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Henry3e - PPT - ch01 - Detailed - Edited
Henry3e - PPT - ch01 - Detailed - Edited
Henry
A good strategy is to have an essential logical structure called the kernel. The kernel of a
strategy contains three elements: a diagnosis, a guiding policy, and a coherent set of actions.
1. A Diagnosis
A diagnosis defines or explains the nature of the challenge which faces the organization. The
purpose of a diagnosis is to simplify the complexity of the situation facing the organization. This
is done by identifying which aspects of the situation are critical. An insightful diagnosis can
transform a manager’s view of the situation.
2. A Guiding Policy
This is the overall approach which managers have chosen to deal with the obstacles identified in
the diagnosis. It is a guiding policy because it directs management action in certain directions,
but does not tell managers exactly what they should do. It provides a method in which managers
can deal with a situation, and also rules out numerous other actions.
3. A Set of Coherent Actions
Strategy is about action; in order to be effective, it must be achieving something. Therefore, a set
of coherent actions is necessary to carry out the guiding policy. What is needed is sufficient
clarity on what actions are required to focus the organization’s attention. These actions are the
steps which are coordinated to work together to accomplish the guiding policy
A strategy allows an organization to configure its resources and capabilities to meet the needs of
the environment to achieve competitive advantage.
2. Strategy formulation : refers to the process of choosing the most appropriate course of
action for the realization of organizational goals and objectives and thereby achieving the
organizational vision.
Joan Magretta defines a business model as, a story which explains how an organization works.
It answers questions posed by Drucker, such as:
who is the customer? And,
what does the customer value?
It answers a crucial question for managers who are concerned with how to make money from the
business.
What is the economic logic which explains how we can deliver value to customers at an
appropriate cost?
A good business model remains essential to every organization, whether it’s a start-up or an
established company. Although every viable organization is built on a sound business model, a
business model isn’t a strategy, even though the terms are often used interchangeably. A
business model describes how the activities of a business fit together; its value chain. It includes
all the activities associated with making a product; for instance, design, manufacturing, and
purchasing. It also includes the activities associated with selling a product or service; for
instance, transactions, distribution, and delivery. A business model describes how the
organization operates, whereas a business strategy explains how an organization can compete
better than its rivals. Therefore, a business model should complement a clear competitive
strategy.
If a business model is to remain relevant, managers must be open to innovations.31
Organizations are being encouraged to take an interest in business model innovation
Henry: Understanding Strategic Management, 3rd edition
Types of Strategy
Corporate Strategy
Corporate strategy is concerned with the broader issue of which industries the organization wants to compete in. Corporate
strategy deals with mergers and acquisitions and the allocation of resources between the organization’s strategic business
units (SBUs). Unilever’s takeover of Dollar Shave Club is part of its corporate strategy of moving into the market for razor
blades, where it had no presence. Corporate strategy is often seen as the preserve of the most senior management within
an organization.
Business Strategy
Business strategy, sometimes called competitive strategy, deals with how an organization is going to compete within a
particular industry or market. It is concerned with how the organization will achieve a competitive advantage over its rivals .
In contrast to corporate strategies, managers of SBUs, are usually given substantial autonomy to formulate business
strategies.
Functional/Operational Strategy
We might note that there is a third category: functional strategy. This deals with decisions according to functional lines
such as research and development (R&D), marketing, and finance. These functions will be involved in the support of the
business strategy. Sometimes this is referred to as operational strategy. However, operational strategy is a misnomer
because it simply means managers taking decisions to implement business strategy. A more appropriate term would be
operational management. Therefore, we will subsume this within business strategy in our discussions.
Honda’s Dominance of
the US Motorcycle
Industry: Deliberate or
Emergent Strategies?