Loading presentation...

Present Remotely

Send the link below via email or IM


Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.


Miles and Snow 3


Francois van Pletsen

on 21 June 2013

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of Miles and Snow 3

Miles & Snow Strategy Types
Defender strategic orientation
Narrow product-market domains
Top managers are highly expert in their organisation’s limited area of operation but do not tend to search outside their narrow domains for new opportunities.
Prospector strategic orientation
Continually search for market opportunities
Regularly experiment with potential responses to emerging environmental trends.
These organizations often are the creators of change and uncertainty to which their competitors must respond."
Analyser strategic orientation
Operate in two types of product-market domains, one relatively stable, the other changing.
In their stable areas, these organizations operate routinely and efficiently through use of formalized structures and processes.
In their more turbulent areas, top managers watch their competitors closely for new ideas, and then rapidly adopt those which appear to be the most promising.
Reactor strategic orientation
Top mangers frequently perceive change and uncertainty occurring in their organizational environments but are unable to respond effectively.
Because this type of organization lacks a consistent strategy-structure relationship, it seldom makes adjustments of any sort until forced to do so by environmental pressures.
Defender characteristics & behavior:
Single core technology, often vertically integrated, updates current technology to maintain efficiency
Stable structure and process
Dominant coalitions are finance and production
Planning is intensive, not extensive
Promote from within
Functional structure
Extensive division of labor and high degree of formalization
Centralized control
Vertical information flows
Simple and inexpensive coordination
Managers evaluated on efficiency versus the past
Prospector characteristics & behavior
Not efficient
Changing structure and technology
Frequent prototype production, multiple technologies
Technologies in people not machines
Dominant coalitions are marketing and research and development
Key executives as likely to come from outside as inside
Executive tenure is shorter than defender’s
Planning is broad, not intensive
Product based structure
Less division of labor, low formalization
Control is results-oriented
Info flow to decentralized decision-makers
Complex and expensive coordination
Conflict directly confronted and resolved
Managerial appraisal versus similar organizations
Analyser characteristics & behavior
Dual technology core, moderate efficiency
Dominant coalition is marketing, applied research, and production
Planning is both intensive and comprehensive
Structure is matrix, functional and product
Control difficult; must be able to trade off efficiency and effectiveness
Coordination is both simple and complex
Managerial is dual efficiency versus past, effectiveness versus similar organizations
Reactor characteristics & behavior
Management fails to articulate a viable organizational strategy
Management articulates an appropriate strategy, but technology, structure, and process are not linked to strategy appropriately
Management adheres to a particular strategy-structure relationship that is not relevant to the environment
Strategy and Human Resources
Full transcript