Competitiveness Strategies still valid in 2020.

Competitiveness Strategies still valid in 2020.

Competitiveness Strategies still valid in 2020.


Competitive strategy is the activity of creating competitive advantage in every business unit where companies compete. The survival of a company is influenced by the implementation of decisions and strategies
The strategic plan is also a design to achieve organizational goals and also to ensure that actions to achieve the organizational mission are carried out with proper direction.

The product of strategic planning is a strategic document that outlines a high level strategic and elements that influence it. The strategic plan process is preceded by the process of identifying vision-mission, objectivse and goals.


The process of identifying vision and mission, objectives and goals refers to strategic formulation, which is a process for making conceptual long-term planning that principally pays attention to the company's vision and mission statement, objectives and strategic choices as well as policy guidelines based on environmental analysis .

Vision-mission is the basis before an alternative strategy is produced, an organization's goals and objectives within a certain period is a translation of a vision and mission, which is then translated into a strategic corporate, business and functional objectives. Basically, a vision and mission represent a desire, ideals and the shared expectations of all the interests of entities in the organization, thus the involvement of all entities and interests that exist in the organization is needed in preparing a strategic plan.


In addition to building a strategic awareness by involving teams in preparing a strategic plan.  Here are some guidelines to get you started:

 
Purpose-driven:


A strategic plan is based on a mission and something tangible and not confusing. Strategic plan, one of which is to explore competitive advantage.

 
Integrated:


each element supports each other; no goal is cut off from a goal, no stand-alone strategy.

 
Systematic and Dynamic:


a strategic plan is not just a document; however it is intended to become a reality through execution. i Strategy policy means all activities in the company environment including the allocation of all company resources. The basis of organizational competitiveness has shifted from physical and tangible resources to knowledge.

Business models for your satrtup


Business model is a method for companies to generate money in the business situation at hand.

Business models also act as conceptual tools that contain a set of objects, concepts and their relationship to the disclosure of the company's business logic; describe the value to be conveyed to the customer, how to do it at a certain cost sacrifice; also acts as a blueprint for how companies do their business; describe strategic issues about strategic positioning and strategic goals into a concept model that expressly states business functions; act as a building plan that allows companies to design and realize business structures and systems that make up the shape and operation of the company.

Strategy definitions


Chandler (1962)
Strategy is the determination of the essential long-term objectives of the organization and the adoption of the most appropriate actions and the allocation of resources to achieve these objectives.


Ansoff (1965)
Strategy is a set of decision-making rules in the context of partial ignorance. Strategic decisions are based on the relationship between the organization and its ecosystem.


Porter (1980)
Competitive strategy are offensive or defensive actions to create a position of resistance in an industry, to successfully face competitive forces and thus obtain a greater return on investment.


Quinn (1980)
Strategy is a model or plan that aggregates objectives, policies and the sequence of actions in a coherent whole.


Martinet (1984)
Strategy designates the set of decision criteria adopted by the strategic nucleus to guide, in a decisive and sustainable manner, the activities and configuration of the organization.


Mintzberg (1987)
Strategy is a mediating force that is established between the organization and the environment that surrounds it, that is, a pattern in the process of making organizational decisions to face the environment where it is inserted.


Quinn (2001)
Strategy is a standard or plan that gathers the main goals to be achieved, policies and succession of actions of an organization in a coherent whole.


Porter (2004)
The strategy is to look for a peculiar way to compete.

One of the most complete and comprehensive definitions of the strategy concept is elaborated by Mintzberg, according to which the concept can be synthesized in the model that was conventionally called 5 P's of strategy: plan, pattern, position, perspective and ploy. This synthesis of definitions of the strategy concept concentrates, in a way, many of the different conceptual lines studied until then, in which:


- Strategy is a Plan (plan) that determines a path and direction to follow, or a guide for future action, from a certain position;
-  Strategy establishes a pattern in order to create behavioral consistency over time;
- Strategy defines a Position that the organization intends to achieve for its products or services, as well as for itself in the market, preferably a unique and valuable position. This position refers to a space occupied by the organization;
- Strategy involves establishing an integrating Perspective (perspective) in the way of acting and reacting, an identifying business concept. The concept of strategy as a perspective alludes to “looking inside”, that is, the way the organization itself sees the world that surrounds it;
- Strategy is the ability to move and maneuver (ploy) that is competitive in the external environment (market) compared to competitors.

What are the 5 P’s of Strategy?

In 1987, the Canadian management scientist Henry Mintzberg distinguished five visions for strategy for organisations. He calls them the 5 P’s of Strategy. They stand for Plan, Pattern, Position, Perspective and Ploy. These five components allow an organisation to implement a more effective strategy. A strategy is aimed at the future, concerns the long term and involves different facets of an organisation. Competition is always a factor, but it would be a mistake to develop strategies only aimed at competitors. The strategies should also take into account the organisational culture and the other possibilities and developments within an organisation

Plan

A strategy is a plan for dealing with situations. A plan has to be made before possible actions are taken and it’s also important that the plan is followed consciously and effectively. Goals can only be achieved with a good plan. They enable managers to give their teams clarity and work towards interim evaluations and final results. However, a clear organisational strategy requires more than just a plan.


Pattern

Where making a plan is about the intended strategy, patterns are about strategies that have been implemented before. On the one hand, there are strategies that achieved their intended result. On the other hand, there are strategies that still have to be worked out in more detail. For those, earlier patterns are an important part of developing the new strategy. It’s about a regular pattern in the decision-making flow. If certain choices have already been made in the past, an organisation is likely to make those decisions again in the future. In such cases, past behaviour is a pattern that’s included in strategy development. It’s about intentionally or unintentionally consistent behaviour displayed by employees and teams. Patterns are accepted without prejudice by everyone. By becoming aware of such patterns within the organisation, you are able to include their strengths in developing a strategy.


Position

This is about the organisation’s position in the market, the interaction between the internal and external context. It’s important to consider carefully in advance how the organisation wants to position itself. What will its identity look like and does that match the idea stakeholders have of the organisation? This can contribute significantly to developing a lasting competitive advantage. Considering the strategic position helps against competitors and to give the organisation a firm place in the market.


Perspective

Strategy is about more than the chosen position; it’s also about the larger perspective. It’s important to find out how different target audiences perceive the organisation. How do the employees regard their employer? What do customers think of the organisation? What is their image among investors? All these individual perspectives and thought patterns are a valuable source of information for the organisation, which they can use to make targeted strategic choices.


Ploy

It’s also a strategic choice to use a ploy. For instance one that competitors don’t expect. Organisations can surprise their environment by implementing a plan that nobody saw coming. For instance, a phone service provider can mislead others by suddenly also offering internet service and digital television. That puts them in competition with other potential providers of those services. It’s a ploy to outsmart the competition.