How Individual Visions Enable the Design of a Market Strategy that Works
Chapter 6: Designed Strategy Making in Practice: A Case Study
The previous chapter proposed a ﬁrst rough design of a strategy making process and called for a more detailed process design in order to cover operational actions that are key in practical strategy making. Table 5.1 has already presented the proposal of a more detailed strategy making design. The following case study will now illustrate this process design in practice, showing how it was used to craft a creative market strategy that was desired and attainable in the eyes of organizational members. Next to this illustrating purpose, it is the function of this case study to validate the feasibility of the strategy making design proposed in Chapter 5. It should be noted that in the case study practical strategy making is understood as a group process being held in facilitator-guided workshops. Facilitation in these group workshops applied the participation principle and used widely available equipment, such as ﬂip-charts, display walls, diﬀerent paper cards (ovals, discs, and so on), colored pens, colored stickers/dots, and occasionally a video camera. As a back up, and to provide a pictorial record and reminder of the strategy making process for workshop participants, photographs were taken of the ﬂip-charts and display walls (see Bryson, 1995, p. 95). This particular case study refers to an important part of a private company that was, at the time, threatened by critical customer feedback as well as by other environmental (industry) developments. The name ‘Retailer Services Ltd’ shall be used to protect the true identity of the company that...
You are not authenticated to view the full text of this chapter or article.