As the availability of information increases, the filtering and meaningful channeling of relevant information becomes an important success factor. Knowledge-based strategy models involve focusing on opportunities that extract relevant knowledge from relevant information and transforming this knowledge into relevant capability. They are dynamic models that can be used to define an appropriate process for the …
Process-oriented strategy models have efficiency as their primary objective. They pursue operationally lean order flows through operational processes. They focus on information transfer at the interfaces in processes and on the coordination of capacities along in order to optimize throughput times and avoid idle and duplicate work.
The time component and effects resulting from interactions with customers, suppliers and stakeholders are included in dynamics-oriented strategy models. The application of can lead to suitable dynamics-oriented strategy models.
Success-factor-oriented strategy models combine competitiveness with market attractiveness. Prominent examples of this are the PIMS concept (Profit Impact of Market Strategy) by Fred Borch and the portfolio concept according to B. Hedley. The portfolio concept according to the Boston Consulting Group compares the market growth of a business unit or product with its relative market …
Environment-oriented strategy models (Porter’s “five forces framework”) start from the company in its market and competitive environment. These industrial economic approaches from the 1980s, which include not only customers and suppliers but also the competition, consider the company in its relationships with its environment, but without aiming for a strategically advantageous positioning. Environment-oriented strategy models …
Resource-based strategy models (“resource-based view” according to Penrose) crystallize the uniqueness of companies from their particular specific production possibilities. It is about strengths and weaknesses, detached from market expectations and detached from a competitive comparison (benchmarking). Such models, which date back to the 1950s and focus purely on the development of resources as a strategic …
Generic strategy models are available for systematically recording the strategy variants suitable for your organization. Depending on whether you see your strategic objectives more in the area of resources, structure, personnel capabilities or market power, , , , , or can be used as tools.
If you already have relative cost advantages over your competitors, you can consistently build on this advantage. Look at the drivers of your cost advantages and try to systematically strengthen and use this proven leverage. Possibly a further systematization of your proven competence, perhaps a focus on your , further , an even more consistent …
If your organization provides good customer service that is recognized by customers, you could make it a strategic focus. Make sure that you pay an appropriate price for this special service quality. In a further step, take a consistent approach based on customer benefits and define a service concept which, if necessary, includes other relevant …
If your organization is strong in relationships, i.e. particularly good at building, intensifying and cultivating relationships with customers, suppliers and service partners, you could make this capability your strategic competence instead of merely using it as one capability among many others for your business. You could actively position yourself as an organizer or coordinator in …