Mintzberg's Positioning School
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Mintzberg's Positioning School by Naomi Caparal and Nicole Nacelle, Strategic Management, University of the Philippines
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Mintzberg's Positioning School
- 1. Naomi Angel O. Caparal Nicole Jasmine O. Nacilla BA 190 - Strategic Management University of the Philippines Prof. Mita Angela M. Dimalanta
- 3. Strategies are generic Marketplace is economic and competitive Strategy formation process is one of selection of generic positions based on analytical calculation Analysts play a major role in this process Thus, market structure drives deliberate positional strategies that drive organizational structure
- 4. - An analytical process - Places business within its industry context and looks at how organization can improve its strategic positioning within that industry - Based on industrial organization and military strategy - Strategic management as a science - Neglects power, politics, culture and other social factors - Biased toward large firms - Number-oriented
- 5. Porter’s Five Forces Model Porter’s Value Chain Model Competitive Advantage BCG Matrix Game Theory Sun Tzu’s The Art of War
- 6. Focus is to narrow Bias on big, traditional business Process that this school uses Strategy seems to be more generic and not individualistic
- 7. Bhasin, H. (2016). 10 school of thought by Mintzberg for strategy formulation. Marketing91.com. Retrieved 21 September 2016, from http://www.marketing 91.com/10-schools-thoughts/ Carlton, D.W. and Perloff, J.M. (2005). Modern Industrial Organization. Pearson/Addison Wesley. Different schools of thought on Strategy. (2016). Academia.edu. Retrieved 21 September 2016, from http://www.academia.edu/4493694/Different_schools_of_thought_on_Strategy Mintzberg, H., Lampal, J. and Ahlstrand, B. (1998). Strategy Safari: A Guided Tour through the Wilds of Strategic Management. The Free Press. The Positioning School. (2010). Strategology. Retrieved 21 September 2016, from http://www.strategologybyquattro.com/book-review/strategy-safari/the-positioning-school/ The Positioning School. (2016). Scribd. Retrieved 21 September 2016, from https://www.scribd.com/doc/97360104/The-Positioning-School
Editor's Notes
- 1996 The Arch Deluxe was a quarter pound of beef, on a split-top potato flour sesame seed bun topped with a circular piece of pepperedbacon, leaf-lettuce, tomato, American cheese, onions, ketchup, and a "secret" mustard and mayonnaise sauce In response to the demographic trend of longer lifespans and an expanding older market child-centered image more sophisticated ingredients Deluxe line of burgers including the Fish Filet Deluxe, Grilled Chicken Deluxe, Crispy Chicken Deluxe and the flagship Arch Deluxe. It is estimated that McDonald's spent over $300 million on the research, production, and marketing for the Arch Deluxe One of the biggest flops of all time http://www.marketing91.com/brand-failure-mcdonalds-arch-deluxe/
- -Analysts play a major role in this process, feeding the results of their calculations to managers who officially control the choices -the marketplace is economic and competitive. Strategies are generic, specifically common, identifiable positions in the marketplace -
- von Neuman and Morgenstern five forces of market structure where business strategy should be based upon. threat of new entrants 2) bargaining power of firm’s suppliers 3) bargaining power of firm’s customers, 4) threat of substitute products 5) intensity of rivalry among competing firms. BCG comprehensive snapshot of the positions of a company’s various business concerns. It classifies products with respect to the various growth rates and market shares of each product. cash cows – products with high market share and slow growth 2) dogs – those with low market share and slow growth 3) stars – strong relative market share and high growth rate 4) question mark – low market share and high-growth products. Value chain a firm can be disaggregated into primary and support activities.
- The first criticism of this model is that the focus is too narrow. There is a fear that the focus is too concentrated on the more quantifiable side of things, therefore not given enough attention to the non-quantifiable things such as society, culture, or politics. Another concern is with regards to the bias that the positioning school has on big, traditional business. Not all businesses fall into that category and so there is the worry that this school would not be applicable to smaller, more independent models. The third concern is about the process that this school uses – which tends to be more thoughtful and calculating than most would prefer. A lot of time, the only way a person learns is by getting out there and doing, so this method would not be as effective. , which makes it harder to apply to other types of business. This, of course, is a problem for any one type of strategy.