Abell, D. F. (1980). De®ning the Business: The Starting Point of Strategic Planning, PrenticeHall, Englewood Cliffs, New Jersey.
See also: strategy cube.
More a method than a technique, although there are a number of aids to application (what is recommended tends to vary with the author). The approach is about rethinking the core business processes in the organization with a view to achieving fundamental changes to the way things are done.
Although frequently used for marginal improvements, the real purpose is to achieve a breakthrough which gives a leapfrog position of competitive advantage. Like many techniques it is often misunderstood, and many organizations which claim to be applying business process re-engineering (BPR), have merely renamed an existing function which is seeking cost improvement, but have not adopted the new methods. There are some behavioural pitfalls in that BPR usually requires teamwork from those in the processes under study, but frequently results in job losses.
More recent developments extend BPR across company borders to suppliers and customers so that processes in a value chain may be looked at in their entirety.
Dale, M. W. (1994). The re-engineering route to business transformation, Journal of Strategic Change, 3(1), 3±19.
Johansson, H. J., McHugh, P., Pendlebury, A. J. and
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McHugh, P., Merli, G. and Wheeler, W. A. (1995).
Beyond Business Process Reengineering, Wiley, Chichester.
See also: benchmarking and core competencies
This is not itself a technique, but a process, which is aided by a number of techniques. Competitor analysis is an approach to the systematic collection and analysis of information about competitors. The aims are to assess competitor strategies, their likely response to your strategy and to de®ne approaches which build competitive advantage. In addition, good competitor analysis can aid the identi®cation of alliance partners or acquisition candidates.
Fuld, L. M. (1987). Competitor Intelligence, John Wiley and Sons, New York.
Hussey, D. E. (1991). Introducing Corporate Planning: Guide to Strategic Management, 4th edition, chapter 5, Pergamon Press, Oxford. Hussey, D. E. (1994). Strategic Management: Theory and Practice, 3rd edition, chapters 9 and 10, Pergamon Press, Oxford. Porter, M. E. (1980). Competitive Strategy, Free Press, New York.
Porter, M. E. (1985). Competitive Advantage, Free Press, New York.
Stanat, R. (1990). The Intelligent Corporation, Amacom, New York. (Note that this book deals with information rather than analysis.)
See also: benchmarking,[1] business de®nition,1 competitor pro®ling, group competitive intensity map, industry analysis, industry mapping, portfolio analysis,1 strategic group mapping and, value chains.
This is an approach that aids the analysis of competitors through the focusing of all data on to a one page pro®le for each competitor. This page is usually A3 size, and the identi®cation of the key issues makes it easier to understand the competitor, to use the information that is available and to identify gaps in that information. The approach needs the support of an information system.
Boxes on the pro®le can be viewed as note pads to record historical performance, market share trends, key facts, strengths and weaknesses, strategy and critical success factor ratings.
The approach can also be used to pro®le other actors on an industry map, such as customers. From the combination of industry map and pro®les a series of possible strategic actions can be identi®ed, and the point in the chain where the action might be initiated.
Although competitor pro®ling can be used as a stand alone technique, it achieves its full potential when used in conjunction with industry mapping.
Hussey, D. E. (1991). Introducing Corporate Planning: Guide to Strategic Management, 4th edition, chapter 5, Pergamon Press, Oxford.
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