شرکت تدبیر انرژی امید

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۲۳ مطلب با کلمه‌ی کلیدی «strategic managment» ثبت شده است

پنجشنبه, ۲۱ ارديبهشت ۱۳۹۶، ۱۰:۱۸ ب.ظ

استراتژی­ های بازار برای بخش ­بندی B2B

استراتژی­ های بازار برای بخش­ بندی B2B

بخش­ بندی بازار عبارت است از تدوین و پیگیری برنامه های بازاریابی که گروه های خاصی را در بین جمعیت هدف گرفته اند، گروه هایی که سازمان قادر است بالقوه در خدمت آن ها باشد. بخش ها می توانند از نظر جمعیت شناسی، رفتار خریدار و یا فرایند های تصمیم خرید با یکدیگر تفاوت داشته باشند. شرکت به تبعیت از بخش بندی یک یا چند بخش هدف را انتخاب می­ کند تا بر آن ها تمرکز کند.

مدیران بازاریابی B2B در ابتدای فرایند برنامه­ ریزی باید رویکرد­های کلی جایگزین را برای تأمین نیازهای مشتری در نظر بگیرند. سه استراتژی جایگزین در انتخاب بازار عبارتند از: استراتژی بدون تبعیض، استراتژی تبعیض آمیز و استراتژی متمرکز.

 

۰ نظر موافقین ۰ مخالفین ۰ ۲۱ ارديبهشت ۹۶ ، ۲۲:۱۸
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معماری نامگذاری برند (Brand architecture)

معماری­ نامگذاری برند

کاپفرر (2012) شش نوع از معماری برند (استراتژی­های نامگذاری برند) را معرفی کرد که شامل:

1-    استراتژی برند- محصول (The product–brand strategy)

2-    استراتژی برند خط (The line brand strategy)

3-    استراتژی برند دامنه ­ای (The range brand strategy)

4-    استراتژی نشان تولید کننده (The maker’s mark strategy)

5-    استراتژی برند چتری (Umbrella brand strategies)

6-    استراتژی برند منبع یا برند مادر (Source brand or parent brand strategy)

هر یک از این 6 استراتژی بصورت مفصل تر در ادامه توضیح داده خواهند شد.

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چهارشنبه, ۱۸ فروردين ۱۳۹۵، ۰۹:۳۳ ب.ظ

A digital-strategy framework

A digital-strategy framework

How to make sense of digital disruption.
 
۰ نظر موافقین ۰ مخالفین ۰ ۱۸ فروردين ۹۵ ، ۲۱:۳۳
شنبه, ۱۴ فروردين ۱۳۹۵، ۰۶:۲۴ ق.ظ

A Comprehensive Strategic-Management Model

A Comprehensive Strategic-Management Model

۰ نظر موافقین ۰ مخالفین ۰ ۱۴ فروردين ۹۵ ، ۰۶:۲۴
سه شنبه, ۴ اسفند ۱۳۹۴، ۱۰:۳۲ ب.ظ

The Five Competitive Forces That Shape Strategy

The Five Competitive Forces That Shape Strategy

 

 

توضیح 5 نیروی شکل دهنده استراتژی توسط مایکل پرتر 

 

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چهارشنبه, ۲۸ بهمن ۱۳۹۴، ۰۹:۱۸ ب.ظ

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.

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شنبه, ۱۷ بهمن ۱۳۹۴، ۱۰:۱۹ ب.ظ

Thinking differently


Thinking differently


If A Company’s Goal is industry leadership, then restructuring and re-engineering are not enough. To build leadership, a company must be capable of reinventing its industry; to rebuild leadership, a company must be capable of regenerating its core strategies. It is not enough to get smaller and better; a company also needs to have the capacity to become different. But to ultimately be different, a company must first think differently. To have a share in the future, a company must learn to think differently about three things; the meaning of competitiveness, the meaning of strategy and the meaning of organizations. 

