Intro to Strategy 2011

8/7/2019 Intro to Strategy 2011

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STRATEGY

DIMENSIONS & VIEWS


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A definition from the first century AD by

Frontinus suggested thatStrategy is everything achieved by acommander, be it characterized by

Foresight,Advantage,

Enterprise or

Resolution.


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Key issues to be translated directlyinto the modern marketing Arena

Foresight- involves strategy firmly in actions to betaken that affect future operations

Advantage is directly related to winning in acompetitive situation

Enterprise refers to the capacity of takeinitiatives.

Resolution is the determination to see thingsthrough.


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Borrowing from Military StrategyMilitary

War

Territory

CampaignA

CampaignB

CampaignD

CampaignC

Campaigns

Engagements

G1:Personnel +G2: Intelligence +G3: Operations +G4: Logistics +Initiatives

Strategy

Strategy is the use ofengagements to achieve the

objectives of the war

Strategy determines the

plans for individual

campaigns, and orders theengagements within them.

Tactics

Tactics deal with the formsof individual engagements

References: On War, von Clausewitz, 1832Clausewitz on Strategy BCG Strategy Institute 2001


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The Evolution ofManagement Concerns


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Evolution of ManagementConcerns


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Strategy. Perspectives

Strategy is a plan of action designed to achieve certain definedobjectives.

Strategy can be described as the link between objectives andimplementation necessary to achieve those objectives.

Strategy (also called Tactic) can be present at different levelscovering an organization as a whole, a part of an organization or

even a single transaction such as sales person developing astrategy for a sales call on a particular customer.




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DOMINANTTHEME

1950s 1960s-early 70s Mid-70s-mid-80s Late 80s1990s 2000s

Budgetary Corporate Positioning Competitive Strategicplanning & planning advantage innovationcontrol

Financial Planning Selecting Focusing on Reconcilingcontrol growth &- sectors/markets. sources of size with

diversification Positioning for competitive flexibility &leadership advantage agility

Capital Forecasting. Industry analysis Resources & Cooperativebudgeting. Corporate Segmentation capabilities. strategy.Financial planning. Experience curve Shareholder Complexity.planning Synergy Portfolio analysis value. Owning

E-commerce. standards. Knowledge Management

Coordination Corporate Diversification. Restructuring. Alliances && control by planning depts. Global strategies. Reengineering. networksBudgeting created. Rise of Matrix structures Refocusing. Self-organizesystems corporate Outsourcing. ation & virtual

planning organization

MAINISSUES

KEYCONCEPTS

&TOOLS

MANAGE-MENT

IMPLIC-ATIONS

EVOLUTION OF STRATEGICMANAGEMENT




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Fundamental starting point forstrategy

What business do we want to be in?




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What productareas..?

DoWeHave

AnyUseful

Assets?

customer Internal

What business do we want to be in?

Partnership

How to

compete?




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If you always do what youve

always done,..thenwhat???

Haines (1995)




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Strategy rests on unique activities**

1. Strategic positions emerge from:a) Variety based positioning (based on choice of product orservice rather than customer segments)b) Needs based positioning. (serving all or most needs of aparticular group of customers)

c) Access based positioning. (segment accessible indifferent ways)

2. Strategic positioning means performing differentactivities from rivals or performing similar tasksin differentways.

3. The essence of strategic positioning is to chooseactivities that are different from rivals.

** WHAT IS STRATEGY- PORTER & ROLAND

HBR- NOV-DEC 1996MARKETING STRATEGIES

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Operational Effectiveness Versus

Strategic Positioning

OE: performing similar activities betterthanrivals perform them

SP: performing differentactivities from rivals

or performing similar activities in different ways Activitiesare the basic units of CA

Strategy is the creation of a unique and

valuable position, involving a different set ofactivities




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The vocabulary of strategy



3C's Model Ohmae Extended Marketing Mix 7P'sStrategy Methods Models and Theories (A Z) GUESS HOW MANY!!


