Strategy in 3DPub Date : 2020-07-23DOI: 10.1093/oso/9780190081478.003.0021
G. Fisher, John E. Wisneski, R. Bakker
{"title":"Conclusion","authors":"G. Fisher, John E. Wisneski, R. Bakker","doi":"10.1093/oso/9780190081478.003.0021","DOIUrl":"https://doi.org/10.1093/oso/9780190081478.003.0021","url":null,"abstract":"This chapter returns to the high-level assumptions that motivated the writing of this book which include: (1) the field of strategy in the current day and age has become more relevant (not less); (2) strategic management should be practiced by more people (not fewer, and certainly not solely by those at the top of the organization; (3) strategy’s functional domain should be broadened (not narrowed); and (4) anyone with career ambition in the business world needs to become a strategist. It also discusses the option of combining multiple tools and offers advice on how this can be done. We note that there is no magic set of combinations that always works. Part of the learning experience in becoming a good strategist is learning when and how to apply certain tools in combination. As with many things in life, practice makes perfect. The chapter concludes with discussing the next frontier in strategic management.","PeriodicalId":418251,"journal":{"name":"Strategy in 3D","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114095185","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Strategy in 3DPub Date : 2020-07-23DOI: 10.1093/oso/9780190081478.003.0007
G. Fisher, John E. Wisneski, R. Bakker
{"title":"Five Forces","authors":"G. Fisher, John E. Wisneski, R. Bakker","doi":"10.1093/oso/9780190081478.003.0007","DOIUrl":"https://doi.org/10.1093/oso/9780190081478.003.0007","url":null,"abstract":"A five-forces analysis provides a basis to evaluate and understand an industry and its broad set of participants including suppliers, customers, and competitors. It provides a means for managers to assess the major factors impacting an industry’s profit potential and may help highlight ways that a firm may increase its economic returns relative to the other industry participants. This chapter discusses the underlying theory, core idea, depiction, process, insight or value created, and risks and limitations of a five-forces analysis. Finally, the chapter describes the industry context confronting of Harley-Davidson and applies the steps of five-forces analysis to this case.","PeriodicalId":418251,"journal":{"name":"Strategy in 3D","volume":"32 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114717683","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Strategy in 3DPub Date : 2020-07-23DOI: 10.1093/oso/9780190081478.003.0005
G. Fisher, John E. Wisneski, R. Bakker
{"title":"A Strategy Toolbox","authors":"G. Fisher, John E. Wisneski, R. Bakker","doi":"10.1093/oso/9780190081478.003.0005","DOIUrl":"https://doi.org/10.1093/oso/9780190081478.003.0005","url":null,"abstract":"Effective strategists are expected to develop, refine, and use a conceptual toolbox made up of various different tools (concepts, frameworks, and theories) that enable them to make sense of and act on challenging situations and complex opportunities. This chapter briefly describes this toolbox analogy and why it is important for any manager to have such a toolbox. It also provides a heat map of all tools discussed in this book and maps them by their most prevalent use across the strategic management processes of diagnosing, deciding, and delivering. This heatmap highlights that some tools are used across multiple strategic management processes while others may be applicable to only one part of the process.","PeriodicalId":418251,"journal":{"name":"Strategy in 3D","volume":"132 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128776972","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Strategy in 3DPub Date : 2020-07-23DOI: 10.1093/oso/9780190081478.003.0017
G. Fisher, John E. Wisneski, R. Bakker
{"title":"Vertical Integration","authors":"G. Fisher, John E. Wisneski, R. Bakker","doi":"10.1093/oso/9780190081478.003.0017","DOIUrl":"https://doi.org/10.1093/oso/9780190081478.003.0017","url":null,"abstract":"A key strategic decision for managers is deciding on the scope of assets to be owned and controlled by a firm (i.e. what should be owned by a firm and what should be purchased or outsourced?). A vertical integration framework (sometimes also called a make-or-buy framework) provides a structured way to think about such decisions. It helps managers make decisions about which assets and elements of a value chain a firm should own and which they can buy from other firms. This chapter discusses vertical integration’s underlying theory, core idea, depiction, process, insight or value created, and risks and limitations. The chapter also discusses the illustration of Starbucks and applies the steps of vertical integration analysis to this case.","PeriodicalId":418251,"journal":{"name":"Strategy in 3D","volume":"21 2","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"120913939","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Strategy in 3DPub Date : 2020-07-23DOI: 10.1093/oso/9780190081478.003.0011
G. Fisher, John E. Wisneski, R. Bakker
{"title":"SWOT","authors":"G. Fisher, John E. Wisneski, R. Bakker","doi":"10.1093/oso/9780190081478.003.0011","DOIUrl":"https://doi.org/10.1093/oso/9780190081478.003.0011","url":null,"abstract":"A SWOT analysis is a simple way to examine a firm’s current situation by accounting for a firm’s strengths, weaknesses, opportunities, and threats. It provides a means to account for internal and external factors plus positive and negative factors confronting a firm, thereby providing a balanced perspective of strategic issues. The SWOT analysis can be used to establish strategic fit between a company’s internal environment (its resources and capabilities) and its external environment. This chapter discusses the underlying theory, core idea, depiction, process, insight or value created, and risks and limitations of SWOT performance analysis. Finally, the chapter discusses the illustration of the Chocolate Moose and applies the steps of SWOT analysis to this case.","PeriodicalId":418251,"journal":{"name":"Strategy in 3D","volume":"35 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124370962","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Strategy in 3DPub Date : 2020-07-23DOI: 10.1007/978-3-642-41714-6_197060
