Strategy fundamentals IS 7010 William A. Sodeman, Ph.D.
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Transcript of Strategy fundamentals IS 7010 William A. Sodeman, Ph.D.
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Strategy fundamentals
IS 7010
William A. Sodeman, Ph.D.
http://billso.com/7010/
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What is strategy?
• Developing unique core activities that fit with other activities in the SBU or firm
• Create sustainable growth in the firm
• Rivals will imitate these activities as costs decrease, and if they have time
• Competitive advantages for a single company become key success factors (KSFs) for the entire industry
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What isn’t strategy?
• Effectiveness is not strategy– Doing the right thing doesn’t guarantee
success, but it does help improve your chances
• Imitating your rivals leads to stagnation– Competitive convergence– Acquisition of rivals when you’re out of ideas
• Failing to choose a strategy is a choice• The desire to grow is a trap
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Inference
• An intellectual process in which conclusions are derived from observed facts or from other ideas
“Just the facts, ma’am. (We’ll draw our own inferences.)”
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Induction-deduction
“Elementary, my Dear Watson!
1. Observation of data
2. Induction or inference regarding unobservable data
3. Prediction through deduction
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The X-Files
• Dana Sculley and Fox Mulder use deduction and induction
• Sculley relies more on scientific evidence– Direct observations like
autopsy and physical evidence
• Mulder is more likely to suspend disbelief– Events that cannot easily be
described or measured
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Why study cases?
• Provides a single set of materials for analysis and discussion
• A text-based snapshot of a managerial situation
• Primary, archival and secondary data are provided
• Multiple solutions are possible… but some solutions are better than others
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Planning and implementation
STRATEGY
CLEAR UNCLEAR
Imple-ment-ation
Effective SUCCESS MAYBE
Ineffective MAYBE FAILURE
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P (company) vs. E (external environment
P’S STRATEGIC ACTIONS
RULE-ABIDING
RULE-BREAKING
E and
e
Rule-abiding
Limited change
P-controlled change
Rule-breaking
P-independent change
Runaway change
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Limited change
• Linear
• Stable
• Mutual adaptation
• “Running hard to stay in place”
• Over time, strategic inertia sets in and reinforces the constraints
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P-independent change
• Nonlinear
• Disruptive
• Rule breaking by others leads to 10x (major) changes in E and P
• Sometimes these changes emerge from e
• e may become a complementor
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P-controlled change
• Nonlinear
• Complex
• Rule breaking by P leads to 10x (major) changes in E
• Planned changes are easier to control, but difficult to arrange
• Unplanned changes might work if E waits to act
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Runaway change
• Nonlinear
• Chaotic
• Rule breaking by P and E leads to 10x (major) changes in industry structure
• e may also be involved and changed
• “The perfect storm”
• The only sure prediction is destruction
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Porter’s five forces
• Competitive rivalry among the firms in the industry
• Threat of new entrants
• Threat of substitutes
• Power of buyers
• Power of suppliers
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Grove’s NINE forces model
• Competitive rivalry among the firms in the industry
• Threat of new entrants• Threat of substitutes• Power of customers• Power of suppliers• POWER OF CHANNELS• POWER OF COMPLEMENTORS• REGULATORY CHANGE• TECHNOLOGICAL CHANGE
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Value chain
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Porter & Millar (1985, p. 4)
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Reading the case
• Read the case at least twice
• Most of the information you need for analysis is already in the case and assigned readings
• Don’t do extra research on the company or industry
• No need to check what the company actually did – it was usually the wrong decision anyway
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Reading the cases
• If two or more cases are assigned together, those cases are probably related
• Situation and follow-up
• Competitors
• Complementors
• Other similarities
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Writing the case notes
• Always write a separate sheet or document of notes while reading a case
• Highlighting the book is only a start
• Use the notes to start lists of analysis inputs
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What are your assumptions?
• Make clear notes to yourself about your assumptions regarding the case
• There is always information that is missing from the case
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Case analysis
• Restrict your analysis to the actual time of the case (casetime)
• Don’t propose solutions that are unavailable or illogical– E-commerce in the early 1990s– Expensive plans when the company is facing
bankruptcy– Entering a completely new area of business