Using integrated solutions as market-shaping/market-driving strategy in oil industry Part 5

Using integrated solutions as market-shaping/market-driving strategy in oil industry

Part 5

 

استفاده از "راه حل یکپارچه" به عنوان استراتژی شکل دهنده بازار و هدایت کننده  بازار در صنعت نفت

بخش پنجم

لینک بخش 4

 

این پژوهش به عنوان تز پایانی دوره MBA در یکی از دانشگاه های مطرح اروپایی ارایه شده است

Strategy as a Dialogue

 

Rational school of strategy and its formal planning approaches are criticized by process group (Mintzberg et al, 1998) (Mintzberg (b), 1987). They focus on differences between intended, emerging and realized strategy. Emerging strategy sees strategy as an opportunistic, incremental, and political process which is done through trial and error and learning. The realized strategy is the outcome of the both intended and emergent factors. It has been said that realized strategy is only between 10-30 % of intended strategy (Grant, 2010) (Mintzberg et al, 1998). In reality, strategy formation begins with rational approach then moves into a process mode. In an interesting metaphor Mintzberg (1987) (b) managers are assumed as craftsmen and strategy as their clay. Like the potter, they sit between a past of corporate capabilities and a future of market opportunities and if they are truly craftsmen, they bring to their work an equally intimate knowledge of the materials at hand; that is the essence of crafting strategy. Classic approaches to strategy adopt a predictable future founded on rational assumptions about changes in environment. In a highly uncertain era, this approach is not an applicable method. Mintzberg has criticized formal strategic planning schools and recognized four fallacies (Mintzberg et al, 1998):

·         The fallacy of predetermination

·         The fallacy of detachment

·         The fallacy of formalization

·         The grand fallacy of strategic planning

To explain these fallacies, Mintzberg (1998) states that formal planning is valuable if the strategy makers can predict the future accurately. Furthermore, stability and predictability of conditions should be hold not only during planning but also during implementation. Considering highly uncertain conditions of today’s business world it is not a realistic assumption. Additionally, since analysis is not synthesis, formal strategic planning which is based on analysis cannot be strategy making. Analysis may come first and support synthesis by providing essential inputs. Via decomposing and formalizing its outcomes, analysis may follow and expand synthesis.

 

Considering inability of classic approaches to strategy in new business world revealing some modern thoughts on strategy seems necessary. An interesting framework is the portfolio-of-initiatives developed by Bryan (2002) based on ideas of three horizons of growth and Courtney’s levels of uncertainty. The framework states that a good strategy should entail “a handful (portfolio) of good initiatives”. In a further contribution from McKinsey, strategy is seen as a dialogue, a process which leads to a prepared mind and creativity in strategy making. The research shows that formal planning can add value if it has two main goals (Beinhocker & Kaplan, 2002); the first is to form “prepared minds” to make sure that strategy makers have a concrete understanding of the business, its strategy and assumptions, environment, challenges and opportunities, thus making it possible for executives to react swiftly to challenges and opportunities in real time. The second is to increase the likelihood that creative insight will occur and consequently the innovativeness of strategies. Results of another research on 800 executives have shown that too many companies concentrate on data gathering features of strategic planning and overlook the vital and critical interactive components (Dye & Sibony, 2007). Hence, team members’ time should be devoted to challenging yet cooperative debates with mangers instead of struggling to absorb many facts during the review. In other words, the role of interaction is more important than data gathering (Dye & Sibony, 2007).

لینک به بخش ششم

 

References:

Beinhocker, E., & Kaplan, S. (2002, June). Tired of Strategic Planning. Retrieved 2011, from McKinsey Quarterly: http://www.mckinseyquarterly.com/Tired_of_strategic_planning_1191

Bryan, L. (2002). Just-in-time strategy for a turbulent world . Mckinsey Quarterly, https://www.mckinseyquarterly.com/Just-in-time_strategy_for_a_turbulent_world_1195.

