8/3/2019 Strategy Star Model
1/13
STRATEGY
8/3/2019 Strategy Star Model
2/13
COMPETITIVE BLIND SPOTS
8/3/2019 Strategy Star Model
3/13
HOW TO REDUCE BLIND SPOTS?
Asking right kind of questions:
Who do we serve:
Who are our customers? What marketsegments do we serve/in which geographies?
Are there type of customers that have beenignored by companies in our industry?
8/3/2019 Strategy Star Model
4/13
What do we provide:
What are the products/sr. we are selling?
Could we deploy the customer benefits we
provide in new ways?Have we looked critically at where we draw
the boundary b/w what we do & dont do as a
co.?
8/3/2019 Strategy Star Model
5/13
How do we provide it:
What distribution channel do we use?
How do our suppliers & partners help usdeliver value?
Could we make process of fulfillment
substantially easier?What partners & suppliers might we work to
enhance our ability to deliver value to thecustomer?
8/3/2019 Strategy Star Model
6/13
How do we differentiate & sustain anadvantage:
How are we different from competitors?
Are there any dimensions of differentiationthat we or our competitors have not yetexplored?
8/3/2019 Strategy Star Model
7/13
COMPETITIVE ADVANTAGE
Strategyformulation
Strategyimplementation
8/3/2019 Strategy Star Model
8/13
WHAT IS A STRATEGY OF MARUTI INDIA?
Defender
Prospector Analyzers
Reactors
8/3/2019 Strategy Star Model
9/13
WHAT IS A STRATEGY OF SINGAPORE
AIRLINES & SOUTHWEST AIRLINES?
Cost Leadership
Differentiation Focus
8/3/2019 Strategy Star Model
10/13
STAR MODEL BY GALBRAITH
Strategy(Vision, direction,competitive advantage)
Structure (power & authority,information flow, organizational roles)
People/Human resource(Hiring, work feedback,learning, skills & mind-set)
Reward
(Motivation:compensation &reward)
Process (information, &
decision processes)
8/3/2019 Strategy Star Model
11/13
The five factors must be internally consistent toenable effective behaviour. Fortunately, a designsequence exists whose starting point is the
strategy definition. Strategy drives organisationalstructure. Processes are based on theorganisation's Structure. Structure and Processesdefine the implementation of reward systems and
people policies.
8/3/2019 Strategy Star Model
12/13
THE SOLUTION ORGANIZATION To meet the challenges of global competition in the twenty-first
century, companies in all types of industries must start definingthemselves by the problems they solve rather than theproducts they sell. Such as IBM
The Solution-Centric Organizationwill enable you to: Dramatically improve your value position with customers and
differentiate your product offerings
Boost your marketing teams potential to directly increase salesand revenue
Enhance your sales teams ability to diagnose customer problemsand provide solutions
Create sustainable performance improvements and pave the wayfor further improvements
8/3/2019 Strategy Star Model
13/13
PRODUCT VS CUSTOMER-CENTRIC
ORGANIZATION
Product-centric
Strategy: best product frocustomers; new products
Structure: product teams
Processes: new product dev.
Rewards: no. of new products
People: power to people whodevelop products
Culture: experimentation; open tonew ideas
Customer centric
Strategy: best solution forcustomers; customize
Structure: create teams aroundcustomers
Processes: customer relp mgt.
Rewards: customer satisfaction;customer retention
People: power to people who havein-depth knowledge of customers
Culture: relationship managementculture; search for more customerneed to satisfy
Top Related