Types of strategies

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Types of strategies
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Methods and techniques

Basic organization strategies Depending on the organization in which the strategy is created and used, the following types can be distinguished:

  • 1. An enterprise level strategy shaped by the top management that oversees the activities of an organization that deals with more than one type of business. It deals with the activities undertaken by the organization as a whole and those that it should cover, and strives to define the role that each of the various activities should play and should play.
  • 2. The strategy at the operational unit level serves to control the interests and activities of a specific, single business unit. Strategic business unit groups within the framework of a multi-branch enterprise all kinds of economic activities, aiming at the creation of a specific type of product or service and treats them as a single operational unit.
  • 3. The strategy at the functional level creates a framework for managing such functions as: finance, research and development, marketing, ecology, in accordance with the strategy of the operating unit. This strategy consists in determining how a given function is to be implemented in order to foster the desired competitive advantage and to coordinate a given function with other functions.

Innovation strategies

  • 1. Blue Ocean Strategy - based on the concept that when selecting a company's strategy, the area of ​​the most ruthless competition, often referred to as the "red ocean", may be omitted. Such action allows you to draw a "blue ocean" in which there is a possibility to designate a place for the company's strategy. The pioneering of the blue ocean strategy is conditioned by the application of the concept of innovation in the area of ​​the value that separates the market segment dedicated to new products. In the sphere of novum, the value of raising the product quality in the eyes of the consumer and the reduction of production costs are part of the company's strategic goals.
  • 2. Innovation Network Strategy - concerns merging all entities (ie trade organizations, social organizations, enterprises, logistics organizations and other subjects representing the global economy) into the configuration of a network of mutual relations. Network systems form the basis for specific business missions.
  • 3. Innovation niche strategy - is used by small and medium-sized enterprises focused on the systematic production of both product and technological innovations. It is one of the variants of the niche market concept. It arises when one of the companies gains a market advantage over the competition thanks to the use of new products secured with appropriate patents and unique technologies.
  • 4. Innovation cluster strategy - is based on the cooperation of plants and institutions supporting them, specialized in a specific field, located in the immediate vicinity in order to create a market advantage.
  • 5. Open innovation strategy - based on searching for and using the ideas of innovations created in an environment that is not formally related to the plant. The company organizes an open competition with a result chosen by specialists from a diverse group. Thanks to this solution, specialists representing various market segments have the opportunity to cooperate, which increases the chances of selecting highly effective, most innovative solutions. A necessary requirement conditioning the use of the innovation strategy is the public cooperation of users of articles involved in the design and assessment of innovation with the company.

Comparison of the basic types of enterprise strategy

Aspect Corporate strategy Strategies SJG Functional strategies
Range
  • the choice of which business areas should be located in the enterprise
  • enterprise development strategy
  • choosing which products and services and on what markets should be sold,
  • SJG development strategy
  • determination of the target market,
  • the width and depth of the assortment,
  • product brand policy,
  • recalling products
Goals and tasks
  • aggregated goals of the company's operations (eg development, profitability, earnings per share)
  • limited by the company's goals,
  • aggregated around products / markets (e.g. sales growth, profitability, cash flow)
  • limited by the company's goals and SJG,
  • aggregated around a specific product / market (sales, market share, buyers' satisfaction)
Resource allocation
  • allocation between SJG areas of activity
  • allocation between functional departments working for various areas of the company's activity (eg research and development)
  • allocation between products / markets within a given SJG,
  • allocation between functional departments within the SJG
  • allocation between marketing mix instruments for each product / market
Sources of competitive advantage
  • mainly thanks to financial and human resources, better organization and management, synergistic effects
  • mainly thanks to the competition strategy, competences in a given SJG in relation to competitors
  • mainly due to the effective placement of the product on the market, the superiority of one of the elements of marketing in relation to the actions of competitors
Main decision areas
  • financial policy,
  • organization matters,
  • diversification of activities.
  • technologies
  • designing of the production system,
  • assortment policy,
  • market development.
  • distribution policy
  • price policy,
  • promotion,
  • shaping stocks

Other types of strategies

References