-cost strategy, appealing to a particular segment of the overall market.

Low-Cost Strategy Advantages and Disadvantages
ADVANTAGES OF LOW-COST STRATEGY	DISADVANTAGES OF LOW COST-STRATEGY
Reduces buyer bargaining power	Lack of differentiation/value in products and services
Forces out less efficient rivals	Some methods can be easily copied
Makes it hard for new entrants to compete	Focus on cost cutting decreases investment in key activities

Differentiation Leadership Strategy

A strategy based on differentiation (distinction) calls for goods and services that offer unique features and that have high value for the target customer. The features must be perceived by the customer to be so much better than what the competition offers that they are worth an additional cost.

The differentiation may be based on the total number of features, quality of the features, customer service, or other criteria. Marketing campaigns are one way to differentiate a product and create a strong emotional attachment to it, supporting premium prices. Examples of companies in the overall market scope that pursue an overall differentiated strategy include Sony and Apple. They produce a large number of quality products that appeal to the wide technology consumer market. Businesses that sell luxury goods in any industry are employing a focused differentiation strategy. Prada, BMW, and Rolex are all companies whose strategy depends upon maintaining a loyal customer base convinced of the superior quality and uniqueness of their products—and who are also willing to pay a premium for the perceived quality value.

Differentiation Strategy Advantages and Disadvantages

ADVANTAGES OF DIFFERENTIATION STRATEGY	DISADVANTAGES OF DIFFERENTIATION STRATEGY
Buyers are less price-sensitive	Costs to produce can be high
Rivalry is reduced (fewer direct competitors)	Distinctive features don’t necessarily create value
Difficult for new entrants into the market to copy the product or service	Distinctive

Stroggification Process