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Sohan B. Khatri - Three H Management
Strategic Positioning:
The Entrepreneurial Edge
Strategic Positions
Are often not obvious, and finding them requires
creativity and insight.
Entrepreneurs often discover unique positions
that have been available but simply overlooked
by established competitors.
Source: R. Duane Ireland, Michael A. Hitt, S. Michael Camp, and Donald L. Sexton, Integrating Entrepreneurship and Strategic Management Actions to Create Firm
Wealth, Academy of Management Executive 15(1) (February 2001): 51.
DESCRIPTION
Market testing
Start-up of operations
Source: Matthew C. Sonfield and Robert N. Lussier, The Entrepreneurial Strategic Matrix: A Model for New and Ongoing Ventures. Business Horizons, May-June
1997, Indiana University, Kelley School of Business.
Source: Matthew C. Sonfield and Robert N. Lussier, The Entrepreneurial Strategic Matrix: A Model for New and Ongoing Ventures. Business Horizons, May-June
1997, Indiana University, Kelley School of Business.
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What?
Market
Who?
Business Model
How?
Models (Contd.)
Operating Model:
- On what else other than the cost of the goods or services you have
sold must money be spent to support the sale?
Investment Model:
- How much cash must you spend up front before enough customers
discover you and give you enough business to cover your operating
costs?
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Continuous, multi-level
activity with selection
made by management
Incremental & adaptive
decision-making to maintain
maximum flexibility
STRATEGIC
ANALYSIS
STRATEGY
FORMULATION
STRATGY
IMPLEMENTATION
Feedback loops
VISION
Tools
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SWOT ANALYSIS
External appraisal:
Market research
Economies of scale
SLEPT analysis
Porters Five Forces
External appraisal:
Market research
Economies of scale
SLEPT analysis
Porters Five Forces
SLEPT Analysis
Social
Legal
Economic
Political
Technological
OUTSTANDING
SUCCESS
High price
Low price
Low differentiation
MARKET
TRADER
High differentiation
NICHE
PLAYER
Focused market
Economies of scale
Average
cost per
unit
Technological
innovation
Big firm
minimum
cost
output
Output volume
Technological
innovation
Small firm
minimum
cost
output
Big firm
minimum
cost
output
Output volume
Big firm
minimum
cost
output
Output volume
Michael
Dell
Michael
Dell
Customer
Prospect
INCREASING
LOYALTY
Regular
Customer
Dimensions of Differentiation
Functional Core
Aesthetics
Emotions
Strategic Development
Likely to be both deliberate and emergent
Strategic intent provides a strong common
vision which directs behaviour
Continuous strategising takes place
Development of multiple strategic options
Decisions based on opportunistic
circumstances at the time
Decentralisation is the response to turbulence
GROWTH
Emergent
strategy
formulation
CONSOLIDATION
Deliberate
strategy
formulation
CRISIS
Finally.
Strategy should be clear and focused
Supported by
- a culture that aims high
- a structure that is flexible &
responsive
A good strategy is important but effective
strategy execution is vital (and often
ignored)
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Economics of Scale.
Expansion into other markets.
Acquiring new capabilities.
Survival
Less Vulnerable for acquisition or hostile
takeovers.
Increasing earnings.
THE END
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