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Strategy Wrap up - EMBA 2013

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Ehsan Sabet

on 5 October 2016

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Transcript of Strategy Wrap up - EMBA 2013

Nottingham Business School
Nottingham Trent University
+44 (0)115 - 8484804

Strategy Management:

School of thoughts

What is

Strategic Positioning
Different Schools
of Strategy


Restructure your business
The Economist
“Nobody really knows what strategy is” !!!
“Strategy is the direction and
of an organization over the
long term
, which achieves advantage in a
changing environment
through its configuration of
and competences with the aim of fulfilling
stakeholder expectations
.” (Johnson, 2008)
Strategy Reflection:
Can we fix a corporate strategy,
which works for 10 years?
What is Strategy?
Two complementary approach to strategy
Comes from Environment, personnel, realized deliberate strategies, ...
Comes from managers
Not planned
Strategies may be…
Strategic decisions are those decisions which are:

Larger impact
on the organization

Define the
of the organization relative to its business environment and competitors

Move the organization closer to its
long-term goals
What are the Strategic Decisions?
Click to open the book
in Action
Strategy Model

Strategic Groups
The Macro-Environment
Industry (or Sector)
Industry (or Sector)
Strategic Groups
Low Cost Leaders
The UK Macro-Environment
Supermarket Sector
Strategic Groups
Strategic Groups
Generic Strategy (Porter, 1980)
Outfit Industry
Niche Market (Focused)
Strategic Group A
Dynamic Strategy
Strategic Group 1
The Macro-Environment
Sector A
Sector B
Strategic Group 3
Strategic Group 2
- Understanding the customers'
- Your
and capabilities
How to choose a sector and a strategic group?
Market Based
Tangible Resources
Intangible Resources
Resource-Based Approach
Market-Based Approach
Value Chain
My Company
Thank you... !
Dr. Ehsan Sabet
Michael Eugene Porter (born May 23, 1947) is the most cited author in Business Economics.

He is now a Professor of competitive strategy at Harvard Business School.
He is recognised as father of modern strategy field
He has written 18 books in strategy field.
His ideas and theories are thought in all business schools of the world.
Why Ramping up the R&D budget can't be a strategy?
Can it be a strategic Decision?
Click to open the book
in Action
Strategy Model
Dragons Den
They are after profit. To find out how profitable and big your business is, What would the first questions they may ask you?
Customer of my customer
My Customer
My Company
Figure out a value chain for British Airways
Operation: When the business is actually creating value? When the plane is moving
Inbound Logistics: making plane, passengers and luggage ready to go
Outbound Logistics: Serve the passengers to go and unload the luggages
Market Based
Resource Based
Tangible Resources
Intangible Resources
Where is your core competencies?
Resource Based
Focus on resolving operational problem
Focus on Objective of the operation
NASA: Space pen
What’s your solution?
Type is difficult
How to write a report in space?
Example …
The challenge of operations strategy formulation
No Gravity
Russian Solution: Pencil !!!
to maintain your capabilities and satisfy markets
What you DO
from your operations to help you “compete”
What you WANT
to “compete” in the market
What you NEED
in terms of operations capabilities
What you HAVE
What are company's core Core Competencies first?
The idea of core competence was introduced into management literature in
by C.K.
and Gary
Core competencies are the collective learning in the organisation, especially how to co-ordinate diverse production skills and integrate multiple streams of technologies.

Core competence is communication, involvement and a deep commitment to working across organisational boundaries.

Core competence does not diminish with use. Unlike physical assets, which do deteriorate over time,

Core competencies are enhanced as they are applied and shared.
Is a capability your core competency?
First, a core competence provides potential access to a wide variety of markets.

Second, a core competence makes a significant contribution to the perceived customer benefits of the end product.

Third, a core competence is difficult for competitors to imitate because it is a complex harmonisation of individual technologies and production skills
Strategy as Stretch and Leverage
Global competition is not just product versus product or company versus company. It is mind-set versus mind-set.
Understand the dynamics of competition. Find the root of competitiveness.
For many managers, "being strategic" means pursuing opportunities that fit the company's resources.
This approach is not wrong, but it obscures an approach in which "stretch" supplements fit and being strategic means creating a chasm between ambition and resources.
Managers at competitive companies can get a bigger bang for their buck in five basic ways:
by concentrating resources around strategic goals;
by accumulating resources more efficiently;
by complementing one kind of resource with another;
by conserving resources whenever they can;
by recovering resources from the market-place as quickly as possible.
Hamel, G., Prahalad, C.K., 1993, Strategy as stretch and leverage, Harvard Business Review, 7(2), 75-84
Nigel Slack is the Professor of Operations Management and Strategy at Warwick Business School, Warwick University in the UK.


Go back far enough and he was an industrial apprentice (fitter and toolmaker, believe it or not) in the hand-tool industry in Sheffield, his home town. He went on to become a production engineer and production manager in light engineering and a distribution manager in consumer products. Following something of a row with his CEO, he decided to take a couple of years out as an academic. (In the meantime doctorates had been taken, papers written and all the other things that make one academically respectable had been done.) What was intended to be a couple of years turned out to be somewhat longer, and he is still an academic being, he says, unemployable in any other job.
What customers want or need?
Don't assume, but ask!
Value is in customers' minds = Perceptions
Customers values change. Keep your eyes on it!
Customers want "IT", free, perfect and now!
C.K. Prahalad
Strategic decisions are those decisions which are:

Larger impact
on the organization

Define the
of the organization relative to its business environment and competitors

Move the organization closer to its
long-term goals
What are the Strategic Decisions?
Integration Level
Supply Chain network

R&D Strategy
HR Strategy
Logistics / Inventory strategy
Capacity Technology
Capacity Location
Investment Level
Strategic Operations
Ian Robinson
, CEO of Rolls Royce Motor talks about some of the
strategic decisions
of the company (in 2007) (
Try to find them
Watch the video:
Marketing Strategic decision:
rise the sale in Asia By educating people about the Rolls-Royce brand

Strategic Capacity planning decision:
No plant in Asia. The second production line in the UK (Capacity expansion)

Strategic Supply chain management Decision:
supply chain (Going anywhere for supply).

Strategic plan NPD decisions:
Relatively smaller cars (why? isn't in an Emergent Strategy!?)
Strategic NPD decision:
Launching Zero emission cars in Chinese market

Strategic Capacity planning:
Maximum utilization of capacity (3 shifts), capacity increase in next 2 years
Strategic Marketing decision:
rise the sale in China 
Selling limited Zero Emission cars to some Chinese regions in 2011 (Here and now Strategy)
By Producing zero emission cars in China, depending the Incentives from government to consumers (wait and see Strategy)
Carlos Ghosn
, CEO of Nissan-Renault talks about some of their
strategic Decision
(in 2010) (Try to find them):
What is Strategy?
Watch the video:
What are Differences and Similarities in their Strategic Decisions
Where the similarities come from?
Where the Differences come from?
Emergent Strategy (from business environment): need for more environmental friendly cars
Different Strategic groups - different positioning in the automotive industry
Joe Hogan, CEO of ABB discuss their strategy, opportunities and threads
Law of focus (Schmenner and Swink, 1998; Hopp, 2011)
Lean Thinking
Vertical Integration; diversification
Capacity Buffer (TOC); Lean
Sustainability; agility
Full transcript