G. Fisher, John E. Wisneski, R. Bakker
{"title":"STEEP","authors":"G. Fisher, John E. Wisneski, R. Bakker","doi":"10.1007/978-3-642-41714-6_197060","DOIUrl":"https://doi.org/10.1007/978-3-642-41714-6_197060","url":null,"abstract":"","PeriodicalId":418251,"journal":{"name":"Strategy in 3D","volume":"48 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127921785","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Strategy in 3DPub Date : 2020-07-23DOI: 10.1093/oso/9780190081478.003.0012
G. Fisher, John E. Wisneski, R. Bakker
{"title":"Root-Cause Analysis","authors":"G. Fisher, John E. Wisneski, R. Bakker","doi":"10.1093/oso/9780190081478.003.0012","DOIUrl":"https://doi.org/10.1093/oso/9780190081478.003.0012","url":null,"abstract":"A root-cause analysis is used to identify the initiating, or root, of a causal chain that leads to an observed undesirable outcome. It is useful in helping managers to focus their problem-solving efforts on providing remedies to issues that actually prevent the undesirable outcome from recurring. Failure to identify the root cause of a problem often leads to time spent on removing causal factors, which can alleviate the symptoms of a problem yet may not prevent recurrence with full certainty. This chapter discusses the underlying theory, core idea, depiction, process, insight or value created, and risks and limitations of root-cause analysis. The chapter also discusses the illustration of the DISH Network and applies the steps of root-cause analysis to this case.","PeriodicalId":418251,"journal":{"name":"Strategy in 3D","volume":"5 5 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133561834","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Strategy in 3DPub Date : 2020-07-23DOI: 10.1093/oso/9780190081478.003.0008
G. Fisher, John E. Wisneski, R. Bakker
{"title":"Competitor Analysis","authors":"G. Fisher, John E. Wisneski, R. Bakker","doi":"10.1093/oso/9780190081478.003.0008","DOIUrl":"https://doi.org/10.1093/oso/9780190081478.003.0008","url":null,"abstract":"The purpose of a competitor analysis is to provide managers with a complete picture of the competitive landscape confronting a firm. The core idea behind a competitor analysis is to use a systematic approach to (1) identify current and future rivals to a firm, (2) assess the strengths and weaknesses of current and future rivals, (3) determine a match between a competitor’s strategies and capabilities, (4) analyze the future plans and intentions of rivals, and (5) predict a competitor’s reaction to initiatives launched by a firm. The ability to anticipate the response by rivals provides a firm with a competitive advantage. This chapter discusses the underlying theory, core idea, depiction, process, insight or value created, and risks and limitations of competitor analysis. Finally, the chapter offers the illustration of Netflix and applies the steps of competitor analysis to this case.","PeriodicalId":418251,"journal":{"name":"Strategy in 3D","volume":"40 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125507881","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Strategy in 3DPub Date : 2020-07-23DOI: 10.1093/oso/9780190081478.003.0009
G. Fisher, John E. Wisneski, R. Bakker
{"title":"VRIO","authors":"G. Fisher, John E. Wisneski, R. Bakker","doi":"10.1093/oso/9780190081478.003.0009","DOIUrl":"https://doi.org/10.1093/oso/9780190081478.003.0009","url":null,"abstract":"The purpose of VRIO analysis is to systematically identify resources and capabilities that may serve as a key source of competitive advantage. For a resource or capability to be the basis of a sustainable competitive advantage, it must be valuable (V), rare (R), and costly to imitate (I), and the firm must be organized (O) to capture the value from the resource or capability. This chapter discusses the underlying theory, core idea, depiction, process, insight or value created, and risks and limitations of VRIO analysis. Finally, the chapter continues the illustration of Harley-Davidson and applies the steps of VRIO analysis to this case.","PeriodicalId":418251,"journal":{"name":"Strategy in 3D","volume":"92 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122249610","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Strategy in 3DPub Date : 2020-07-23DOI: 10.1093/oso/9780190081478.003.0016
G. Fisher, John E. Wisneski, R. Bakker
{"title":"Segmentation Analysis","authors":"G. Fisher, John E. Wisneski, R. Bakker","doi":"10.1093/oso/9780190081478.003.0016","DOIUrl":"https://doi.org/10.1093/oso/9780190081478.003.0016","url":null,"abstract":"Segmentation analysis provides a means to understand and partition a broad consumer or business market into subgroups of consumers, such that a firm can effectively target specific sub-groups as segments with unique needs and wants rather than the market as a whole. Segments are created based on shared attributes of consumers or businesses such as shared needs, common interests, similar locations, common demographic profiles, etc. Segmenting a market allows a firm’s managers to understand and target segments that are most attractive for the firm. This chapter discusses the underlying theory, core idea, depiction, process, insight or value created, and risks and limitations of segmentation analysis. The chapter also continues the illustration of Harley-Davidson, and applies the steps of segmentation analysis to this case.","PeriodicalId":418251,"journal":{"name":"Strategy in 3D","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128587727","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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