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Strategic Diagnosis
Abstract
In this chapter, Ansoff describes the consequences of the evolving challenges to management of the business firm. One important consequence is differentiation of challenges among firms. This means that the tradition of universal prescriptions for management of all firms must give way to a tailored approach in which each firm identifies its own future challenges and develops its own responses. The first step in this tailored approach is the strategic diagnosis which determines the nature of a firm’s strategic problem(s).
... On the other hand, Igor Ansofs ideas on strategic posturing explain a firm strategy in terms of change from a familiar environment to an unfamiliar world of new technologies, new competitors, new consumer attitudes, new dimensions of social control, and above all, a questioning of the firm's role in society to achieve competitive advantage (Ansoff, 1984;Ansoff, Kipley, Lewis, Helm-Stevens, Ansoff, 2019). Consequently, Firms must respond to highly turbulent environments by preparing for and anticipating all levels of turbulence through proper and viable strategic planning, explicit aggressive strategies, and relevant organizational capabilities to execute. ...
Dynamic changes in business environment have led to switch from pursuit of sustained competitive advantage to transient competitive advantage which enables the firm to adapt swiftly to a fast-changing environment. This study’s’ purpose was to assess the influence customer orientation, on the adoption of transient competitive advantage by private multi-practice hospitals in Nairobi City County, Kenya. This study was guided by the dynamic capability theory of the firm and McGrath (2013) transient competitive advantage theory. The study adopted a descriptive correlational survey research design. The total target population was 400 hospital administrators from which a sample size of 200 respondents was selected using Stratified random sampling method. To enhance reliability and validity of study instruments, a pilot study was carried out whereby a reliability coefficient of 0.7 was considered acceptable. Analysis of data was done within acceptance margin of error of 0.95. Regression beta coefficients were used to examine influence of the independent variables on the dependent variable among private multi-practice hospitals in Nairobi City County in Kenya. The study found out that that customer orientation had a statistically significant influence on transient competitive advantage (β= 0.246(t=.000) with model prediction of R square 0.218 significant at F=.000) The study concludes that customer orientation strategic postures has a statistically significant influence on transient competitive advantage among private multi-practice hospitals in Nairobi city County in Keny. Thus the study recommends the hospitals’ policy reviews to capture these areas for improvement: review policy to revamp customer needs surveys, competition analysis, increase customer responsiveness and after service care. The study findings may be important to the management of private hospitals in Kenya with regard to strategic posturing and adoption of transient competitive advantage and also in effort to ensure continuous improvement of customer service among HealthCare services.
... On the other hand, Igor Ansofs ideas on strategic posturing explain a firm strategy in terms of change from a familiar environment to an unfamiliar world of new technologies, new competitors, new consumer attitudes, new dimensions of social control, and above all, a questioning of the firm's role in society to achieve competitive advantage (Ansoff, 1984;Ansoff, Kipley, Lewis, Helm-Stevens, Ansoff, 2019). Consequently, Firms must respond to highly turbulent environments by preparing for and anticipating all levels of turbulence through proper and viable strategic planning, explicit aggressive strategies, and relevant organizational capabilities to execute. ...
Hyper dynamic business environment has rendered the pursuit of sustained competitive advantage untenable, hence the need to focus on transient competitive advantage which is a combination of various factors, which result in the ability of the firm to adapt swiftly to a fast-changing environment. This study’s’ purpose was to assess the influence of strategic aggressiveness posture on adoption of transient competitive advantage. The precise objective of the study entailed was to assess the influence of strategic aggressiveness posture on the adoption of transient competitive advantage by private multi-practice hospitals in Nairobi City County, Kenya. This study was guided by the dynamic capability theory of the firm and McGrath transient competitive advantage theory. The study adopted a descriptive correlational survey research design. The total target population was 400 hospital administrators from which a sample size of 200 respondents was selected using Stratified random sampling method. To enhance reliability and validity of study instruments, a pilot study was carried out whereby a reliability coefficient of 0.7 was considered acceptable. Both descriptive and inferential data analysis methods were used to analyze data. Analysis of data was done within acceptance margin of error of 0.95. Regression beta coefficients were used to examine influence of the independent variables on the dependent variable among private multi-practice hospitals in Nairobi city County in Kenya. The study found out that that strategic aggressiveness posture had a statistically significant influence on transient competitive advantage (β= 0.397(t=.000) and with model prediction of R square 0.292 significant at F=.000). The study concludes that strategic aggressiveness posture has a statistically significant influence on transient competitive advantage among private multi-practice hospitals in Nairobi city County in Kenya. Thus the study recommends the hospitals’ policy reviews to capture these areas for improvement: review policy to revamp competition analysis, increase market assertiveness and soldier towards best cost provision as well as adopt unpredictability in services differentiation.
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