PAZARLAMA YÖNETİMİ

Strategic thinking is taking a long-term perspective and seeing the big picture, consisting both the organization and its competitive environment, and thinking how these fit together. Thus, there is a positive relationship between strategic thinking and performance.

With the start of 19th century, the word strategy was accepted in general use, and after World War II, as the business environment started to experience a rapid change and severe competition, a need occurred for businesses to adapt the concept of strategy to business environment.

According to Freedman, research on chimpanzees and early human societies demonstrated that strategy is a consequence of inadequate resources and fight for survival. Later, Freedman (2013) argues that ancient Greece is another source for origins of strategy. The term “Strategy” comes from a Greek Word “strategos” which means “a general” and takes its roots from terms “army” and “lead”, thus the concept has traditionally been used in a military or political context.

Strategy is a unified, comprehensive, and integrated plan created to assure that the basic aims of the business are attained.

Within 1980s, especially the works of Porter (Competitive Strategy, 1980; Competitive Advantage: Creating and Sustaining Superior Performance, 1985) altered the research in the field, and put competition rather than planning in the center of strategic thinking. With this research, Porter developed a more concrete and practical context for the field especially through the tools he created.

The concept of strategic management is important for companies. The first reason for this is related to its aim of integrating other business functions. Second reason is its impact on organizational performance. Due to diverse strategies, companies succeed or fail. Third reason is the fact that every organization operates in a changing environment or faces with changing situations. Fourth reason of the importance of strategic management is that it is included in several managerial decisions.

Strategic Management is what managers do for creating organization’s strategies. Strategic Management consists of managerial decisions and actions determining long-term performance of a company.

One of the most useful tools for identifying growth opportunities was created by Ansoff. In 1957 with an article called “Strategies for Diversification”, Ansoff created a matrix called “The Product/Market Expansion Grid”. The Product/Market Expansion Grid is a planning technique for evaluating firm’s growth opportunities through product and market extension networks.

Dogs may generate enough cash to sustain themselves or losses as they have weak market shares in low-growth markets. In this quadrant, managers should consider if they are holding on these dog products/businesses for good prospects or for sentimental reasons.

A company may choose to use diversification strategy, which examines the opportunities for developing or buying new products for new markets. Thus, it involves new brands and new markets since product modifications may develop new uses for products, which may create a different market. Nevertheless, this strategy is the final option to use if only the other three were unable to produce expected results. Since with diversification strategy, a company enters into unknown businesses and markets, and this makes it the most dangerous of all strategic choices.

21st century.

taking a short-term perspective.

Neumann and Morgensters

It should be controlled by “technicians”

dogs

Strategy

corporate/business/functional

the industry attractiveness /the determinants

The Bargaining Power of Buyers

The Product/Market Expansion Grid