Natural Strategic Thrusts: Difference between revisions
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like Porters generic strategies they are general characteristics of broad strategic strategies without much clue as to how to make them work | like Porters generic strategies they are general characteristics of broad strategic strategies without much clue as to how to make them work | ||
See Also [[Co-specialized Assets]],[[Creative Distruction]],[[Diversification]],[[Life Cycle Model]],[[Sharpbender]] | See Also [[Co-specialized Assets]], [[Creative Distruction]], [[Diversification]], [[Life Cycle Model]], [[Sharpbender]] | ||
[[Category:Strategy]] | [[Category:Strategy]] | ||
Latest revision as of 18:34, 22 December 2010
Arthur d Little Stratgies for the Product Life Cycle 1. Start Up strategies - Achieve high or defensible market position 2. Growth within Industry strategies - seeks to maintain mkt share 3. Gain Position Gradually - Modest share increase - defend cash flows 4. Gain position agressively - pre-emptive strikes - high risk 5. Defend position - enjoying strong dominant position - leaders 6. Harvest at any stage
Criticisms of Industry life cycle - 1Stages vary in time 2. Industry does not necessaily evolve as a S-curve 3. Markets can be rejuvenated 4. Firms can reposition through innovation and repositioning 5. Nature of competition varies widely
like Porters generic strategies they are general characteristics of broad strategic strategies without much clue as to how to make them work
See Also Co-specialized Assets, Creative Distruction, Diversification, Life Cycle Model, Sharpbender
