Video 1 - Implications of external changes in competitive strategy

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En provenance du cours de Fundação Instituto de Administração

Sales Strategy

29 notes

Fundação Instituto de Administração

Sales Strategy

29 notes

Cours 2 sur 5 dans Specialization Strategic Sales Management

Welcome to Course 2 - Sales Strategy - This course is designed to discuss the application of intelligence analysis in the sales planning process. And this approach contributes to integrating the sales planning process into the corporate strategy of the company because, in the strategy analysis and formulation process, we apply models, frameworks, tools, and techniques that also apply to the sales planning and management process. Therefore, the expected outcomes of this course focus on the transition from traditional to strategic sales planning, by discussing and applying the concepts recommended to support the development of the strategic guidelines. The concepts, models, tools, and techniques discussed and practiced during the course focus on the improvement of value creation from the sales function empowered by intelligence analysis, a process which typically applies in the strategy analysis front. The discussions go through how intelligence analysis can support the sales function, by providing methods to connect strategy to marketing and sales planning processes. In this course, the primary learning outcome is the ability to apply intelligence analysis to support sales planning process, and by being able to do this, you’ll improve your competencies and skills to support sales planning with a strategic approach. You’ll develop a final assignment at the end of the course, and it is designed from an adapted real-life business case. The challenges of the case comprise the business context, through which you’ll apply the conceptual framework discussed during Course 2. The outcomes of your analysis on the assignment case will be evaluated through a peer-review process.

À partir de la leçon

Module 2 - Applying intelligence to understand your strategic context

Welcome to the module dedicated to applying intelligence analysis to understand the strategic context. This module is about going through a practical view of how to apply concepts, models, tools, and techniques related to intelligence analysis, with emphasis to support understanding the strategic context, and how it relates to sales. This module is a natural next step from the previous module, which was focused on the awareness of the benefits of intelligence analysis to the sales planning and management functions. In this module, we’ll discuss the application of intelligence analysis on the external environment. From a sales perspective, the discussion will go through the internal environment analysis and the implications of the external environment analysis outcomes on the internal environment. The convergence of the deeper knowledge about the external environment with the internal environment analysis contributes to the improvement of the sales planning process, and this is the primary learning outcome of this module.

Video 1 - Implications of external changes in competitive strategy4:37

Video 2 - On the need to adjust strategy4:24

Rencontrer les enseignants

Nelson Yoshida
Ph.D., MBA, B.Eng.
FIA Profuturo – Futures Studies Program
Samantha Mazzero
MSc, MBA, BS Math
FIA Profuturo – Futures Studies Program
Edson Ito
Specialist Professor

[MUSIC]

Hi, welcome back.

In our last video we talked about ways to monitor the external environment.

This topic is important because without information,

you cannot develop an effective strategy.

After it processes the information with the analysis stage,

described in one of our past videos.

You will be able to determine the implications of the external changes

in the firm's competitive strategy.

The strategy is drawn according to our current perception on

the competitive environment and how we think it will evolve.

As time goes by, the firm increases its understanding of the market that proves or

disproves this previous understanding.

This gap happens because the market has not been properly understood before.

Or because the market has changed.

Regardless of the reason,

it is necessary to estimate the implications to our strategy.

This concept can be explained in a simple way.

In the case of discussed in one of our previous videos.

Believed that its superior formulation would give it a competitive

advantage over its lower cost and lower quality competitor.

And now they believe was that end consumers would be sensitive

to the difference in quality.

Experience has shown otherwise and

chocolate milk manufactures were unwilling to pay more for superior quality.

There is another example that will illustrate how changes in the external

environment can influence a company's strategy effectiveness, the Kodak case.

Between 1929 and the 80s,

Kodak was the undisputed world leader in chemical photography processes.

Kodak in 1975 invented digital photography and built an operational prototype.

Unfortunately Kodak defined photography as a chemical process and

decided not to pursue the digital photography market.

Another reason for not pursued a new technology was that even if it worked

properly digital photography might cannibalize the chemical photography.

That of course was correct.

But instead of working on a controlled cannibalization process that would

allow Kodak to emerge of the process as the business leader,

Kodak allowed other companies to pursue digital photography.

As a result,

Asian companies have invested heavily in the development of digital photography.

This technology evolved rapidly and enabled the emergence of

a business model that eventually took Kodak out of the business.

By the time Kodak developed a digital camera,

the quality of the photos that use chemical process was significantly better.

Kodak dominated every stage of the chemical photography process.

And each stage was extremely profitable.

Kodak had no incentive to develop a technology that would effectively

destroy the business model in which Kodak prospered.

In retrospect, it is easy to judge Kodak's attitude.

But based on the information available to management at the time,

most of us would come to the very same conclusion and make the same decisions.

The most important lesson that Kodak examples give us, is that the external

environment changes and sometimes demand changes in our strategy.

The external conditions needed to be monitored and

the strategies needed to be adapted accordingly.

In our next video we will talk more about how changes

in the external environment demand changes our strategy.

Before you go, which of the current practices

are extremely integrated into your firm's culture and

strategy that could become dangerous if the market changed?

Will your firm abandon this practice or fight to keep them alive?

Thank you for watching, we will see in our next video.

[MUSIC]

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