Dye, R., & Sibony, O. (2007). The McKinsey Quarterly. Retrieved 2011, from McKinsey & Company: https://www.mckinseyquarterly.com/How_to_improve_strategic_planning_2026

Grant, R. (2010). Strategy. Chichester: John Wiley & Sons.

Mintzberg (b). (1987). Crafting Strategy. Harvard Business Review, 66-74.

Mintzberg et al. (1998). Strategy Safari: A Guided Tour Trough the Wilds of Strategic Management", Bruce Ahlstrand, and Joseph Lampel, 1998. New York: The Free Press.

Using integrated solutions as market-shaping/market-driving strategy in oil industry Part 2

 

 

 

Using integrated solutions as market-shaping/market-driving strategy in oil industry

Part 2

 

استفاده از "راه حل یکپارچه" به عنوان استراتژی شکل دهنده بازار و هدایت کننده  بازار در صنعت نفت

بخش دوم

لینک قبلی ( بخش 1)

LITERATURE REVIEW

 

In this report literature review has two main branches; strategy-related literature and marketing-related literature. In strategy-related part, uncertainty and its importance in new era are discussed while incompetency of traditional strategy making approaches are criticized and new approaches of strategy making more suitable for highly uncertain environments –including market-shaping strategy-  are presented. Since this study is not about any particular and specific company the discussions about strategy can be considered as “a dialogue to build prepared minds”. In marketing-related part literature concerning to the objectives of this study are reviewed; CRM in B2B context, service-dominant logic and last but not least orientation to market with focus on market-driving approach which can be said is to review market-shaping strategy from marketing point of view. The other important point of literature review in this report is to prepare the minds of readers that: “The world has changed so should the way of thinking about it”

Theories on Business Strategy

Strategy has its roots in military, the word strategy stems from the Greek term “Strategia” which means “generalship” (Grant, 2010). Though, the Greeks were not the first originators of the strategy concept and it was Sun Tzu who portrayed the essentials of strategy in his great work “The Art of War” in 500BC. His book is considered as the first text on strategy in which he portrayed the essentials of strategy in ten principles (Grant, 2010) (Krause, 2004).

 As Mintzberg states, the concept of strategy cannot be described in a single definition and he proposes five definitions (Mintzberg (a), 1987). Strategy schools are divided into two main branches from the “approach to strategy making” point of view, rational school; the followers of this school –which is also called prescriptive or design school- believe in formal planning and rational decisions of the organizations’ mangers (Mintzberg et al, 1998). Their main objective is to clarify how strategies should be formulated. The other branch is process school- which is also called behavioral or incremental school- based on the creators of this school strategy making is a process in which companies –specifically managers and people involved in strategy making- learn from the feedback of their decisions and their success or failure and it is more like a gradual trial and error course. In a more detailed study Mintzberg introduced ten schools of thought in a comprehensive manner (Mintzberg et al, 1998).

لینک ادامه مطلب

References:

Grant, R. (2010). Strategy. Chichester: John Wiley & Sons.

Krause, D. (2004). The Art of War for Executives . London: Nicholas Brealey.

منابع زیر از این پژوهش را می توانید با کلیک بر روی لینک های زیر دریافت کنید

Mintzberg (a). (1987). The Strategy Concept I: Five Ps for Strategy. California Management Review, 11-24.

Mintzberg et al. (1998). Strategy Safari: A Guided Tour Trough the Wilds of Strategic Management", Bruce Ahlstrand, and Joseph Lampel, 1998. New York: The Free Press.

Using integrated solutions as market-shaping/market-driving strategy in oil industry

 

Using integrated solutions as market-shaping/market-driving strategy in oil industry

استفاده از "راه حل یکپارچه" به عنوان استراتژی شکل دهنده بازار و هدایت کننده  بازار در صنعت نفت

این پژوهش به عنوان تز پایانی دوره MBA در یکی از دانشگاه های مطرح اروپایی ارایه شده است. که متن آن به صورت بخش بخش در اینجا به اشتراک گذاشته می شود.  همچنین سعی بر این خواهد بود که متن مقالاتی که در این پژوهش به آنها ارجاع شده نیز آورده شود.

