Chapter 5 Business Strategies in Different Industry and S ectoral Contexts
description
Transcript of Chapter 5 Business Strategies in Different Industry and S ectoral Contexts
![Page 1: Chapter 5 Business Strategies in Different Industry and S ectoral Contexts](https://reader036.fdocuments.us/reader036/viewer/2022062521/5681686a550346895ddeda52/html5/thumbnails/1.jpg)
Chapter 5 Business Strategies in Different Industry and Sectoral Contexts
Alex Bregger Mark EnglehardtChase BarlowDaniel Crawford
![Page 2: Chapter 5 Business Strategies in Different Industry and S ectoral Contexts](https://reader036.fdocuments.us/reader036/viewer/2022062521/5681686a550346895ddeda52/html5/thumbnails/2.jpg)
Overview The Evolution of Personal Computers The Industry Life Cycle Strategy at different Stages of the Life
Cycle Strategy in Public Sector and not for
profit contexts Scenario Planning
The Purpose of this chapter is to help us to understand how managers adapt their strategies to fit their environments, how they go about predicting change and adapting their strategies to cope with change.
![Page 3: Chapter 5 Business Strategies in Different Industry and S ectoral Contexts](https://reader036.fdocuments.us/reader036/viewer/2022062521/5681686a550346895ddeda52/html5/thumbnails/3.jpg)
The Evolution of Personal Computers The origins of the PC can be traced back
to the 1970s Early machines were built from kits Pre assembled machines came to the
market around 1975 by companies such as Tandy, Commodore and Apple.
The potential of this new market was soon recognized and new firms started to pile in.
![Page 4: Chapter 5 Business Strategies in Different Industry and S ectoral Contexts](https://reader036.fdocuments.us/reader036/viewer/2022062521/5681686a550346895ddeda52/html5/thumbnails/4.jpg)
The Evolution of Personal Computers By 1981 the market was estimated at
$3000 million and there were 150 companies producing micro computers.
The first movers captured and early lead with apple 20%, Tandy 15%, and Commodore 7%.
The interesting this is that the leaders adopted very different strategies.
![Page 5: Chapter 5 Business Strategies in Different Industry and S ectoral Contexts](https://reader036.fdocuments.us/reader036/viewer/2022062521/5681686a550346895ddeda52/html5/thumbnails/5.jpg)
The Evolution of Personal Computers The Industry hit a 2nd Phase in the early
1980s with the launch of IBMs PC IBM purchased key elements of the
product from third-party suppliers and adopted an open strategy
The PC was a hit and a bandwagon effect was created.
![Page 6: Chapter 5 Business Strategies in Different Industry and S ectoral Contexts](https://reader036.fdocuments.us/reader036/viewer/2022062521/5681686a550346895ddeda52/html5/thumbnails/6.jpg)
The Evolution of Personal Computers The IBM PC became the “de facto standard”
computer. But this open strategy allowed for this popular
product to be copied by the competition. Once the clone products were out in the
market, consumers began to move away from IBM.
Companies like Microsoft and Intel who owned intellectual property of there products began to see better returns.
![Page 7: Chapter 5 Business Strategies in Different Industry and S ectoral Contexts](https://reader036.fdocuments.us/reader036/viewer/2022062521/5681686a550346895ddeda52/html5/thumbnails/7.jpg)
The Evolution of Personal Computers While IBM adopted and open strategy ,
Apple did the opposite. Steve jobs did this by producing as
much as possible “in house” Manufactured end to end computer
systems, including add on equipment suck as disk drives, keyboards, and monitors.
Long-term Benefits Costly short-term
![Page 8: Chapter 5 Business Strategies in Different Industry and S ectoral Contexts](https://reader036.fdocuments.us/reader036/viewer/2022062521/5681686a550346895ddeda52/html5/thumbnails/8.jpg)
The Evolution of Personal Computers Lost lead position by making
differentiated, highly expensive products Held on to a core of loyal customers, and
developed niche markets High profit margins allowed apple to
devote more money to research and development.
Research led to the development of iPod, iPhone, and iPad.
