Professional Documents
Culture Documents
The Role of
The Role of
Synergy means that the whole is more than the sum of its parts.
2
BIZs operating together > 2 independent BIZs A set of products providing greater ROI than each of them individually.
As a result of synergy the combined businesses will have one or more of:
Increased
Alliances for
Nokias strengths in Mfg & Mktg of Mobile Phones + Sonys competence in Miniaturization = Leadership in Broadcast TV in mobile market.
competitive arena Functional strategies Value proposition & Competitive advantage that drives the business
Patience
Willingness
to stick to the strategy in the face of competitive threats or enticing opportunities that would divert resources from the vision.
STRATEGIC
STRATEGIC
Implementation Barriers
may
be unable to implement the required strategies underestimate the nature & scope of challenges
Customer Loyalty
cards from retailers was expected to encourage brand loyalty & customer retention. A small fortune spent on these programs Very little evidence of brand loyalty or financial gains
A Paradigm shift
Changes in technology
change the nature of the business. It is rare for a leader in one paradigm to be a leader in the next, in fact they fade sharply.
Computers: Mainframes to tablets Music players: Cassettes to Smart phones Music Formats: Napster to iTunes
should provide the impetus & resources to make paradigm shifts. Instead, successful firms often reinforce the old vision and refine it by
Reducing
Strategic
Focus on the present. Basis of the strategy:
Environment
is so dynamic & uncertain it is not feasible to aim at a future target Unless a business has strategic advantage at the present, it is unlikely to be successful in the future.
Advantages of Strategic
Tends to generate a healthy vitality & energy esp. when the organization has decentralized R&D and Marketing that generate a stream of new products
Advantages of Strategic
Results in Economies of Scope with A&Cs supported by multiple product lines. Adidas
Asset : Brand Competencies: Product Design, Customer sensing. Applied to: Sports Footwear (Running, Football, Tennis, Training), Apparels etc One of the worlds most recognized brand names & innovative product design drive their marketing across all the product lines.
Strategic
Drivers of business for Strategic opportunism very different from those for Strategic Vision. Strategic uncertainties are also different Supporting information & analysis are also different
Drivers of Strategic
What trends are active & critical now? What strategic problems are faced by customers that need immediate solution? What new technologies are available and are ready to be deployed?
Drivers of Strategic
What are the current opportunities & threats? What is the competition doing?
In
Strategic Opportunism can turn into Strategic Drift. Investments are made incrementally in response to opportunities rather than directed by a strategic vision. Three phenomenon can turn strategic Opportunism to Strategic Drift.
A short-lived, transitory force mistaken for one with enough staying power to make a strategic move worthwhile. Opportunities to create immediate profits may be rationalized as strategic when, in fact, they are not.
An instrumentation co getting customer requests for special purpose instruments that apparently can be used by other customers
problems
clashes Synergies were only illusions Drive to exploit A&Cs does not work
make huge profits. Over time, steel plants became knowledgeable and started buying standard towers. PCTL slowly drifted into commodity business, to retain its market share. It had too much overhead costs to compete on price and slowly lost its superior consulting and design skills too
STRATEGIC OPTIONS
Strategic Options
Strategic Options are Generic Business Strategies that a firm can pursue to define its strategic efforts better.
to specs
support
3M Post-It is a market pioneer. With other competitors offering similar products 3M differentiates its products on Quality. The Post-It notes stick to the surface longer and better
The adhesive used is enclosed in microscopic glass spheres that crush when the note is pressed against a surface.
Different customers have different expectations of quality & measure quality differently. Luxury Cars:
Other Cars
PRODUCT ATTRIBUTE
To pursue a marketing strategy based on being dominant in a product attribute that is central to the products purchase & use.
PRODUCT DESIGN
The products design or aesthetic appeal can successfully set the firm apart from its competitors. As feature differentiators narrow, the design differences stand out
BRAND EQUITY
A Brand name, by helping the customers to interpret information related to the product more easily helps to
Add
Success of 3M Post-It is not just due to its Quality, but also its Brand name. 3M is a strong , familiar brand name that provides confidence in purchasing, 3M is not known to sell products that are not of high quality. Thus 3M brand has strong Brand Equity.
consumer familiarity with a brand is a strategic asset Makes it easier for the firm to introduce additional or related products
BRAND EQUITY
Brand Equity strategy requires a multifaceted approach to building brands. It is not enough to create brands with strong Brand Awareness. The implementation of marketing strategy needs to ensure
Positive
& strong Brand associations High perceived Quality Substantial Brand Loyalty.
Offering a product that is perceived to have a superior Quality-to-Price ratio relative to competitive offerings.
Quality
a minimum acceptable quality Having a low-cost culture & Pursuing multiple cost advantages
Offering no-frills products or services 2. Lowering costs in production or operations 3. Achieving economies of scale 4. Taking advantage of experience curve
1.
developing designs with fewer or simpler parts. Physically reducing the size of a product.
Economies of Scale
Efficiency increases with the size of operations as fixed costs can be spread over more units of production
Experience Curve
As experience accumulates, costs tend to decline in a predictable way due to
Learning Technical
When demand falls suddenly the company has less flexibility to compete cost-effectively if it has
Invested
in large capacity ops to achieve economies of scale OR Pursued high market share to quickly move down the experience curve.
Heinz pursued the value option in its Baked Beans product. The market faced periodic dips. Heinz responded by producing large quantities for its competitors to use its installed capacity.
You cant depend on your eyes when your Imagination is out of focus -Mark Twain
You cant depend on your eyes when your Imagination is out of focus -Mark Twain