MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian

Apr 03, 2026 11:33 · 7:09 · English · Whisper Turbo · 3 Konekte

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0:06

S… Speaker 2 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

Welcome to the session on a framework for selecting strategy and design.

0:11

S… Speaker 1 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

In this session, we will understand about the framework for selecting strategy and design.

0:17

S… Speaker 1 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

Strategy and Goals

0:18

S… Speaker 2 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

A strategy is a plan for interacting with the competitive environment to achieve organizational goals.

0:25

S… Speaker 2 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

Goals define where the organization wants to go and strategies define how it will get there.

0:35

S… Speaker 2 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

Michael Porter's Generic Competitive Strategies

0:38

S… Speaker 2 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

Michael Porter proposes two generic competitive strategies for outperforming other competitors in a particular industry.

0:47

S… Speaker 1 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

They are low-cost and differentiation strategies.

0:51

S… Speaker 2 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

Low-cost strategy is the ability of a company or a business unit to design, produce and market a comparable product more efficiently than its competitors.

1:02

S… Speaker 2 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

Differentiation strategy is the ability to provide unique and superior value to the buyers in terms of product quality, special features and after-sales service.

1:15

S… Speaker 2 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

Porter further proposes that a firm's competitive advantage in an industry is determined by its competitive scope, that is, the breadth of its target market.

1:25

S… Speaker 2 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

When the lower cost and differentiation strategies have a broad mass market, mass market target, they are simply called cost leadership and differentiation.

1:38

S… Speaker 2 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

However, when they are focused on a particular market niche, that is, narrow target, they are called cost focus and differentiation focus.

1:47

S… Speaker 1 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

Just look at this diagram, fortresses generate competitive advantage, competitive scope means broad target, narrow target, competitive advantage means low cost or differentiation strategy.

2:10

S… Speaker 2 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

Milks and snows strategy typology is based on the idea that managers seek to formulate strategies that will be congruent with the external environment.

2:24

S… Speaker 1 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

Prospector role

2:25

S… Speaker 2 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

The prospector strategy is to innovate, take risks, seek out new opportunities and grow.

2:32

S… Speaker 2 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

It is suited to a dynamic growing environment where creativity is more important than efficiency.

2:39

S… Speaker 1 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

FedEx, FedEx, which innovates in both services and production technology in the rapidly changing shipping, document management and information services industry, is an example of a prospector to defender.

2:57

S… Speaker 2 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

Rather than taking risks and seeking out new opportunities, the defender strategy is concerned with ability or even retrenchment, stability or even retrenchment.

3:08

S… Speaker 2 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

It seeks to hold on to current customers that but does not innovate or seek to grow.

3:15

S… Speaker 2 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

They are concerned with the internal efficiency and control to produce reliable, high quality products for steady customers.

3:25

S… Speaker 2 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

This strategy can be successful when the organization exists in a declining industry or stable environment.

3:33

S… Speaker 2 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

For example, Paramount Pictures turns out a steady stream of reliable hits but few blockbusters, managers shun risk and sometimes turn down potentially high profile frames to keep a little on cost and this has enabled the company to remain highly profitable while other studios have low returns or actually lose money.

4:05

S… Speaker 2 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

Analyzer tries to maintain a stable business while innovating on the periphery and lies midway between the prospector and defender.

4:16

S… Speaker 2 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

They attempt to balance efficient production for current product line with the creative development of new product lines.

4:25

S… Speaker 2 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

For example, Sony's strategy is to defend its position in a traditional consumer electronics but also builds a business in the integrated home entertainment market.

4:40

S… Speaker 3 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

Reactor

4:40

S… Speaker 2 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

The reactor strategy is not really a strategy at all as reactors respond to environmental threats and opportunities in an ad hoc fashion.

4:50

S… Speaker 2 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

Top management has not defined a long-range plan or given the organization an explicit mission or goal, so the organization takes whatever actions seem to meet immediate needs.

5:05

S… Speaker 2 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

Xerox and Kodak, examples of reactors, are struggling because managers fail to adapt a strategy consistent with customer trends.

5:15

S… Speaker 1 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

So these four strategies are explained in this diagram, defender, analyzer, cross-factor, reactor strategies.

5:31

S… Speaker 1 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

Break for questions.

5:35

S… Speaker 2 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

Strategic planning as a broad concept consists of a corporate and business strategy, b strategy formulation and implementation, c inputs and outputs, d environmental analysis.

5:50

S… Speaker 1 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

So strategic planning as a broad concept consists of strategy formulation and implementation, environmental analysis, corporate and business strategies are part of this.

6:07

S… Speaker 1 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

So strategic formulation and implementation are the broad concepts of strategy plan.

6:15

S… Speaker 1 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

Question number two, which strategy is about how to compete successfully in a particular market?

6:23

S… Speaker 1 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

A. Business level strategy, b corporate level strategy, c alliance based strategy, d functional strategy.

6:32

S… Speaker 1 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

The correct answer is business level strategy.

6:35

S… Speaker 1 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

So business level strategy only should be followed to compete successfully in a particular market.

6:41

S… Speaker 1 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

Because different markets, different segments require different types of strategy.

6:49

S… Speaker 1 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

So the most preferred strategy in a particular market is business level strategy.

6:55

S… Speaker 1 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

In this session, we have understood about the framework for selecting strategy and design.

7:01

S… Speaker 1 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

Happy learning.

7:02

S… Speaker 1 (MBA_OB_unit 5_week 14_seq 6_Frame work _Pandian)

Thank you.

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