![Page 9: Chapter 5 Business Strategies in Different Industry and S ectoral Contexts](https://reader036.fdocuments.us/reader036/viewer/2022062521/5681686a550346895ddeda52/html5/thumbnails/9.jpg)
The Status of the PC today Growth in “cloud computing” has led to
new competitors in the PC market. Amazon offers rented storage space,
streaming movies, and TV shows. IBM sold its computing business to
Chinese Lenovo Dell, Hewlett-Packard, and Acer are
diversifying into new business areas
![Page 10: Chapter 5 Business Strategies in Different Industry and S ectoral Contexts](https://reader036.fdocuments.us/reader036/viewer/2022062521/5681686a550346895ddeda52/html5/thumbnails/10.jpg)
Strategy at different stages of the life cycle
![Page 11: Chapter 5 Business Strategies in Different Industry and S ectoral Contexts](https://reader036.fdocuments.us/reader036/viewer/2022062521/5681686a550346895ddeda52/html5/thumbnails/11.jpg)
The Industry Life Cycle Introduction: Sales are small, high costs,
low quality, customers are risk tolerant. Growth: accelerating market penetration Maturity: caused by increasing market
saturation, demand is wholly for replacement Decline: industry becomes challenged by
new industries that produce superior substitute products.
![Page 12: Chapter 5 Business Strategies in Different Industry and S ectoral Contexts](https://reader036.fdocuments.us/reader036/viewer/2022062521/5681686a550346895ddeda52/html5/thumbnails/12.jpg)
Introduction Rapid increase in the number of firms “de novo” entrants “de alio” entrants High gross profits require heavy
investments in innovation
![Page 13: Chapter 5 Business Strategies in Different Industry and S ectoral Contexts](https://reader036.fdocuments.us/reader036/viewer/2022062521/5681686a550346895ddeda52/html5/thumbnails/13.jpg)
Growth Dominant design usually emerges Market rapidly expands Significant financial resources are
essential
![Page 14: Chapter 5 Business Strategies in Different Industry and S ectoral Contexts](https://reader036.fdocuments.us/reader036/viewer/2022062521/5681686a550346895ddeda52/html5/thumbnails/14.jpg)
Maturity Growing importance of a strong
competitive advantage Cost efficiency Number of firms begins to fall
“Shakeout” phases
![Page 15: Chapter 5 Business Strategies in Different Industry and S ectoral Contexts](https://reader036.fdocuments.us/reader036/viewer/2022062521/5681686a550346895ddeda52/html5/thumbnails/15.jpg)
Decline Can be the result of several factors Causes key strategic issues such as…
Excess capacity Lack of technical change and innovation High average age of human and physical
resources Aggressive price competition
![Page 16: Chapter 5 Business Strategies in Different Industry and S ectoral Contexts](https://reader036.fdocuments.us/reader036/viewer/2022062521/5681686a550346895ddeda52/html5/thumbnails/16.jpg)
Public and Non-Profit Sectors Public Sector
Commonly defined in relation to Ownership Funding (all/part of it is from gov’t) Interests they serve (national/public)
Provide public goods Flood prevention systems Street lights National defense
![Page 17: Chapter 5 Business Strategies in Different Industry and S ectoral Contexts](https://reader036.fdocuments.us/reader036/viewer/2022062521/5681686a550346895ddeda52/html5/thumbnails/17.jpg)
Non-Profit Organizations Most commonly found in areas of:
Education Health Care Social services
Profits are used to fund the goals of the organization
![Page 18: Chapter 5 Business Strategies in Different Industry and S ectoral Contexts](https://reader036.fdocuments.us/reader036/viewer/2022062521/5681686a550346895ddeda52/html5/thumbnails/18.jpg)
Key Differences: Public vs. Private Organizations
1) Multiple, potentially conflicting goals
Public: competition for resources & fulfilling public needs
Private: shareholders profit
2) Distinctive constraints & Different levers
Public: must account for public opinion
Private: minimize cost, maximize profit
3) Absence of Market Forces:
Public: not affected by the harsh market conditions of the private sector
4) Monopoly Power Public: state in
control unresponsive to customer needs
Private: Regulations protect consumers from monopoly power
![Page 19: Chapter 5 Business Strategies in Different Industry and S ectoral Contexts](https://reader036.fdocuments.us/reader036/viewer/2022062521/5681686a550346895ddeda52/html5/thumbnails/19.jpg)
Key Differences: Public vs. Private Organizations 5) Less Autonomy & Flexibility:
Public: little freedom to change the rules or exercise personal discretion as compared to the private sector
6) Increased Accountability Public: subject to higher
scrutiny; highly vested in public trust
Private: Accountable mainly to shareholders
7) Less Predictability Private: subject to
a highly fluctuating market with minimal predictable behavior
![Page 20: Chapter 5 Business Strategies in Different Industry and S ectoral Contexts](https://reader036.fdocuments.us/reader036/viewer/2022062521/5681686a550346895ddeda52/html5/thumbnails/20.jpg)
