Strategy for Action – II: Strategy Formulation, Development, by Giorgio Gandellini

By Giorgio Gandellini

The leading edge and certain characteristic of this ebook is that it doesn't comprise theoretical idea that can't be translated into perform. This moment quantity expands the research of the strategic judgements, emphasizing the significance of a sustainable aggressive virtue, and offering an built-in conceptual and operational framework (the “Strateco Dashboard”), that enhances and considerably improves the new and recognized Blue Ocean method of procedure improvement. ultimately, it addresses the size of the functionality of approach when it comes to price construction, highlighting variations and similarities, in addition to strengths and weaknesses, of the most metrics. in addition, it proposes a accomplished and operational framework for the evaluation of the monetary feasibility of process, throughout the size of the impression of the deliberate strategic strikes on monetary wishes and the overview in their monetary sustainability.

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In fact, shareholders of a public company could easily (and often more cheaply) diversify their portfolios through the capital markets (Porter 1987; Ghemawat 2010), even opposing the idea of an actual business diversification of the company in which they own stocks. By contrast, a manager “invests” in the firm his human capital, reputation, and image, more than just getting a salary from it: therefore, he is interested in the firm’s total risk (not only in its systematic component), that he will try to reduce by diversifying the firm’s business (and the impact of this strategy will be more significant in unrelated diversification), smoothing profits across SBUs.

By the way, this last point is almost exactly what was suggested by Porter (1996), ten years earlier, without, however, talking about “irrelevant competition”: “abandon or forgo some product features, services, or activities in order to be unique at others”. e. some varieties of “purple”) that must be addressed with appropriate analytical tools, without rejecting the contributions of hundreds of authors, or “reinventing” their contributions under new and fancy labels. 5 New Developments in Strategy Formulation and Control 25 suggest some guidelines for a more systematic approach, remind the importance of appropriate quantification, propose an articulated and integrated conceptual and operational framework for the identification, development, and control of any possible strategy, in any industry and competitive context, and finally summarize the results of a “laboratory” experimentation of this approach, together with an indication of its potential improvements.

In the figure, the point of tangency between the isocost and the isoquant represents the minimum cost required to produce that particular output. If a firm wants to grow, it needs to add capital and/or labor in order to increase its output. 7 illustrates an expansion path generated by drawing a line from the origin through the tangencies of the isocost and isoquant lines. This expansion path shows the long run total cost curve (LRTC). In order to achieve cost effects through horizontal expansion, assuming the same type of production, it is important to analyze the scale at which the average cost of production reaches its minimum point and generates the so-called economy of scale.

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