Miles And Snow Typology

Porter, M. E. (2008). Competotive Strategy: Techniques for Analyzing Industries and Competitors. Simon & Schuster.

Strategy is a set of complicated tactics formulated by the executives of a company directed towards the achievement of company’s goal (Salmela, 2002). It is about all the path ways that a company would follow to reach its ultimate goal. It is a company’s strategy which helps to identify what it does better than the other companies in the industries, which may be different from what it does best. For successful strategy formulation and implementation, a company should know the needs of customers and should have knowledge of its competitors. Through a good strategy a company would identify that opportunity which makes it different from the others (Thompson, 2005).

Pearce, J. A. II, & Robinson, R. B. (2009). Strategic management: Formulation, implementation, and control (11th ed.). [University of Phoenix Custom Edition e-text]. New York: McGraw-Hill. Retrieved August 20, 2011, fr

According to Slack et al. The corporate strategy or business strategy is the guide lines for the whole corporation’s businesses in relation to its markets, customers, and the competitors (2007). In the same context, the same authors discussed the link between the corporate strategy and

A number of competitive strategies have been stated by studies, such as the classification system created by Chrisman et al (1988). However, the generic strategies identified by Porter (1985) remain the most popular theory over the years (Allen et al, 2007).

As you discussed in your post the Miles and Snow typology appears to consider external factors and the market place environment more appropriately. Best laid out strategic plans can quickly fizzle when met with the ruthless face of reality. When economic influences effect an entire market space consumer trends shift and expectations require modification. In a recessionary period, similar to what we have recently experienced consumer spending shifts when people are faced with limited resources. Whether it is contemplating dinner at a restaurant or a manufacture working to preserve profits, tactics require adjustments based on the market place environment. During these times a low-cost strategy might be enacted, however this does not necessarily

At first there was concern only among foresters about deforestation but now the public has created organizations such as Green Peace to facilitate increased awareness and reduce deforestation. The Food and Agriculture Organization (F.A.O.) has worked mainly within the forestry community to find new and better ways to manage the forests. In 1985 there was the introduction of the Tropical Forestry Action Plan or T.F.A.P. This plan involved the F.A.O, United Nations, World Bank, other developmental agencies, and several other multi-national government organizations; together they developed a new strategy. More than sixty countries have decided to prepare national forestry action plans to manage their forests (Gallant, 381).

Like any other public organization, diverse interest groups try to influence the Forest Service. In order to improve the way the Forest Service (Forestry) prioritizes who makes what kind of input to their leadership, and how different stakeholder groups communicate with one another and with local Forest Service, offices present an opportunity to improve the organization at the local and institutional level.

In the text, the author mentions the similarity between Miles & Snow and Porter’s generic typology where the “prospector model in Miles and Snow emphasizes differentiation and the defender business typically emphasizes low cost” (Parnell, 2014, p. 197). Porter’s generic typology has both differentiation and low cost considerations in the model with the focus being based on economic conditions and economic influence. In light of the similarities, the difference between these two business strategies are set in their core beliefs and concepts. Miles and Snow present their four models from a “philosophical” approach to business strategy and display the models benefits through real time explanation. Considering the four conceptual strategies “prospectors, defenders, analyzers, and reactors” the first described as “prospectors” follow “a dynamic uncertain environment and maintain flexibility”, additionally prospectors are known to lead and thrive as a “first mover” (Parnell, 2014). Prospectors tend to not like their environment to change but channel their creativity to design new products for their business. The Porter’s generic typology that is similar is the aspect of product uniqueness or unusual products known as “differentiation strategies” (Parnell, 2014, p.184), and based on the aspect of specificity. In the article, “Strategy Choices of Potential Entrepreneurs” the author explains the benefits of Porter’s three generic models and states that many entrepreneurs employ

An organisation’s strategy plays an important role of providing direction of where company wants to be and how best to allocate the company’s resources to meet its objectives. The formulation of business strategies has evolved over the years and has been made more difficult in recent by the uncertain operating environments and global financial crises.

Snow country is a place in a Western Japanese country, which we can consider as the setting of this novel. The expression does not mean where snow falls. Though an area, Y. Kawabata, the writer of the book writes in such a way that it portrays more about a love affair, human feelings, emotions, loneliness, and a state of a person in isolation. Likewise, the novel reveals how a human relationship can be complicated and arduous at times to understand. It tells about people in a relationship of love, trying to love, and connect to one another, but difficult to compare. The closer they are, the more both parties try to know each other, and the more they found out that they do not. Such is the case of the relationship between these parties: Shimamura and Komako, Shimamura and Yoko, and a love triangle between Yukio, Komako, and Yoko. “An affair of the moment, no more. Nothing beautiful about it. You know that—it couldn’t last” (22). Shimamura who can be considered a touch of melancholy, said the above statement, a personality that wants to love but find it difficult to love, he is only interested in satisfying his sexual desire. He is a wealthy man, but he is bored, and end up a life of idleness. With this nature of his, Shimamura left his home country, Tokyo to a hot spring country to seek for a way out of his boredom. Did he find a solution to this boredom? Did he get to fill the vacuum in his life? The

Alfred Chandler(1963) defines strategy as ‘ the determination of the long-run goals and objectives of an enterprise and the adoption of courses of action of an enterprise and the adoption of courses of action and the allocation of resources necessary for carrying out these goals’. And Michael porter(1996) sees it as ‘Competitive strategy is about being different. It means deliberately choosing different set of activities to deliver a unique mix of value’.

‘Strategic Management’ is a very complex term as many eminent researchers and scholars have had different views and conclusions on strategy. According to White (2004), “Strategic Management involves both systematically developing an idea together with its implications and testing the empirical validity & usefulness of that idea against the real world.” Thus strategy is not only about planning for future but also about confirming the validity of the hypothesis considered and implementing it successfully. Strategy formation may take various forms such as implicit, explicit or emergent. Implicit strategy is a strategy formed by intuitions of an individual. As per implicit strategists, strategic management is about reading the environment

Kuzmicki, Jana F. “The Five Generic Competitive Strategies.” (2009) The McGraw-Hill Companies. Microsoft PowerPoint Presentation.

The manner in which firms are able to compete is most commonly categorized by implementing Michael Porter’s strategic typologies. Porter’s strategic theory has been the most widely accepted strategic approach used by fellow academics (Kim and Lim 1988; Bordean et al 2010). Porter proposed three generic strategies namely: cost leadership, differentiation and focus strategy. Warszawski (1996) later introduced a competitive strategy