Strategy and Positioning

Martin Kaschny and Matthias Nolden
Additional contact information
Martin Kaschny: Koblenz University of Applied Sciences
Matthias Nolden: MNCCI

Chapter 3 in Innovation and Transformation, 2018, pp 49-96 from Springer

Abstract: Abstract This chapter begins with the definition of strategy. In this context, the purpose of the strategy is explained in more detail and the influence of the strategy on innovations is examined. Among other things, competition strategies, competitive strategies, timing strategies and make or buy decisions are presented. In addition, attention is drawn to the bottleneck-concentrated strategy (EKS in German), which is a particular strategic approach. Within the framework of the positioning of a company, the peculiarities of the company and its products and services are highlighted in comparison to the direct competitors. It should be borne in mind that the direct differences with the competitors in the respective markets addressed should be worked out. The various positioning modes, such as the market leader position or the niche positioning, are described in detail in the following. They influence how the innovation strategy is designed in a concrete way. Due to the constant change in the company’s environment and due to international competition, the company must constantly check whether the positioning is still in line with market conditions and whether this should be adjusted if necessary. After the strategy and the positioning are formulated and defined, it is important that the appropriate business model is selected—i.e., the principle of a company’s operation. It turns out that it is not just about which products or services are sold, but how the company builds and designs an individual, competitive and adaptable business model. Dynamic, complex and competitive markets are increasingly prevalent. It is precisely here that questions must continually be asked of the business model. For this reason, the business model and later the corresponding organizational structure should be flexible in order to react quickly to new influences. Building on these rather analytical-constructive plans of the strategy, positioning and the business model, it is necessary to establish an innovation-friendly corporate culture. This includes aligning the innovation activities with company values as well as with company philosophy and policy. Corporate culture reflects the company’s value system. In the further course of the chapter, various aspects of corporate cultures as well as corporate philosophy are described and explained, which have a link to innovation management. These include, for example, creativity culture, implementation culture, or the culture of error.

Keywords: Corporate Philosophy; Adapt Business Models; Leading Market Position; Niche Position; Direct Competitors (search for similar items in EconPapers)
Date: 2018
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-3-319-78524-0_3

Ordering information: This item can be ordered from
http://www.springer.com/9783319785240

DOI: 10.1007/978-3-319-78524-0_3

Access Statistics for this chapter

More chapters in Management for Professionals from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().