View source for Strategic driver

{{infobox4
|list1=
<ul>
<li>[[Innovative thinking]]</li>
<li>[[Market potential]]</li>
<li>[[Disruptive business model]]</li>
<li>[[Organizational strategy]]</li>
<li>[[Market positioning]]</li>
<li>[[Consumer orientation]]</li>
<li>[[Benefits of innovation]]</li>
<li>[[Goals of marketing]]</li>
<li>[[Business needs]]</li>
</ul>
}}



'''Strategic drivers''' are determining factors of [[key success factors]] , durable and high prosperity, and, moreover - key value propositions. Companies usually have more than one factor, among three up to five strategic drivers at the same time, there is a main subcategory of the whole factors, which have a big influence for the [[industry]] contest where participate a lot of companies(S. Rush 2011, p. 38). 

==The place of the strategic drivers in the company== 
They key strategic drivers must present the factors, which [[company]] has decided to choose for the enclosure in and stand out with a purpose to participate in the [[competition]] in the industry. Leadership establishes that factors which are the most important (priorities) at the level of the [[organizing]] [[process]] due to comprehension of the strategic drivers key and, moreover, the corresponding priority amid that strategic driversS. Rush 2011, p. 38).

For instance, the delivery and cargo industry include a big quantity, of various key drivers. A few firms concentrate their attention on costs, quickness of delivery, or universal range. YRC, famous trucking company, decided to rival due to two main drivers like: delivery at term and dependability. The [[firm]] found out that their customers put these value as the most important over all other factors: customers want their shipment to be delivered at the time it was promised to come (though the transit time might be even not so fast as in the rival companies), and their goal is to supply goods in not damaged or harmed condition. Such example of YRC calls attention to the significant singularity of the strategic drivers. Strategic drivers represent a profound realization of the [[customer]] and his [[needs]], actual possibilities of the company and that possibilities it can have in the perspective and comprehension of the industry(S. Rush 2011, p. 39).

After the moment when the company is conscious of their strategic drivers, they should to set range priority of that drivers. It is not easy to decide which one single driver is more significant than other one. It is considered to affirm that every of them is significant as much as others, but such accepted [[strategy]] is hazardous and may be finished with a strategy that tries to suit everything to everyone.  The reason, that causes occasion for estimating a comparatively low quantity of that drivers and putting them in a '''range''' of the most important is done for ensuring the company starts concentrate on the template of the essentially restricted [[investments]], which will cause to the successful strategic steppingstone. To place resources in a rational way, strategic leaders should make harsh decisions. Except this they should inform everyone in the [[organization]] about the accepted prioritization(S. Rush 2011, p. 39).

The process that includes '''realization''' of strategic drivers and ranging priorities can take some time. It needs usually different actions during the course of the months or years, and after that the company has to be able acquire a [[knowledge]] of the result of that actions(S. Rush 2011, p. 41)

==Examples of strategic drivers==
Strategic drivers can also be new findings, new scientific knowledge, trials, labor disputes, new laws and so on. Disposing the [[information]] what influences the firm to [[work]] and what will  keep it on the same level is one of the main things in basic [[planning]]. 
It is considered that when the worker is conscious of the strategic drivers of the company he works in,  he is able to satisfy all IS or IT demands.  Much more significant and appropriate to the task that should be done, is fulfilling a domain [[system]] to please to that drivers which have the impact the tomorrow of the business(J. R. Shapiro, J. Boyce 2006, p. 275). 

In the film Wall Street, character of  Michael Douglas estimated his strategic driver, which motivated him to raid other companies and earn as much as possible, as '''greed'''. Greed actually is accepted to be a main strategic driver in many different organizations and companies. However, not all companies are like that., And still is the controversy  whether that companies depend on [[profit]] or greed . The [[Internet]] can be a strategic driver or the aspiration of the CEO or enclosure in technologies or other things(J. R. Shapiro, J. Boyce 2006, p. 275).  

==Resource-based strategy==
That approach asserts that company should position itself on the strategy that is ground on their exceptional and incomparable '''resources and possibilities''' than on their services and products that have been created already from those [[capabilities]]. 
It is considered to say that in such approach that demands and products can appear or disappear, however capabilities and resources will remain in existence(P. Gottschalk 2005, p. 50).

==Cost drivers==
The main statements of the [[cost]] drivers are(J.K.Shank, V. Govindarajan, S. Govindarajan 1993, p. 59-60):
* Value chain analysis is the broader framework; the cost driver concept is a way to understand cost [[behavior]] in each activity in the value chain. Thus, ideas such as ABC are only a subset of the value chain framework.   
* Volume is '''not''' enthralling way to interpret the [[cost behavior]], for strategic research,
* Much more helpful in a strategic meaning is to interpret position of the costs in bounds of the choices in the system and realization skills that create the rival place of the company among competitors. 
* Not every strategic driver is so important as others for the whole time, but a few (not one) of that drivers always stay in the same position of the significance. 
* A specific cost analysis structure is decisive for comprehension of the positioning of the organization (for each cost driver).
* Different cost drivers often have a big impact on various value actions in the chain of worth. The example can be: the comparable cost driver for [[marketing]] is [[market]] percentage, in which costs of promotion are often changeable.  

==References==
* Gottschalk P.(2005), ''Strategic Knowledge [[Management]] [[Technology]]'',  Idea Group Inc, Hershey, p.50.
* Nickols Fred (2016), ''[https://www.nickols.us/strategy_etc.pdf Strategy, Strategic management, strategic planning and strategic thinking]'', Fred Nickols, p. 1-8.
* Ritson N.(2011), ''[https://www.kau.edu.sa/Files/0057862/Subjects/Strategic%20Management%20Book.pdf  Strategic Management]'', Neil Ritson & Ventus Publishing ApS, p. 8-50. 
* Rush S. (2011), ''Our Strategic Leadership'', Center for Creative Leadership, Greensboro, p. 38-41.
* Sammut-Bonnici T.(2015), ''[https://www.researchgate.net/publication/272352897_Strategic_Management  Strategic Management]'',  John Wiley & Sons, Malta, p 1-4. 
* Shank J. K., Govindarajan V., Govindarajan S.(1993), ''[[Strategic cost management|Strategic Cost Management]]: The New Tool for Competetitive Advantage'', Simon and Schuster, New York, p. 59-60.
* Shapiro J. R., Boyce J.(2006), ''Windows Server 2003 Bible'', John Wiley & Sons, Indianapolis, p. 275.

{{a|Diana Fandul}}

[[Category:Strategic management]]