Article Abstract:
A key problem faced by corporate management is the dichotomy between strategic planning innovations and the acceptance of the strategies by a corporate culture. A set of four diagnostic processes can be used to see whether certain strategies elicit organizational barriers or whether there are positive and negative forces associated with the strategies. The four processes or stages include: using screening strategies for problems; isolating and evaluating implementation problems; identifying and analyzing key players; and developing implementation strategies.
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Article Abstract:
Increasing attention is being given to the impact of corporate culture on the strategic planning process. Strategies must be acceptable to the corporate culture if the firm is going to be fully committed to implementing those strategies. Various approaches to the problem of matching marketing strategies to culture are discussed. Market planners and strategic analysts need to be sensitized more to the corporate environment and its harsher realities.
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Article Abstract:
Past research on competitive strategies has not paid sufficient attention to how customers choose between competing products. A new classification of competitive strategies has been developed which incorporates customer perceptions and the effects of competitive innovations which change markets over time.
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