Abstract
In the middle fifties many American firms were confronted with disturbing symptoms which could not be readily remedied by available management techniques and which had no precedent in recent experience. For some firms the market demand began to level off and could not be restimulated by even the most energetic marketing and promotion. For others the demand began to decline in the face of substitute products offered by new technologies. Still others saw their traditional markets invaded by vigorous foreign competitors [1].
This article is reprinted by permission of John Wiley & Sons Ltd. from Ansoff. H.I. et al. (ed.): From Strategic Planning to Strategic Management, London-New York-Sydney-Toronto 1976.
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References
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A typical experience was encountered by one of the authors in a billion-dollar American company, which prepared some five years ago a six-inch thick Corporate Strategic Plan. The planning Effort so exhausted the planning staff, and so depleted its goodwill with operating managers, that no effort was made at subsequent revision. Some four years later the chairman said at a top management meeting ‘I suppose we should do something about strategic planning. But, let’s not revise that damned thing again’.
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It should be made clear that for most firms there will not be one but many competitive environments. The analysis would be performed for each. This issue is discussed in a later section.
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This section is adapted from Ansoff [16].
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Which is typical of successful crisis managers and which was recently described by a famous politician struggling for personal survival by the words: ‘The hotter it gets the cooler I get’.
Ansoff, HJ.: Strategic Posture Analysis Exercises. 1972.
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Ansoff, H.I., Declerck, R.P., Hayes, R.L. (1997). From Strategic Planning to Strategic Management. In: Hahn, D., Taylor, B. (eds) Strategische Unternehmungsplanung / Strategische Unternehmungsführung. Physica, Heidelberg. https://doi.org/10.1007/978-3-662-41482-8_5
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