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The purpose of this paper is to explore this week’s discussion board core theme of business development strategy. It is important to note that strategy is used by organizations for decision-making, and this also adds value to the overall vision of the organization in order to gain a competitive advantage. According to Wirtz, Pistoia, Ullrich & Gottel (2016), A business model is a simplified and aggregated representation of the relevant activities of a company. Wirtz et al (2016) assert that it describes how marketable information, products, and services are generated by means of a company’s value-added component.
Analysis of Business Strategy Development
Developing a business strategy is a very significant component of the implementation of the organizational strategic framework. Gamble, Peteraf, and Thompson (2019, p.2) assert that “a company’s strategy is the set of actions that manager takes to outperform the company’s competitors and achieve superior profitability.” For any business to be successful, there must be a strategy that drives the success of that organization. Companies with superior strategies tend to do well in their industry and also fair well during some economic downturns. According to Gamble et al (2019, p.3), a strategy needs to be appropriate for a company’s situation, but should also be able to be differentiated from its rivals. Every business must have something that sets them apart from their counterparts in the same industry. According to Wirtz, et al (2016), a current business model should always be critically regarded from a dynamic perspective, thus within the consciousness that there may be the need for business model evolution or business model innovation, due to internal or external changes over time. For a company to make business decisions on the overall strategies, certain key criteria must be assessed prior to the final decision on how to develop and ultimately implement a strategy decision.       
Evaluation of Key Decision Necessary for Business Strategy Development
In developing a business strategy, the business must consider certain elements prior to senior executives making a final decision on the strategic initiative. According to Gamble et al. (2019, p.9), there are three questions that can be used to determine a winning strategy such as; how well does the strategy fit the company’s situation? Is the strategy for helping the company achieve a sustainable competitive advantage? Is the strategy of producing good company performance? 
When these questions are answered, the company can now ascertain the level of competitive advantage they have against their competitors. In some instances, for sustainability to be effective and succeed, it has to align with the overall organizational strategy (Geissdoerfer, Savaget, Bocken, & Hultink, 2017). However, sustainability apprehensions are increasingly aligned with both the plans of policymakers and the strategies of companies (Geissdoerfer et al., 2017).  Despite the concept’s importance within the academic circles, policymakers, and companies, the concrete connection between the Circular Economy and sustainability is not clear (Geissdoerfer et al., 2017).
It is always the goal of organizations in developing a successful strategy. It is important to note that strategic initiatives are applicable to all types of business that intends to have a competitive edge against their competitor. Aside from having an overall strategy, they must have a communication strategy, marketing strategy, and even knowledge management strategy. To thrive in business, you must have the value that sets you apart from the rest. Businesses must identify that factor that makes them different from the others in the same industry. Organizations must emphasize these key ideologies otherwise they will be out of business because customers are always looking for value and if they do not find it in your business they will leave.
Decision model
Every decision that is made by leaders of organizations has a lasting effect on the life of employees as well as the customers. It is also important to note that not making a decision also has its own impact on the organization. For instance, if there is an epidemic and the government refused to do what is needed in order to stop that epidemic, lives will be lost. According to Krogerus and Tschäppeler (2017, p.42), “we often defer decision because we have doubts, but not making a decision is a decision itself.” The authors asserted that when resolutions are delayed, it is always an unconscious decision.
Making decisions based on “hunches” are usually risky for any organization, leaders must be careful when decisions are made based on speculation. Nevertheless, we should be cautious when making a decision with a minimal amount of information available. When individuals are uninformed, it could lead to poor decision-making. According to Rumelt (2011), “good strategy rests on a hard-won base of such knowledge, and any new strategy presents the opportunity to generate it” (p. 241). Leaders must establish the best decision model if they intend to withstand potential socio-economic challenges that might occur as a result of the decision that is made.
Every decision we make must also align with the will and plan of God. As Christian, we must understand that our decisions also affect other people and in order to do the will of God, we have to emphasize God’s design of work. According to Keller (2012, p.37) “work is so foundational to our makeup. In fact, that is one of the few things we can take in significant doses without harm.” When we align our work with the plan of God, we will make a decision that will positively impact the employees by adding value to their lives and when employees feel valued the become more productive, thereby resulting in profit for the organization.
