starbuck
Starbucks
Systematic approach
• Encapsulated, local approval, focus externally (society), social, sociology, 1990s
Understanding external environment
1. Remote and industry environment
2. Customers and markets
PESTEL
Typical change drivers
1. Homogenisation of customer needs and preferences across markets
2. Development of global supply, distribution and communication channels
3. Gain competitive advantage through economies of scale, supply chain improvements, sorucing lower costs globally
4. Deregulation of trade policies and prominent global competition
Strategic thinking
1. Alignment of of people and functions inside an organisation (structure, IT, culture)
2. Relationship between organisation and environment- meeting or exceeding needs f its external stakeholders
Strategic stretch and fit
• Think outside the box. Think differently on how you may tradotnally visualise or act in developing new products and services, or exploring new ways of operating to provide existing products and services- kcup
• Differentiation based on comptencie suited to or creating market need
• Core competencies
Business strategy- each business unit into which organisation has diversified. Buld and strengthen the long-term competitive postion in marketplace.
Deciding on what market competitive edge can be achieved, determining what product or service attributes will distinguish the business from rivals and countering moves of competitors
Drivers of globalisation
1. Competitive forces
Trade barriers, raised standards
2. Technological forces
Econmies of scale, outsourcing
Cost of shiping fell, teleconmmunication
3. Social forces. Convergence in global consumer tastes, mass markets are created for global products. Diffusion of lifestyle, brand awareness
4. Politcial forces
Trade barrers, exports. WTO.
Elements of strategy
Arenas well defined: where will we be active- products, market segments, geographic areas, core technologies, value-creation
Systematic approach
• Encapsulated, local approval, focus externally (society), social, sociology, 1990s
Understanding external environment
1. Remote and industry environment
2. Customers and markets
PESTEL
Typical change drivers
1. Homogenisation of customer needs and preferences across markets
2. Development of global supply, distribution and communication channels
3. Gain competitive advantage through economies of scale, supply chain improvements, sorucing lower costs globally
4. Deregulation of trade policies and prominent global competition
Strategic thinking
1. Alignment of of people and functions inside an organisation (structure, IT, culture)
2. Relationship between organisation and environment- meeting or exceeding needs f its external stakeholders
Strategic stretch and fit
• Think outside the box. Think differently on how you may tradotnally visualise or act in developing new products and services, or exploring new ways of operating to provide existing products and services- kcup
• Differentiation based on comptencie suited to or creating market need
• Core competencies
Business strategy- each business unit into which organisation has diversified. Buld and strengthen the long-term competitive postion in marketplace.
Deciding on what market competitive edge can be achieved, determining what product or service attributes will distinguish the business from rivals and countering moves of competitors
Drivers of globalisation
1. Competitive forces
Trade barriers, raised standards
2. Technological forces
Econmies of scale, outsourcing
Cost of shiping fell, teleconmmunication
3. Social forces. Convergence in global consumer tastes, mass markets are created for global products. Diffusion of lifestyle, brand awareness
4. Politcial forces
Trade barrers, exports. WTO.
Elements of strategy
Arenas well defined: where will we be active- products, market segments, geographic areas, core technologies, value-creation