![Page 21: Chapter 5 Business Strategies in Different Industry and S ectoral Contexts](https://reader036.fdocuments.us/reader036/viewer/2022062521/5681686a550346895ddeda52/html5/thumbnails/21.jpg)
Stakeholder’s Analysis “The process of identifying,
understanding, & prioritizing the needs of key stakeholders so that they can
participate in strategy formation and the strategic direction of the company”
![Page 22: Chapter 5 Business Strategies in Different Industry and S ectoral Contexts](https://reader036.fdocuments.us/reader036/viewer/2022062521/5681686a550346895ddeda52/html5/thumbnails/22.jpg)
Stakeholder Analysis1) Identification of the list
of potential stakeholders – usually involves a brainstorming session between informed parties
2) Ranking Stakeholders according to importance and influence
3) Identifying the criteria that each stakeholder is likely to use to judge the organization’s performance
4) Deciding how well the organization is doing from its stakeholders perspective
5) Identifying what can be done to satisfy each stakeholder
6) Identifying and recording longer term issues with individual stakeholders and stakeholders as a group
![Page 23: Chapter 5 Business Strategies in Different Industry and S ectoral Contexts](https://reader036.fdocuments.us/reader036/viewer/2022062521/5681686a550346895ddeda52/html5/thumbnails/23.jpg)
Scenario Planning • An organization’s ability to adapt to changes is
dependent on its capacity to anticipate changes in the environment
• Hard to predict the future • Using Scenario Analysis, a systematic way of thinking
about the future • Not necessarily a forecasting technique • Scenarios are stories that describe how the world
might look in the future
![Page 24: Chapter 5 Business Strategies in Different Industry and S ectoral Contexts](https://reader036.fdocuments.us/reader036/viewer/2022062521/5681686a550346895ddeda52/html5/thumbnails/24.jpg)
Constructing Scenarios • Herman Kahn, “hypothetical sequences of events for the
purpose of focusing attention on causal process and decision points”
• Construct several distinct, internally consistent narratives• 5 to 25 years into the future (Shorter if fast-moving
sector)• Use to review and test strategic options• Quantitative or qualitative (combination of both)
![Page 25: Chapter 5 Business Strategies in Different Industry and S ectoral Contexts](https://reader036.fdocuments.us/reader036/viewer/2022062521/5681686a550346895ddeda52/html5/thumbnails/25.jpg)
Steps in building and using scenarios
1. Defining purpose of analysis2. Deciding on time horizon 3. Identifying key trends 4. Identifying key uncertainties 5. Creating the scenarios and checking that they
are internally consistent 6. Identifying indicator that might signal which
scenario in unfolding 7. Assessing the strategic implication of each
scenario
![Page 26: Chapter 5 Business Strategies in Different Industry and S ectoral Contexts](https://reader036.fdocuments.us/reader036/viewer/2022062521/5681686a550346895ddeda52/html5/thumbnails/26.jpg)
Scenario Analysis Value of scenario analysis is not just in the results, but
also the process. Tool to bring together different ideas and insights Identifying potential opportunities and threats Generate and evaluate alternative strategies Encourage innovation and flexible thinking from
managers “Evaluating the likely performance of different
strategies under different scenarios can help identify which strategies are most robust and flexible and can ultimately assist in contingency planning”
![Page 27: Chapter 5 Business Strategies in Different Industry and S ectoral Contexts](https://reader036.fdocuments.us/reader036/viewer/2022062521/5681686a550346895ddeda52/html5/thumbnails/27.jpg)
The World Wide Fund for Nature (WWF)
Grown from small group of conservationist, to a global network
Now employs around 5000 across the world Particular success with ‘charismatic’ species in campaigns Later, their campaigns were seen as opportunistic and
crisis-driven 1986, changed name to emphasize that its remit was
broader than conservation a particular species and their habitats
Expanded mission to reduction of wasteful consumption and pollution
![Page 28: Chapter 5 Business Strategies in Different Industry and S ectoral Contexts](https://reader036.fdocuments.us/reader036/viewer/2022062521/5681686a550346895ddeda52/html5/thumbnails/28.jpg)
Worldwide Fund for Nature 1990s, problems began to emerge that
eventually resulted in the organization reconsidering its structure and governance arrangements
Originally, WWF was structured as network of independent national organizations with central secretariat in Switzerland
WWF International did not have authority to enforce strategy, instead relied on the cooperation of the national bodies
Procedures became more slow and increasingly more bureaucratic as the organization grew in size
In response, restructured WWF to achieve more unified approach