Strategic Formation in Turbulent Markets: Lessons from Honda, Air France's Boost, and Intel's Evolution
Download
Read an extract
Themes
Strategic management, business strategy, competitive strategy, low-cost business model, Air France, Boost, Intel, Honda, strategic planning, emergent strategy, deliberate strategy, innovation strategy, competitive advantage, market competition, business adaptation, organizational change, strategic decision making, long-term vision, informal planning, formal planning, technological innovation, industry disruption, business model innovation, strategic flexibility, market niche, competitive environment, organizational learning, strategic formation, daily operations, routine processes, business performance, management approach, structured management, accountability, organizational success, market adaptation, technological advancements, industry evolution, strategic evolution, business competitiveness, niche market, transatlantic flights, business class, low-cost airlines, economic model, strategic orientation, competitive landscape, innovation markets, experience-based strategy, pragmatic strategy, daily decision making, long-term success
Reader
Abstract
Extract
of 3
Abstract
"Discover how industry leaders like Air France, Honda, and Intel adapt their strategies to stay competitive in rapidly changing markets. Learn from their experiences with low-cost projects, innovative planning, and emergent strategies. Explore the tension between deliberate and emergent approaches, and how companies overcome internal conflicts to drive success. Gain insights into the importance of flexibility, innovation, and customer-centricity in today's fast-paced business landscape."
Extract
[...] - Cases of Honda, Boost and Intel Ref. documents: - Dutheil Guy, The fate of Boost, Air France's low-cost project, Le Monde Économie, 17/07/2017 - Johnson Gerry, Scholes Kevan, Whittington Richard, Fréry Frédéric, Inside Intel, Strategic, chapter 11, 8th edition, Pearson Education France, 2008 - Johnson Gerry, Scholes Kevan, Whittington Richard, Fréry Frédéric, debate: Deliberate strategy or emergent strategy? The case of Honda, Illustration 11.5 8th edition, Pearson Education France, 2008 What can we learn from these cases about how strategy forms? [...]
[...] 'From the manufacture of memory circuits to the manufacture of metal oxide memory, it allows for large-scale production and low cost.' The company did not necessarily take the right decision, but this choice to innovate was strictly motivated by the fact of avoiding a harsh competition. It also took charge of its entire manufacturing process, which allowed it to keep its profits. The adoption of a structured management approach, by holding operators and managers accountable, was a key point of its success during the first period. We therefore highlight here an informal planning that leads the company to a performing situation. But, above all, which allowed it to overcome several difficult challenges, in a highly competitive market. [...]
[...] Air France is also competed by a company offering transatlantic flights only in business class, and therefore by creating a new economic model. Consequently, Air France must orient its strategy in relation to this new competition. We can observe that the tension and creation of a new economic model forces the company to modify its strategy and overcome the internal tension created between its different actors. It will therefore have to propose similar services if it wants to remain competitive in this niche. Therefore, it takes into account its environment. [...]
[...] Intel has oriented itself towards a more diversified economic model. It had to put aside its arrogance and cooperate with small businesses, even buying many start-ups that held key technologies, particularly due to the arrival of the Internet. This new network was the origin of the creation of many potential technologies, such as: wireless technologies and the digitization of domestic activities. Finally, Intel is one of the companies that has successfully mixed between two different strategies, over the years and according to the environmental context, especially that of competition. [...]
