1. Are You Sure You have a
Strategy?
Presented By:
Rajendra Chaudhari

2. Issues
• Strategy has become a catchall term used to
mean what ever one wants it to me.
• What are the factors that constitutes a
strategy?
• Do industry analysis , technology cycles, value
chains and more competencies among others
improves soundness of strategy?
• Is your strategy implementable?
• Matching of resources and strategy.

3. Background
Written By: Donald C. Hambrick and
James W. Fredrickson
Published: 2001
Concern: Strategy and its implications.
Dilemmas: Whether all the activities
followed in the business is strategy or not.
BPI and IKEA: Success Factors

4. What is Strategy?
• Strategy is not only the primary planning but
is about the intentional, informed and
integrated choices .
• It is because unexpected opportunities need
not be ignored if its out of planning.

5. Major Elements of Strategy
1. Arenas ( product category, market segment,
geographic areas, core technologies, value
creation stages)
2. Vehicles( Internal development, joint ventures,
licensing, franchising, acquisitions)
3. Differentiators (Image, customizations, price,
styling reliability)
4. Staging ( Speed of expansion, sequences of
initiatives)
5. Economic Logic (Lower cost due to mass
production, unmatchable services, product
features )

6. Analysis
•Specific Strategic Tools make narrow
strategic definition.
•The executives should not create
confusion.
•Compensation policies, information
systems, training programs do not
make strategy itself but supports.
•Xerox, Kodak are lost due to lack of
strategy.
•Strategy need not be static.