Conclusion
 We have established that developing a business strategy is vital in any organization that intends to have a competitive edge, because of the constant changes in a business atmosphere. Organization leaders must make a decision that adapts to the changing business environment, also they must be mindful of the fact that every decision they make affects real people who are the employees of the organization. The use of a consequence model (Krogerus & Tschäppeler, 2017), may work well in a decision that needs to be made quickly, although, for a more significant decision, it is important to be cautious and take more time before the final decision is made. Business leaders must apply sound judgment when determining the type of business strategies that is appropriate for their specific circumstances. According to Bruch & Feinberg, (2017) there has been an explosion of interest in, and recognition of the importance of, how people make decisions. It is recommended that additional research should be conducted to validate the decision models, business strategy development, and strategic decisions. The implementation of a business model is usually the role of the leaders of the organization to identify the solution the works for them. 
References
Bruch, E., & Feinberg, F. (2017). Decision-Making Processes in Social Contexts. Annual
Review of Sociology. Volume 43, pp 207-227. doi: 10.1146/annurev-soc-060116-053622
Gamble, J., Peteraf, M., & Thompson, A. (2019). Essentials of strategic management: The Quest
            for Competitive Advantage. (6th ed.), New York, NY: McGraw Hill Higher Education
Keller, T., & Alsdorf, K. L. (2012). Every good endeavor: Connecting your work to God’s work.
            New York, N.Y: Dutton, Penguin Random House.
Krogerus, M., & Tschäppeler, R. (2018). The decision book: 50 models for strategic thinking.,
             (Revised ed.), New York, NY: W. Norton & Company, Inc.
Rumelt, R. (2011)., Good strategy/bad strategy: The difference and why it matters., New York,
            NY: Crown Business
Wirtz, B.W., Pistoia, A., Ullrich, S. and Gottel, V. (2016) Business Models: Origin,
            Development and Future Research Perspectives. Long Range Planning, 49, 36-54.
            https://doi.org/10.1016/j.lrp.2015.04.001
                                                Annotated Bibliography
Bruch, E., & Feinberg, F. (2017). Decision-Making Processes in Social Contexts. Annual
Review of Sociology. Volume 43, pp 207-227. doi: 10.1146/annurev-soc-060116-053622
The article also highlighted important topics of the concept of decision making such as sociological and phycological perspectives of decision-making processes, and the role of cognitive factors in the decision-making processes among other relevant factors. Bruch & Feinberg (2017) attempted to provide an overview of selected ideas, models, and data sources from decision research that can propel new lines of inquiry on how socially situated actors navigate both daily and major life choices. They also emphasized opportunities and challenges for synthesis between sociology and decision research that can allow the methods, findings, and contexts of each field to expand their joint range of inquiry. The quality of the publication is great because it illustrated how researchers in the interdisciplinary field of Judgment and Decision Making (JDM), which primarily includes cognitive science, behavioral economics, academic marketing, and organizational behavior, have produced a wealth of findings, insights, and remedies regarding how people make choices. Elizabeth Bruch is an Associate Professor in Sociology and Complex Systems, an Associate Research Professor at the Institute for Social Research, and leads the University of Michigan’s Computational Social Science Initiative. Bruch earned her Ph.D. in Sociology and Masters in Statistics from UCLA and was a Robert Wood Johnson Health Policy Scholar from 2006-08. Prof. Feinberg’s research examines how people make choices in uncertain environments. His work focused on using statistical models to explain mostly complex decision patterns, particularly involving sequential choices. Finally, this article is relevant to this week’s discussion board, especially to the decision model section.
Wirtz, B.W., Pistoia, A., Ullrich, S. and Gottel, V. (2016) Business Models: Origin,
            Development and Future Research Perspectives. Long Range Planning, 49, 36-54.
               https://doi.org/10.1016/j.lrp.2015.04.001
This article fits perfectly with the analysis of business strategy development in the discussion topic. Wirtz, et al (2016) assert that the concept of business models has reached global impact, both for the company’s competitive success and in management science, and that its application by authors from diverse areas has led to a previously very heterogeneous comprehension of the concept. The authors qualitatively analyzed the business model according to individual research areas that we adopt from an appropriate heuristic frame of reference. The quality of the publication is good in the sense that it highlighted that the concept of business models has reached global impact, both for the company’s competitive success and in management science, which is relevant to the topic discussion. Wirtz et al identified four essential research emphases such as innovation, change and evolution, performance and control, and design. They considered areas of innovation, change and evolution, and design to be important for future development of the business model research area. The application of the business model by Wirtz et al as well as by authors from diverse areas has led to a previously very mixed comprehension of the concept of business model. These authors analyzed various peer-reviewed articles according to individual research areas. According to Wirtz et al, a current business model should always be critically regarded from a dynamic perspective. Thus, within the consciousness that there may be the need for business model evolution or business model innovation, due to internal or external changes over time.