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1 STRATEGY IN CRISIS
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3 Strategy in Crisis Why business urgently needs a completely new approach Michael de Kare-Silver MACMILLAN Business
4 Michael de Kare-Silver 1997 All rights reserved. No reproduction, copy or transmission of this publication may be made without written permission. No paragraph of this publication may be reproduced, copied or transmitted save with written permission or in accordance with the provisions of the Copyright, Designs and Patents Act 1988, or under the terms of any licence permitting limited copying issued by the Copyright Licensing Agency, 90 Tottenham Court Road, London WIP 9HE. Any person who does any unauthorised act in relation to this publication may be liable to criminal prosecution and civil claims for damages. Michael de Kare-Silver has asserted his right to be identified as the author of this work in accordance with the Copyright, Designs and Patents Act First published 1997 by MACMILLAN PRESS LTD Houndmills, Basingstoke, Hampshire RG2l 6XS and London Companies and representatives throughout the world ISBN ISBN (ebook) DOI / A catalogue record for this book is available from the British Library. This book is printed on paper suitable for recycling and made from fully managed and sustained forest sources Ol Copy-edited and typeset by Povey Edmondson Tavistock and Rochdale, England
5 Contents Preface ix 1 The lost art of strategy 1 The importance of strategy on the CEO's agenda 3 The demise of corporate planning 5 Problems with the re-engineering obsession 7 Poor strategy leads to failure 9 Summary 12 2 What is strategy? 18 The elements of strategy 18 3 The rules of the game have changed 20 Power has shifted to the customer 22 Scale is not necessarily an advantage 28 Borders and boundaries have collapsed 30 Technology is ever more quickly copied 32 Other changing market circumstances 34 Summary 36 4 The inadequacies of existing strategy models 37 The Boston matrix 40 PIMS 42 Porter's five forces and three generic strategies 45 Core competencies 50 Parenting 53 The three value disciplines 55 5 Introduction to the market commitment model 58 The first dimension: commitment 61 The second dimension: four prime axes 64 Price 65 v
6 VI Contents Emotion 66 Performance 67 Service hustle 69 Addendum 78 6 Commitment: the long-term view 80 Take a minimum 5- to 10-year view of market opportunities 81 Set clear measurable targets 86 'Stick with it' 87 Focus 89 7 Commitment: market immersion 98 Case study: Marks & Spencer 99 Case study: McDonald's 100 The triple-i model 102 Case study: Yamaha 104 Innovation and R&D 105 Case study: Sweet 'n Low 107 Summary 108 Case study: Ferrero The relative commitment audit 111 Measurement and audit 112 The relative commitment audit: key questions 113 Case study: Procter & Gamble Competitive advantage through performance 117 The basics remain critical 119 The performance goalposts are moving 127 The revolution in performance has started 135 Summary 139 Case study: Toshiba Competitive advantage through service hustle 142 Measure the right things 147 It's not just serving it's keeping 152 Getting the right customers 154 Case study: BET 155 Doing it 157 The third dimension of service hustle 159
7 Contents 11 Competitive advantage through pricing 164 Inadequate strategy tools 167 Poor organisation of pricing responsibility 169 The right information not available 171 'Pricing is outside our control' 173 The third dimension of pricing Competitive advantage through emotion 185 Case study: Citicorp 188 Where E is left to marketing rather than integrated as mainstream 193 It can take a long time 196 Case study: Daewoo 197 Case study: Direct Line 198 The investment may be substantial 198 Payback is uncertain 199 The organisation may lack the experience 200 The communication channels are fragmenting 201 The third dimension of emotion A toolkit 211 Market and customer immersion 213 Identifying advantages 214 Segmentation 216 Summarise the competitive situation 217 Sustainability 218 Trends 219 Organisation gaps 219 Looking to the future 220 Stakes in the ground 221 Exploitation 222 Case study: IBM 224 Case study: Amazon.com 225 Case study: Blue Circle 225 Case study: A.T. Kearney 226 Addendum Building a more effective strategy development process 230 Separate from annual budgeting 231 The proper information must be available 234 Key questions to be asked 236 vn
8 Vlll Contents Involve a cross-section of people Who should do what With what frequency With what skills - the role of corporate planning 15 Making it happen Sharing the strategy Sharing the values Symbolic egahtarianism and information sharing Training Sharing the benefits Effective empowerment Adequate measurement system Solving organisation complexity Summary Addendum Notes 273 List of Figures 283 List of Tables 285 Index 286
9 Preface This book is about strategy, about beating the competition. It's an attempt to retrieve and rejuvenate the lost art of successful strategy development. It provides a model, a way forward, a practical solution that's easy to use. It urges companies and management to re-examine the way they develop strategy, what their strategy is, how well it's working. It emphasises some basic principles which many organisations pay lip service to but do not apply. It provides a way of identifying sources of lasting growth. It signposts how to identify those growth opportunities, how to predict and measure their impact on the business and how to capture them. It's a practical approach based on empirical research and experience. It's drawn from many case studies and actual examples. It is not a teachin manual, but it can be used as a step-by-step guide. It's not a placebo. It might be a panacea. The key is the rigorous pursuit of what is outlined. Half-hearted efforts that do not engage and excite the total organisation will fail. When we start talking about 'commitment to winning' in the marketplace we are talking a total application, focus and prioritisation on that goal. It requires every available $ of investment and every resource to pursue it. The marketplace has now become saturated with competition. New products and new competitors are emerging with increasing frequency in every industry. Mapping the way through this market maze is an enormous challenge. The winning companies we will describe are ones who are seizing that challenge firmly in both hands and with every effort. It's a zero-sum game. Companies of often equal strength are arrayed on all sides. What will distinguish the winner? What advantages are available? What steps will enable one company to take advantage of the opportunities ahead of another? The path suggested here must be taken by the leaders of the company. Lasting success is so fragile that the challenge of effective strategy development cannot be left to others alone to initiate and pursue. The generals must marshal their troops. My search for a model or framework that will guide and assist the development of strategy began a number of years ago. It was triggered by IX
10 X Preface collapses at once-dominant companies like IBM and GM. It has been inspired by continuous success at companies like Procter & Gamble, WalMart and British Airways. Many of the case studies and examples are drawn from personal consulting experience with numerous European and American companies. Occasionally leaders emerge with the guts and determination to drive through change, who have become convinced and committed to a strategy and way forward and who are prepared to break down walls to get there. Many people have played a part in the development of this book; a number are clients but a policy of respecting confidential client relationships prevents identifying a number of contributors. However I would like to thank Stephen Rutt of Macmillan for sharing my vision about the crisis and opportunities in strategy, Robert Heller who has been a constant source of both encouragement and inspiration and who has provided a number of case examples, my partners in the Kalchas Consulting Group, especially Julian Vyner, who have helped create the opportunity and experiences to write this book, Deborah Maher, my partner in life, whose commercial acumen has been invaluable and who has provided a key test of what is practical and realistic, the Rt Hon Lord Peter Walker, who has provided energy, enthusiasm, a number of introductions and set an example in professionalism, ethics and behaviour which I admire, and Walter Goldsmith for all his ideas, encouragement and support. Michael de Kare-Silver
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