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摘要:本文主要介绍了宜家作为成功的家具品牌他所执行的差异化战略营销,是一篇优秀的MBA essay。......

宜家的企业营销战略研究MBA essay


Choice of strategy typology--选择战略的类型
 

明茨伯格认为波特的差异化策略应该更加详细具体,更有发展前景,因为差异化可能要通过几个方面来完成。建议差异化策略应包括如质量、设计、形象和顾客支持等。同时也有不少学者支持明茨伯格的想法。格里夫也使波特的成本领先和差异化策略进一步发展,更加适应瑞典制造企业的现状。波特的差异化策略是基于部门的先前的学者研究的成果上发扬壮大的,包括明茨伯格的研究。关于波特的差异化发展战略,格里夫和明茨伯格的建议之间有很多相似之处,明茨伯格支持类似于格里夫的营销战略,我们在下面的段落中会进行阐述。
 

波特的集中战略并不包含在格里夫的进一步发展类型中。(波特的重点策略意味着,公司专注于市场的一个细分,达到通过成本领先或差异化。根据格里夫的理念,这样做的原因是,这种类型的策略从根本上不会影响MCS的设计。这种类型的策略还会增加策略的数量。为了通过区分标准化产品和生产灵活性的需要,而不会降低这两个策略的可行性。)

Corporate Strategies Of Ikea Marketing Essay
 

Choice of strategy typology
 

Mintzberg suggests that Porter’s Differentiation strategy should be more specified and hence be developed, since differentiation may be accomplished in several ways. He suggests differentiation strategies like quality, design, image and support. There are also other scholars suggesting that Porter’s Differentiation strategy should be more specified. Greve have developed Porter’s Cost leadership- and Differentiation strategy further to suit current situations for Swedish manufacturing companies. Greve’s division of Porter’s differentiation strategy is based on earlier scholars studies were Porter’ typology was used, including Mintzberg’s study. There are many similarities among Greve’s and Mintzberg’s suggested development of Porter’s Differentiation strategy e.g. Mintzberg’s Support strategy is similar to Greve’s Marketing strategy, described in the paragraph below.

 

Porter’s Focus strategy isn’t included in Greve’s further developed typology. (Porter’s Focus strategy implies that a company concentrates on one segment of the market and is reached either through Cost leadership or Differentiation. The reason for this is according to Greve, that this type of strategy would not affect the design of the MCS radically. Including this type of strategy would also increase the number of strategies, which demands more studied companies in order for the significance level not to decrease Greve develops Porter’s two generic strategies by making a distinction between standardised products and the need of flexibility in production. By this division, five strategies are reached; Mass production, Lean production, Product developing, Marketing and Customisation strategy. However, neither Greve nor Gyllberg & Svensson found any companies with a pure Cost leadership strategy among Swedish manufacturing companies. This made both Greve and Gyllberg & Svensson exclude the Mass production and Lean production strategies only focusing on the three developed Differentiation strategies.
 

Since only one company can be a Cost leader in each branch, we may expect to find few companies with this strategy. We don’t believe we will find enough companies to classify them in accordance with Greve’s two Cost leadership strategies. If we would find only one company in each type of strategy, the significance level would be too low. We hence, view Cost leader as one strategy that isn’t divided between standardised products and the need of flexibility in production. Porter’s Differentiation strategy is divided into three Differentiation strategies just like Greve’s development of Porter’s Differentiation strategy. The characteristic of each strategy is described below:

 

Cost Leadership strategy
 

Cost leader strategy: Here the company’s products are similar to the competitor’s products. The Cost leader company however produces its products to a lower cost and sell them at a lower price. The products are often standard products. Other characteristics for this strategy are that the company invests little recourses in R&D, marketing and service.

 

Product developing strategy: This strategy is characterised by the large investments of resources in R&D. Miles & Snow call this strategy Prospectors.

 

Marketing strategy: The physical products sold by the company don’t differ in a decisive manner from the competitor’s products. By marketing actions (advertising, service etc.) the company aims to differentiate themselves from the competitors. This strategy shares some characteristics with Miles & Snow’s Defender and Analyzer Strategies.

 

Customisation strategy: Companies with a Customisation strategy are very customer oriented. By a very flexible production they reach a high level of adaptation to each individual customer or a small group of customers.

 

Management Control
 

Management control exists in all companies and almost every employee is affected by its activities. The MCS can be more or less formal, e.g. in small companies the MCS is often informal, however when the company grows the MCS tends to become more formal. Management control frequently occurs in this thesis; we will therefore break it down into smaller components and give our definition of these terms.

 

Means of Control
 

To manage a company towards financial goals, the company needs tools to facilitate the control of the company, these tools are means of control. The term Means of Control is synonymous with the term Control Devices; both terms occur frequently in the business administration literature. Several scholars have suggested different classifications of means of control. One classification divides means of control into formal (e.g. budgets, performance measurement systems) and less formal (e.g. company culture, leadership style) means of control. We will here present Ewing & Samuelson’s means of control model. In this model the concept of control consists of four important means of control: Control system, Vision and Strategy, Leadership style and Culture, and Organisation structure and Reward systems. Besides these four main means of control there are other factors that effect the construction of the control. The control is also influenced by the market and the society in which the company operates; different owners can have different requirements; and control should ultimately lead to goal fulfilment for the business as such. The fact that information technology plays an increasingly important part for the orientation and shaping of the business is also noted. It is important to have a suitable balance between these means of control, because the means of control should lead to goal fulfilment and reflect the demand on the market.

 

Management Control
 

Management Control is defined in several different ways in the literature. A common difference between the definitions of Management Control is that they have different starting points in what control means. The starting point in some definitions is that the control affects the individuals in the organisation, whilst other definitions assume that control is about control of activities in companies.

 

Frenckner defines management control as planning and follow-up of the operational activities in relation to the financial goals. Frenckner further means that to accomplish these goals it is important to use means such as budgeting, accounting and calculating. This definition is a traditional way of looking at management control and focuses more on the operational effectiveness than on the influence on behavioural aspects. The primary role of management control is to ensure that the chosen strategy is implemented. However, management control is only one of several tools for implementing strategies. Strategies may also e.g. be implemented through organisation structure and culture. Management control may also be seen as a helping device in developing new strategies. In companies, especially those that meet a rapid environmental change; management control information may also provide a base for considering new strategies. Simons calls this an interactive control that indicates a potential need for new strategy development.

We consider the primary role of management control is strategy implementation. In an ongoing business the interactive control may be a part of the MCS, it is however not its primary role. According to us, the main objective of interactive control is to facilitate the creation of a learning organisation, which is important in a rapidly changing environment.

 

Tightness or Looseness
 

Different constructions of MCS will more or less affect the co-workers performance. The use of tight or loose MCS depends on various factors, among others: organisation’s culture, strategy, structure, co-workers and their educational background, environment. Merchant & Van der Stede have a negative view upon loose MCS. They consider that a loose MCS increases the risk for manipulative behaviour and wrongfully conducted actions. We partly share their views, thus, we believe that a loose MCS can contain the necessary control needed to avoid these risks. Loose MCS may even increase the employees’ creativity; the feeling of responsibility and in this way increases the employees’ performance.

本文标签: 明茨伯格差异化战略BSCPMSIkea Market

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