If you have a strong design competence, you could develop this ability into your strategic competence and make it prominent in your activities, in your and in your . It is not only about , but also about the entire design process in the company from the strategic idea to implementation and marketing. The process …
If your organization is strong in innovation, you could highlight precisely this capability as your strategic core competence and develop it consistently. Consciously promote a working atmosphere that fosters creativity, create incubation spaces, focus your capacities on the , especially on research and development, but also on marketing. All operational functions and all activities should …
If your organization has assets and/or capabilities that others need as infrastructure for their business, you could consistently build on that infrastructure to gain relative competitive advantage. Examples of infrastructure are server farms, storage media that can be made available in a cloud if necessary, network structures, but also ports, parking facilities, hotel real estate …
If your organization is strong in sales, you could develop this very special capability into a strategic competence. You could focus on and leverage this strength for third parties as well, for example by actively seizing and expanding cross-selling opportunities. If you focus on sales as a strategic capability, you should meet all the requirements …
Which organizational competence is particularly valued in your industry? Is it , , , , , or ? How can you distinguish yourself from your competitors in the selected disciplines?
As an adaptor, you accept the environmental conditions as given. Sources of your value creation lie outside your sphere of influence, and you accept this. You adapt to the environmental conditions as best you can and seek a defensible position within these conditions. You look for attractive business areas within the framework conditions and protect …
As a shaper, you do not align yourself with others, but you set the direction. You do not take environmental conditions with their uncertainties for granted, but you influence and shape the environmental conditions with your organization and influence and determine the characteristics of uncertain elements. You are aware that shaper strategies can be highly …
Depending on how much you want to shape your environment and are able to do so, you can choose a or an . Most organizations have elements of both, with one or the other form of strategy dominating. You can also strategically differentiate yourself with your competence. Accordingly, you will focus on, communicate, and make …
What is a business model? A business model describes the value creation and revenue model of a business. The key factors of entrepreneurial success become visible from the business model. Attractive products and convincing services are often no longer enough to be successful in highly competitive markets. A product that meets customer needs does not …
“Direct Selling”: Consider switching to or introducing direct selling. You can share the trade margins saved with your customers. But also make sure to organize aftersales service. Canyon and Vorwerk are examples of this. “Shop-in-shop”: Instead of operating your own stores or your own workshops and advertising them, you could integrate a shop-in-shop into existing …