Strategic Framework & Marketing Strategy of Canon
Canon is an established international firm in the photocopy and imaging industry. It operates in diverse range of markets which includes business solution, computer imaging, broadcast and communication, medical system and industrial product.
The analysis of the internal structures and culture of Canon was carried out by using the McKinsey’s 7S model and SWOT framework to analyse the companies internal capabilities.
This strategic framework is divided into 2 parts. The first part focuses on the analysis of internal structures and culture of Canon. The McKinsey’s 7S model and SWOT framework are used in this section for the analysis. The second part relies on Ansoff matrix to assess the overseas growth options available to Canon.
An assessment of Canon’s internal structures and culture
The structure in organization arises as a result of the necessity of the people in organization to know who is in charge, what their role is and who to turn to if there is any concern. Therefore, whether small or large, local, national or multinational, an organization has to have a structure. Henry Mintzberg submits that the structure of an organization is the sum total of the ways in which its labour is divided into distinct tasks and then its coordination is achieved among these tasks. Canon as a horizontal organisation includes worldwide Group companies and management committees which are established to address important management issues, and serve a mutual-check function complementing its system of products and operations. In this regard, the structure of Canon significantly affects how the company pursue and realized its strategic objectives. It allows or constraints workers (as the case may be) to actually makes changes and get culturally align with the company strategy. All of the company strategic initiatives rely on the ability of the worker to manipulate the culture of the company that guide employee behaviour in the organization. Cooperate culture is the sum of the sociological markers and behaviours of those within an organisation. The degree to which this aligns with the organisation core values is a powerful driver for success. In using the McKinsey’s 7S model and SWOT framework, the analysis of Canon internal structures and culture are further expatiated.
1. Canon Global: McKinsey’s 7-S and Swot analysis
Introduced by McKinsey and Company in the 1970s, the 7-S model has revolutionalised the way management thinks about organisation effectiveness. It is essentially a framework developed to address the critical role of coordination, rather than structure in an organisation. The 7-S that is strategy, structure, staffing, style, skills, system and shared value are used to analysed Canon simultaneously below.
1.1 Analysing Canon: The Mckinsey’s 7S model
In terms of strategy, Canon aims to achieve and sustain its goal of becoming a truly excellent global photocopy and imaging company through its five key strategies for growth. Particularly, its strategy follows from the company adoption of the kyosei philosophy in a global corporation plan. Canon operates a flat structure. It is a horizontal organisation which includes worldwide Group companies and management committees. It is important to note that different firms are structured in different ways depending on their size, their culture, their activities and their history. Canon represents what Boje and Dennehy submits as a post modern organisation (2000) and therefore able to strategically respond to the contemporary business environment. A post modern organisation comprises a networked set of diverse, self-managed, self-controlled teams with poly-centres that is many centres of coordination that fold and unfold according to the requirements of the tasks. Being a post modern organisation not only explains the systemic nature of Canon, the ability of the company to implement the kyosei philosophy in every segment of...
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