 

بخش اول - چکیده

این مطالعه  امکان استفاده از" راه حل یکپارچه" به عنوان استراتژی شکل دهنده بازار و هدایت کننده بازار در صنعت نفت را بررسی می کند. این تحقیق مباحث " راه حل یکپارچه "، هدایت کننده بازار/شکل دهنده بازار می پردازد و امکان بکارگیری " راه حل یکپارچه " را به عنوان عامل شکل دهنده بازار بررسی می کند. در جهان غیرقابل پیش بینی و غیر قطعی امروزه دیگر ابزارهای سنتی تدوین استراتژی به کار نمی آیند. در این پژوهش نگرش و ابزارهای جدید تدوین استراتژی ارایه شده است.

ایده شکل دادن به بازار موفق ترین رویکرد در میان گستره وسیعی از ابزاری هایی است که در هنگام وجود عدم قطعیت بالا پیشنهاد می گردند. همچنین تکامل (evolution) در بازاریابی از دیدگاه کالا- غالب   (goods-dominant) به خدمت-غالب (service-dominant) معرفی شده است. تکاملی که موجب شده تا شرکت های سازنده  به" راه حل یکپارچه " روی آورده تا با ایجاد تمایز کردن ازطریق ارتباط با مشتریان، رضایت مشتریان و وفاداری آنها به سود های بالاتری دست یابند به ویژه در زمانی که کالاهای مشابه در بازار زیاد می شود.

. در تحقیق انجام شده برای درک موضوعات مربوط به اعمال استراتژی هایی که در " راه حل یکپارچه " در بازار مد نظر دخیل هستند، این مطالعه درگیر تحقیقی اولیه شده است.

نتایج نشان داد که برای شکل دادن به بازار به منظور اینکه بازار به جای درخواست  صرف کالا ، " راه حل یکپارچه" را نیز درخواست کند، می بایست بازار را به سمت مفاهیم هزینه طول عمر، مهندسی ارزش و قابلیت اطمینان و اهمیت آنها در افزایش ارزش مشتری در صنعت نفت و گاز سوق داد

---

 تعریف راه حل یکپارچه (Integrated solution).: به مجموعه ای از محصولات، خدمات و نرم افزارها که می توانند مشکل مشخصی از  مشتری را حل کنند "راه حل یکپارچه" گفته می شود. "راه حل یکپارچه " پیشنهادی گسترده و پیچیده است که نه تنها بر یکپارچگی فنی تمرکز دارد بلکه بر تمامی شرایط استفاده محصول نیز تمرکز دارد.

---

1-Abstract

This study examines the possibility of using solutions as market-shaping/market-driving strategy in oil industry. The research refers to a range of literature about solutions, market-driving/market-shaping and if solutions can be employed as a market-shaping strategy. As traditional strategy tools are not applicable in new uncertain world, new outlook to strategy making involving new tools are presented.

The idea of shaping the market have been the most successful approach among a variety of strategic postures, moves and tools suggested in face of high levels of uncertainty. Furthermore, the evolution in the marketing from a goods-dominant view to a service-dominant view is revealed; an evolution which caused manufacturing companies to shift to “solutions”, to differentiate via customer relationship, customer satisfaction and loyalty to achieve higher margins and expand revenues especially when tangible products approach commodity status. In search for understanding the issues concerning implementing the strategy involving solutions in focal market the study has engaged in a primary research-employing an interpretive methodology. The results show that to shape the market to request solutions instead of just tangible goods, the focus should be on transforming the market around concepts of life cycle costs, value engineering and reliability and their importance in increasing customer value in the oil industry.

لینک ادامه مطلب