Download Link:

Hamel, G., & Prahalad, C. K. (1995). Thinking differently. Business Quarterly, 22-35
حجم: 890 کیلوبایت

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Managing the New Global Threats

Managing the New Global Threats

By Peter Enderwick

 

بروز تهدید های جدید در محیط جهانی ( مانند تروریسیم، بیماری های فراگیر و ویروس های کامپیوتری) چالش های بسیاری را برای مدیران تجارت های جهانی ایجاد کرده است. این تهدید های جهانی به عنوان "تکان ها" که به صورت اتفاقی رخ می دهند شناخته می شوند. اثرات و تغییرات آنها با توجه به بخش و یا موقعیت جغرافیایی متفاوت می باشد. این موارد به صورت دقیق تر به عنوان عدم قطعیت دسته بندی می شوند تا ریسک.

این مقاله بهترین رویکردهای موثر برای مدیریت این تهدیدها را ارایه می دهد.

Download Link:

Managing the New Global Threats
حجم: 467 کیلوبایت

۰ نظر موافقین ۰ مخالفین ۰ ۱۷ بهمن ۹۴ ، ۲۱:۵۱

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

Part 4

 

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

بخش چهارم

لینک بخش 3

 

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

Strategy in Uncertain Environments

 

The essence of any decision is uncertainty (Drucker, 2002). In strategic planning or any other type of planning, a manger should deal with the concept of “Future” and accompanying with future there is always concept of uncertainty. The high level of uncertainty aftermath of recent downturn and its consequences have made traditional strategy tools unrelated or at least less useful. Here, some of the tools, methods, strategy postures and moves proposed by literature in face of uncertainty, are presented. 

Historically, the US Army established and advanced scenario planning and war gaming in 1950s. Later, quantitative techniques, decision trees and probability-based net-present-value calculations have been studied since 1960s. Although these tools are valuable, the challenge of managing uncertainty needs more than just thorough analysis produced by them (Bryan, 2009). Flexibility and its importance are one of the most popular factors that researchers have mentioned in context of uncertainty. Flexibility moves increase internal responsiveness without changing the predictability of external factors and they are identified as flexibility in operation and diversification (Miller, 1992) (Wernerfelt & Karnani, 1987) (Enderwick, 2006) (Lowell & Farrell, 2008).

The other strategy suggested in face of uncertainty is created based on the notion that to the degree that the future is shaped there is no need to predict it (Sarasvathy, 2001 ). Firms may pursue to control environmental contingencies to reduce uncertainties (Cyret and March 1963, Mascarenhas 1982, as cited in Miller, 1992). MacCrimmon and Wehrung (1986) research present that managers are inclined to control uncertainty instead of accepting it as a given limitation. Examples are political activities, achieving market power and forcing competitors into more predicable patterns of behavior (as cited in Miller, 1992). The use of market power to prevent entry of new entrants is the main method suggested by Porter (1980, 1985) to manage uncertainty (Miller, 1992). Making alliance with complementary products’ suppliers, co-opt with rivals, making bold mergers and acquisitions, making alliances and joint ventures, multilateral agreements  are some of the strategic moves to bring certainty to the market (Miller, 1992) (Hamel & Prahalad, 1995) (Courtney et al, 1997) (Courtney, 2001). Hamel (1996,1997) proposes “strategy as revolution”  in which companies should not play by the rules of the industry, instead they should transform “ the basis of competition in their industry” and brings the examples of IKEA, Dell and Southwest Airlines as  rule breakers that are “overturning the industrial order” (as cited in Mintzberg et al, 1998). In addition, he criticizes industry analysis and focusing on direct competitors as path to strategy formation, since due to complexity of new business world identifying business and industry boundaries, and distinguishing competitors from collaborators became very hard (Hamel & Prahalad, 1994). Kim and Mauborgne (2005) introduce blue ocean strategy which suggests a systematic approach to make competition irrelevant. Red ocean strategists concentrate on making competitive advantages usually through analysis of competitors’ way of doing things and struggling to perform it better. Blue ocean strategists believe that boundaries exist in people’s minds so they do not allow existing market structures restrict them. They believe that abundant demand is out there, untouched waiting for them and their job is to create them. In addition, since market structures can be transformed via destroying the value-cost system, consequently the rules of games would be broken as well and competition via old rules becomes irrelevant (Insead , 2005) (Kim & Mauborgne, 2005).

Paradoxically, there are some ideas about favoring and encouraging uncertainty by some groups of business leaders which are in line with controlling and shaping uncertainty. Some entrepreneurs believe that being in an uncertain environment implies that the market could be shaped via their decisions and moves working in cooperation with pre-committed stakeholders and customer-partners (Sarasvathy, 2001 ).

