Strategy

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Strategy and Business Policy / SCHINDL

04/03/2013

Strategic Management & Business Policy

How to assure a competitive advantage sources and basic choices when developing a strategy

copyright 2010

formulating a strategy
1. understand stakeholders as components of your future strategy 2. understand their needs and their power options 3. understand the „landscape“ you are in 4. realize the options to turn stakeholders into partners

how to formulate a strategy now ?

copyright 2010

copyright 2012 Schindl Rughase Partners

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Strategy and Business Policy / SCHINDL

04/03/2013

F1

strategy as „3 islands“
an integrated framework for strategic business model innovation & redesign

positioning model value creation

offer “Hence, what does the stakeholder get ?”

business model profit creation

strategic positioning “Who do we want to be for whom and why?”

organisation “How do we ensure that in a profitable way ?”

copyright 2009

Model created by Michael Schindl and Olaf Rughase copyright 2009 Schindl Rughase Partners this presentation is restricted to the scientific use of students only and may not be distributed to third parties neither partially nor as a whole

F3

…to put it into a definition…
• A (business)strategy is … a coherent set of 1. a valuable (and) positioning promise (USP) to specified relevant stakeholders – „valuable“ from their viewpoint 2. and its deducted business model - transforming coherently that promise into such a balance of value for the customer and profit for the firm that it enables the firm to gain and keep the intended position against competition In short: …it is a positioning goal plus the way to achieve it.



copyright 2012

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copyright 2012 Schindl Rughase Partners

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Strategy and Business Policy / SCHINDL

04/03/2013

offering: the variables to play with....
offer

offer “Hence, what does the client get ?” What do I get ? product service

strategic goal

organisation

At which price & conditions ? pricing policy

distribution

communication

contribution

Where do I get it ?

How do I hear from it ?

What do I have to contribute ?

copyright 2009

the variables to play with....”organisation”
“How do we ensure stakeholder benefit in a profitable way ?” offer

strategic goal

organisation

role

core processes workflows
technology instr. methods

management processes key indic.& monitoring financial management investors management policies & values

goals

power

ability

assets

rewards
copyright 2009

structure

copyright 2012 Schindl Rughase Partners

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Strategy and Business Policy / SCHINDL

04/03/2013

F2

elements of a well thought through strategy
1. it expresses a strategic intent as an intended position from a stakeholders‘ (not only customers‘) viewpoint (who do we want to be, what do we stand for) = USP 2. it identifies the target (= stakeholder) groups (for whom) 3. it clarifies why this position is valuable to them (why) 4. it defines what the stakeholder gets as a result and how this will be assured (= business model) 5. it has clear revenue & profit mechanisms and a virtuous cycle

copyright 2012

7

F1

strategy as „3 islands“
an integrated framework for strategic business model innovation & redesign

positioning model value creation

offer “Hence, what does the stakeholder get ?”

business model profit creation

strategic positioning “Who do we want to be for whom and why?”

organisation “How do we ensure that in a profitable way ?”

copyright 2009

Model created by Michael Schindl and Olaf Rughase copyright 2009 Schindl Rughase Partners this presentation is restricted to the scientific use of students only and may not be distributed to third parties neither partially nor as a whole

copyright 2012 Schindl Rughase Partners

4

Strategy and Business Policy / SCHINDL

04/03/2013

customer/stakeholder offer...
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