comparitve analysis

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Lecture Notes for Competitive Strategies in Technology Management
(Note: these notes, intended to supplement your class notes, are excerpts from a larger chapter on the same subject, which contains other frameworks and a detailed example. This is a draft document: so please report any “typos”, and other errors; feedback is also welcome.)
1. Introduction
“Successful and unsuccessful strategies shape a company’s destiny” – R.A. Burgelman, Strategy is Destiny
Technology firms generally perform three important and inter-related activities: strategy, planning, and operations, each having a different intent and time horizon. The function of strategy, which has a time horizon of years, is, in general, to set the long-term direction or
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In this In Section 3 we describe the positioning framework, due to Porter (Porter, 1980), for developing competitive strategy within a technology company. The key elements of this framework, structural analysis of industry and development of competitive strategy, are developed in this section. Section 4 describes the organizational evolutionary theoretic approach for strategy-making. The creation and use of functional maps is explained in Section 5. The positioning framework, the evolutionary organization theoretic framework, and functional maps are combined in Section 6 to develop a process for competitive strategy-making in a technology company. Section 7 demonstrates the application of the process to an extended and detailed example, while Section 8 summarizes the chapter and draws conclusions.
2. Overall context and types of Strategy
We study competitive strategy within the overall context of technology firms, which operate within a so-called industry, e.g., the computer industry, the consumer electronic industry, the cellular phone industry. Each industry, ideally, serves a market, which denotes the buyers or customers of the products and services offered by the industry.

Figure 1 goes here
A structural representation of the technology company from the viewpoint of strategy is shown in Figure 1, where four important types of strategy are identified: technology strategy, marketing strategy, competitive strategy, and financial strategy. All
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