DiMaggio and Powell (1983) state that imitation of pioneers in industry (or follow-the-leader) as other strategic choice for companies facing uncertainty (as cited in Miller 1992). Courtney et al (1997) and Courtney (2001) define adaptation as a strategic posture against uncertainty and one of the adaptors’ methods is to follow a leader (shaper). The other strategy under uncertain condition is avoidance which includes divestment for already active firms and postponement of market entry for not active yet companies (Miller, 1992) (Courtney et al, 1997) (Enderwick, 2006). Highly uncertain conditions –like aftermath of the recession- may cause to form too risk-averse strategies so business leaders should be careful that this would not cause firm to miss out valuable opportunities (Gjetsund et al, 2010).

One of the issues which have been mentioned in forming strategy under uncertainty is insufficiency of standard tools in this area. For example Porter five forces, discounted cash flow and core competency diagnostics could provide “ insight” into strategic opportunities in stable markets  they do not offer deep “foresight” into opportunities in uncertain and changing environments. Then, without this foresight, managers cannot outline the future they want to make (Courtney, 2001). Anthony et al (2008) express that in environments with low certainty using financial models and making all discussions on financial projections is waste of time. Furthermore, in establishing analytical priorities, some critical uncertainties cannot be clarified via more research (Bhide, 1994).

 لینک به بخش 5..

منابعی که با رنگ آبی مشخص شده اند قابل دریافت می باشند.

References:

 

 

 

Bhide, A. (1994). How Entrepreneurs Craft Strategies That Work? HARVARD BUSINESS REVIEW March-April 1994, 150-161.

Bryan, L. (2009). Dynamic management Better decisions in uncertain times. McKinsey Quarterly, the business journal of McKinsey & Company, 50-62.

Courtney et al. (1997). Strategy Under Uncertanity . Harvard Business Review, 66-79.

Courtney, H. (2001, November). Making the most of the uncertainty. Retrieved 2011, from McKinzey Quarterly: http://www.mckinseyquarterly.com/Making_the_most_of_uncertainty_1128

Drucker. (2002). Innovation and Entrepreneurship Practice and Principles. New York: HarperCollins.

Enderwick, P. (2006). Managing the new global threats. University of Auckland business review, 62-72.

Gjetsund et al. (2010). Strategic Planning in an Age of Uncertainty. Retrieved 2011, from Accenture: http://www.accenture.com/us-en/Pages/insight-strategic-planning.aspx

Hamel, G., & Prahalad, C. (1994). Competing for the Future. Boston: HBS Press.

Hamel, G., & Prahalad, C. K. (1995). Thinking differently. Business Quarterly, 22-35.

Insead . (2005). Alumni/Newsletter/. Retrieved 2011, from Insead The Business School: http://www.insead.edu/alumni/newsletter/February2005/Interview.pdf

Kim, C., & Mauborgne, R. (2005). Blue Ocean Strategy How to Create Uncontested Market Space and Make the Competition Irrelevant . Boston: Harvard Business School Publishing Corporation.

Lowell, B., & Farrell, D. (2008). Leading through uncertainty. Retrieved 2011, from McKinsey Quarterly-McKinsey & Company: http://www.mckinseyquarterly.com/Leading_through_uncertainty_2263

Miller, K. (1992). A Framework for Integrated Risk Management in International Business. Journal of International Business Studies, 311-332.

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.

Sarasvathy, S. (2001 ). What makes entrepreneurs entrepreneurial? Harvard Business Review.

Wernerfelt, B., & Karnani, A. (1987). COMPETITIVE STRATEGY UNDER UNCERTAINTY. Strategic Management Journal, 187-1 94.

 

 

 

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دوشنبه, ۲۸ دی ۱۳۹۴، ۱۰:۵۴ ب.ظ

The Strategy Concept I: Five Ps for Strategy


The Strategy Concept I: Five Ps for Strategy



Mintzberg. California Management Review, 11-24


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حجم: 1.1 مگابایت

۰ نظر موافقین ۰ مخالفین ۰ ۲۸ دی ۹۴ ، ۲۲:۵۴