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    Kering Group Global Strategy Paper

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    1) Strategy is at the heart of an organization, determining its direction and how it will differentiate itself from competition to gain a sustainable competitive advantage. 2) The document discusses the importance of using internal and external analysis tools to set goals and strategies, and ensuring strategic alignment between a company's resources and goals. 3) It emphasizes analyzing both a company's internal capabilities and external industry forces to understand what makes it unique and threats to its competitive position.

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    Kering Group Global Strategy Paper

    Uploaded by

    c
    22 views4 pages
    1) Strategy is at the heart of an organization, determining its direction and how it will differentiate itself from competition to gain a sustainable competitive advantage. 2) The document discusses the importance of using internal and external analysis tools to set goals and strategies, and ensuring strategic alignment between a company's resources and goals. 3) It emphasizes analyzing both a company's internal capabilities and external industry forces to understand what makes it unique and threats to its competitive position.

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    GLOBAL STRATEGY ANAYLSIS KERING

    Original Title

    KERING GROUP GLOBAL STRATEGY PAPER

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    1) Strategy is at the heart of an organization, determining its direction and how it will differentiate itself from competition to gain a sustainable competitive advantage. 2) The document discusses the importance of using internal and external analysis tools to set goals and strategies, and ensuring strategic alignment between a company's resources and goals. 3) It emphasizes analyzing both a company's internal capabilities and external industry forces to understand what makes it unique and threats to its competitive position.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    22 views4 pages

    Kering Group Global Strategy Paper

    Uploaded by

    c
    1) Strategy is at the heart of an organization, determining its direction and how it will differentiate itself from competition to gain a sustainable competitive advantage. 2) The document discusses the importance of using internal and external analysis tools to set goals and strategies, and ensuring strategic alignment between a company's resources and goals. 3) It emphasizes analyzing both a company's internal capabilities and external industry forces to understand what makes it unique and threats to its competitive position.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 4

    What is strategy and why is it becoming increasingly important for organizations?

    Strategy is

    at the heart of an organization, determining the direction the company follows and how they

    plan to differentiate themselves in the long run from competition, to create a sustainable

    competitive advantage. Throughout this course, we had the opportunity to reflect on various

    strategic decisions multinationals face, however, the prime one that stood out to me the most

    were on how to develop competitive advantages, global/ localization strategies as well as the

    increasing importance of incorporating sustainability into business models.

    During the first session, the focus was on introducing the concept of strategy and the framework

    discussing the importance of using internal as well as external analysis tools to set goals and

    form a strategy accordingly. Knowing who a company is and what they stand for is important

    for any global manager. Internal appraisal using the “resource-based model” can help build this

    awareness of what differentiates us as well as how to leverage and expand our core

    competencies or resources to make them valuable, rare and imitable whilst implementing them

    effectively to capture value, creating a long-term competitive edge. This is important for any

    future manager as this influences the entire strategic direction of a company in order to ensure

    there is this cohesive “fit” between the company’s resources or capabilities with their strategic

    goals and the way the company is marketed to consumers. Class discussions really emphasized

    that any mismatch in strategy can negatively affect consumer perceptions about the company,

    damaging their reputation and creates distrust.

    From the readings it was also evident that we cannot only assess a firm from an internal

    perspective, but it is also important to consider the external forces that can influence and

    challenge the strategic goals of a company. To obtain the full picture, external analysis tools

    such as Pestel, Porters 5 forces, CAGE can provide managers with an understanding of why
    certain firms succeed in the industry, what macroeconomic changes either provide

    opportunities or can threaten their competitive position and can act as a driving force for

    change. Managers will only be able to build a competitive edge and make effective strategic

    choices if both the internal analysis and external analysis are aligned with the overarching

    strategy. This is important learning for me as an aspirational future manager, which I got to

    truly understand by conducting the MNC individual paper. My strategic analysis on Kering

    provided the opportunity for practical application of the various frameworks to truly

    conceptualize the class learnings. This practical application was very insightful as it helped to

    build awareness and provided practice in analysing and identifying a firm’s business model

    and resources/capabilities to really pinpoint what makes a company unique and the different

    external forces that can harm their competitive edge, which is a key task and challenge faced

    by every global manager.

    Another key learning was the importance of effectively deciding which parts of a strategy to

    localize and which can be globally integrated whilst balancing the trade-offs of both. Trade-

    offs arise with every decision; hence, it is very important for manager to have a deep

    understanding of their industry and the market they are targeting to effectively adapt their

    strategy accordingly. I was never fully aware of the implications that can arise from a conflict

    in strategy where the corporate strategy is misaligned with the market they are targeting. The

    Lundbeck Korea case highlighted the importance for managers to gain local insights and

    develop awareness of how cultural differences or consumer perceptions differ between

    countries/regions. For instance, some countries have more prominent and rigid tastes and social

    norms, in turn, demanding more localized approach which requires adaptation to local

    preferences.
    A key topic that stuck with me throughout the course and really intrigued me was sustainability.

    Sustainability regulations and demands from consumers are rising; however, they are still

    nowhere close to where they need to be. As a result, companies are found in a position where

    they are not actively pursuing an ethical strategy or supply chain as often the legal limit lay

    below what is good for society and the environment and it is simply not seen as a ‘must’. The

    Sobeys case pinpointed the role of consumers as a key barrier to making sustainability a priority

    within firms, which provided a new viewpoint on the matter for me. Before I always considered

    the legal side of things in the sense that firms will ensure they only meet the legal requirements

    unless it is one of the firm’s core values. However, here it emphasized that since consumers

    are not actively demanding it, the majority are not willing to pay a premium for it, placing firms

    at a crossfire in balancing the increasing pressure to be sustainable and lack of consumer

    awareness of sustainability issues.

    Similarly, the class debate about the H&M case study really emphasized that cultures influence

    an individual’s ethics and perceptions on topics and explains why it has been so hard to make

    sustainability a norm. For example, many students had opposing views when discussing how

    workers are being exploited by companies with terrible working conditions and low wages.

    Where some considered it a huge scandal others perceived it as a means for economic

    development and that having a low underpaid job is better than no job at all. I recognize the

    value from discussing these topics and I believe sustainability is unquestionably the way to go

    for the future. As consumer awareness grows, it will start enforcing change as consumers will

    start questioning the type of products they buy and from which companies, ultimately forcing

    companies to implement sustainability as a strategic priority.


    To conclude, as an aspiring future manager or entrepreneur this course was particularly

    insightful as it offered a wide range of unique perspectives and viewpoints on global strategic

    issues multinational face by using articles, class discussions and real-life case analysis which

    truly allowed to apply knowledge and gain a deeper understanding of the topics at hand.

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