Types of strategies

Types of strategies
See also
Importance of marketing strategy Cost calculation Cluster development Strategy variants Industrial park Development of the organization Related diversification Forms of advertising Innovative research

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 (i.e. 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 (e.g. 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 (e.g. 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

• BATNA strategy
• GRIT strategy
• Luke Knowledge Strategy
• Strategy of the blue ocean
• The strategy of prestigious prices
• Defensive strategy
• Information strategy
• Concentration strategy
• Follower's strategy
• Pull strategy
• Strategy for the development of information systems
• General and target market strategy
• Social engineering strategies

References

• Visnjic, I., Neely, A., & Jovanovic, M. (2018). The path to outcome delivery: Interplay of service market strategy and open business models. Technovation, 72, 46-59.
• Kim, W. C., & Mauborgne, R. A. (2014). Blue ocean strategy, expanded edition: How to create uncontested market space and make the competition irrelevant. Harvard business review Press.
• Suder, G. (2015). Regional trade agreements: Non-market strategy in the context of business regionalization.