The Concept of Market Opportunity Driving Competence : Company X
Saari, Tero (2015)
Tampereen ammattikorkeakoulu
2015
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2015121320479
https://urn.fi/URN:NBN:fi:amk-2015121320479
Tiivistelmä
The complexity and dynamic behavior of business ecosystems means that the value perceptions of customers are subject to change. In a business context, such change can be seen as a macro-environmental impact or as a result of the strategic actions of companies pursuing beneficial market positions.
In a business context, strategic orientation in development activities holds two-dimensional significance. In one dimension, the intention is to develop commercial offerings that generate satisfactory financial results in existing market positions. This thesis argues that the other dimension should be considered as well. The second dimension takes into account the future and develops competence that prepares the company for changes, which are inevitable and also beneficial in a business environmental context.
In the case company, strategy was implemented into practice as commercial development projects. Therefore the project portfolio presented an objective, empirical and quantifiable basis for studying the company ́s actual strategic orientation. An explicit combination of qualitative and quantitative methodology was applied in order to produce findings by mapping the projects into the relevant dimensions. Strategy, in this sense, was seen as the practice of either near-term or forward orientation, based on the share and diversity of development efforts.
The case company did not have strategy review practices that would consider the development of critical competence in the operative framework of development projects, and in relation to future market opportunities. The topic was approached with the aim of contributing in the process of building organizational awareness of this dimension of strategic management, and of bringing into consideration points of development. The conclusion and recommendations are made explicitly on this basis.
In a business context, strategic orientation in development activities holds two-dimensional significance. In one dimension, the intention is to develop commercial offerings that generate satisfactory financial results in existing market positions. This thesis argues that the other dimension should be considered as well. The second dimension takes into account the future and develops competence that prepares the company for changes, which are inevitable and also beneficial in a business environmental context.
In the case company, strategy was implemented into practice as commercial development projects. Therefore the project portfolio presented an objective, empirical and quantifiable basis for studying the company ́s actual strategic orientation. An explicit combination of qualitative and quantitative methodology was applied in order to produce findings by mapping the projects into the relevant dimensions. Strategy, in this sense, was seen as the practice of either near-term or forward orientation, based on the share and diversity of development efforts.
The case company did not have strategy review practices that would consider the development of critical competence in the operative framework of development projects, and in relation to future market opportunities. The topic was approached with the aim of contributing in the process of building organizational awareness of this dimension of strategic management, and of bringing into consideration points of development. The conclusion and recommendations are made explicitly on this basis.