Understanding Management Strategy According to The Experts



In management science, there are some experts who defined the strategic management, which can include different.

A. According Ketchen 

Ketchen defines management, he found as a strategic management is the Management of the analysis, decisions, and actions in various companies to create and maintain competitive advantage. This definition is divided into two main elements of strategic management.
  1. Strategic management in a company associated with running processes (ongoing processes): analysis, decision and action. Strategic management with regard to how management analyzes strategic objectives (vision and mission) as well as internal and external conditions facing the company. Furthermore, companies must create strategic decisions. This decision must be able to answer two main questions: (1) what industry they work at the company and (2) how companies have to compete in the industry. Lastly, what action will be taken to execute the decision. This action needs to be done in order to encourage managers to allocate resources and designing organizations to turn plans into reality.
  2. Strategic management is the study of why a company able to beat other companies. A manager needs to determine how the company can create a competitive advantage that is not only unique and valuable, but also must be difficult to be imitated by others so that they can last a long time. The competitive advantage that can last a long time usually obtained by performing different activities with what the competition is doing, or doing the same activity in a different way.

B. According to the porter

Porter defines management strategy as "the creation of a unique and valuable is obtained by performing a series of activities. Porter describes three base strategic position. All three are not mutually exclusive, often intersect.

1.   The first base is obtained by producing a small portion (subset) of a product of a particular industry. Porter called it a variety-based positioning for this position is derived from product selection, not based on customer segmentation. In other words, companies strive to meet the needs of a lot of people a little bit. Porter exemplifies as Jiff Lube International, which only produces lubricants (lubricant) does not offer the automotive and other care products. Variety-based positioning is effective when the company has the ability to create products such subset is good and far superior to its competitors.

2.   The second base is the serves most or even all of the needs of all consumers, specific, so-called needs-based positioning. An example is the company trying to meet all the needs of consumers for its target market. This position is obtained by performing a series of activities in a manner different from those of competitors. If there is no difference in activity, consumers will not be able to distinguish the company concerned with competitors. A variant of this model is to meet the needs of the target market for different time. A consumer, for example, have the different needs when he travels for business and when he was traveling for the holidays. Companies may take a position to meet the needs of different target the same market.

3.    The third base obtained by targeting consumers that can be accessed in different ways, which is referred to as an access-based positioning. Though these consumers have needs and desires are almost the same as other customers, a company should require the configuration of different activities to meet the desires and needs. Porter exemplifies through Cinemas, which operates theaters exist only in small towns were crowded, but with a population of less than 200,000 people. Although the market is small with the ability to purchase under a big city, Cinemas managed to achieve a profit for activities different from that offered cinemas in big cities, such as standardized, open only a few theaters and using projector technology that is lower than the cinema in town big.



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