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3C s Model Ohmae

4S Web Marketing Mix Constantinides

7 Ps Booms Bitner

7-S Framework McKinsey

Action Learning Revans

Acquisition Integration Approaches Haspeslagh Jemison

ADL Matrix Arthur D. Little

Analogical Strategic Reasoning Gavetti Rivkin

Ashridge Mission Model Campbell

Balanced Scorecard Kaplan Norton

Bases of Social Power French Raven

BCG Matrix

Benchmarking

Blue Ocean Strategy Kim

Bottom of the Pyramid Prahalad

BPR Hammer Champy

Brainstorming

Bricks and Clicks

Business Assessment Array

Business Intelligence

Business Process Reengineering Hammer Champy

Case Catastrophe Theory Thom

Change Approaches Kotter

Change Dimensions Pettigrew Whipp

Change Phases Kotter

Chaos Theory Lorenz

Clarkson PrinciplesClicks and Mortar

Clusters Porter

Co-Creation Prahalad Ramaswamy

Co-opetition Brandenburger

Competitive Advantage Nations Porter

Competitive Advantage framework Porter

Complexity Theory

Contingency Theory Vroom

Core Competence Hamel Prahalad

Core Group Theory Art Kleiner

Corporate Reputation Quotient Harris-Fombrun

Cost Cutting

Crisis ManagementCSFs Rockart

Cultural Dimensions Hofstede

Culture Levels Schein

Delphi Method Helmer

Delta Model Hax

Dialectical Inquiry

Diamond Model Porter

Dimensions of Change Pettigrew Whipp

Disruptive Innovation Christensen

Distinctive Capabilities Kay

EFQM EFQM

Enterprise Architecture Zachman

Entrepreneurial Government OsborneExperience Curve

Extended Marketing Mix 7P s

Five Forces Porter

Force Field Analysis Lewin

Four Key Traits De Geus

Forget Borrow Learn Govindarajan Trimble

Game Theory Nash

Growth Phases Greiner

GE Business Screen

Groupthink Janis

Growth Share Matrix BCG

Hierarchy of Needs Maslow

Horizontal Integration

Impact/Value framework Hammer

Implementation Management Krger

Industry Change McGahan

Industry Life Cycle

Innovation Adoption Curve Rogers

Instrumental Approach of Stakeholder Theory

Intrinsic Stakeholder Commitment

Kaizen philosophy

Kepner-Tregoe Matrix

KPIs Rockart

Leveraged Buy-out

Management Buy-out

Management by Objectives Drucker

Managing for Value McTaggart

Marketing Mix 4P's 5P's McCarthyMcKinsey Matrix

Mergers and Acquisitions approaches

Mind Mapping

Modeling business processes

Moral Purpose Mourkogiannis

Normative Approach of Stakeholder Theory

MSP OCG

Office of Strategy Management Kaplan Norton

Operations Research

OODA Loop Boyd

OPM3 PMI

Organizational Configurations Mintzberg

OutsourcingParenting Advantage Goold Campbell

Parenting Styles Goold Campbell

PARTS Brandenburger

Performance Categories Baldrige

Performance Management

Performance Prism

PEST Analysis

Plausibility Theory

Portfolio Analysis

Product Life Cycle Levitt

Product/Market Grid Ansoff

Profit Pools Gadiesh, Gilbert

Real Options LuehrmanRelative Value of Growth Mass

Resource-Based View Barney

Risk Management

Root Cause Analysis

Rule of Three Sheth

Scenario Planning

Service Profit Chain Heskett

Seven Surprises Porter

Shareholder Value Perspective

Simulation modeling

Six Thinking Hats de Bono

Skandia Navigator Leif Edvinsson

SLEPT AnalysisSMART Drucker

Soft Systems Methodology Checkland

Spin-Off

Spiral Dynamics Graves

Stage-Gate Cooper

Stakeholder Value Perspective

STEEPLE Analysis

Strategic Alignment Venkatraman

Strategic Decay Hamel

Strategic Drift Handy

Strategic Inflection Point Grove

Strategic Intent Hamel Prahalad

Strategic Risk Management Slywotzky

Strategic Stakeholder Management

Strategic Triangle Ohmae

Strategic Thrusts Wiseman

Strategic Types Miles Snow

Strategic Windows Abell

Strategy Dynamics Warren

Strategy Map Kaplan Norton

STRATPORT Larreche

SWOT Analysis

Systems Thinking / Dynamics Forrester

TDC Matrix Internet

Ten Schools of Thought Mintzberg

Theory of Constraints Goldratt

Theory of Reasoned Action Ajzen Fishbein

Three Dimensional Business Definition Abell

Tipping Point Gladwell

Trajectories of Industry Change McGahan

Twelve Principles of the Network Economy Kelly

Value Based Management

Value Chain Porter

Value Creation Index

Value Disciplines Treacy Wiersema

Value Mapping Jack

Value Migration Slywotsky

The Value Net Brandenburger

Value Profit Chain Heskett

Value Stream MappingValueReporting Framework PWC

V ti l I t ti VRIN B

Strategy. Methods, Models and Theories (A-Z) GUESS HOW MANY!!

Intro to Strategy 2011

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