A CASE STUDY TO EVALUATING STRATEGY...

Haziran 2014

Ali Murat ALPARSLAN

Bu

eya

Anahtar Kelimeler:

A CASE STUDY TO EVALUATING STRATEGY FORMULATION APPROACHES IN BUSINESS

ABSTRACTThis research was carried out to determining strategy formulation approach of followed grand strategies by business and analyzing interaction of business performance and strategies which formulate with different approaches. Due to the subject of research, the paper is required in depth-analysis of businesses historical period. As in other studies in the literature, the case study method was chosen in this research. According to the findings of this research; in the last 10 years, business strategies formulated both the planned strategy approach and the emergent strategy approach. However, particularly after 2007 when performance indicators reached the highest level in the history of business, strategic decision making was partly more planned strategy approach. Before that time (2007), the business was successful with more emergent strategies. Furthermore emergent strategies of company followed to planned strategy and thus, organizational performance was increased more and more. In general, while there is a one way relationship between planned strategies and performance indicators, there is interaction between emergent strategies and performance indicators. In practice, the success or failure of planned strategies led to the formation of different emergent strategies.Keywords: Strategy, Grand Business Strategy, Planned Strategies, Emergent Strategies, Organizational Performance, Case Study

Ali Murat Alparslan 5 6 Haziran 2014

(1991, 1994)

ve analizler yaparak strateji belirleme

Mintzberg, s lerden, eylemlerden ve aksiyonlardan

, Planlama Okulunun kurucusu Ansoff (1991, s:449-450) planlama yakl(1991, s:463-464)

eli nin,

inde (Mintzberg, 1991, s:466)


olarak Burada, 25

1.

ki

TABLO 1:

Glueck (1980) Stratejileri

Revizyon stratejileri

Ansoff (1972)Deneyimci

Tahminci

Robbins ve Coulter (2012)

- -Yatay Entegrasyon--Dikey Entegrasyon----

Revizyon Stratejileri--Yenilenme Stratejileri--Tasarruf Stratejileri

Ansoff (1987)

Organik ModelReaktif ModelAd-Hoc ModeliSistematik Model

Karma Stratejiler--Alt Gruplar

*Yatay/Dikey*Aktif/Pasif

Miles ve Snow (1978)

Analizci

Reaktif

Erol Eren (2010)

----

StratejileriTasarruf Stratejileri

Rowe(1989)

Agresif


,

de

07, s:, s:128-129) temel bir

temel stratejileri; e . Robbins ve Coulter (2012,

s:230) , s:197-199 Hodgkinson (2008, s:158)

a en fazla alternatifi olan temel bir stratejidir.

; ir (Grant, 2010, s:

(Betz, 2001, s: ;

- 143-144). stratejisi ise pazar ve ratejileridir (David, 2011, s:143; Hill ve Jones, 1989,

s:162; Grant, 2010, s:431; Eren, 2005, s:246).

ve konusudur (Hill ve Jones, 2009, s:157).

,

.

; kimi kaynaklarda bu Huff, Loyd, Sherman, Terjesen, 2009,

s:207-209 Katsioloudes, 2006, s:136-139; Becerra, 2009; Hitt, Ireland Ve Hoskisson,


, s:356; Thompson ve Martin, 2005, s:554). Ancak

bu

TABLO 2:

1.

a.

b.Stratejileri

c. Stratejisi

d. Yenilik/Teknoloji Stratejisi

2.

3. Revizyon ve Tasfiye Stratejileri

4.

a.

b. Almalar ve

c.

d.

2.

ompson ve Martin, 2005, s:849-850; Grant, 2010, s:

vizyon dahilinde, uzun vadeli yarar

i, 2008, s:400-401


ise

erleri, 2008, s:

s:222). ,liter stratejik karar vermenin sanat, bilim ve zanaat

ndan

, s:66-68).

r10). 1970

tir (Betz, 2001, s:230). ,

s:39). Planlama,

107-

Barry, 2003, s:544).

yeteneklere


gerekir (Robbins, 1990, s:121-122; Mintzberg, 1978, s:945

6).

daBu

400). Planlan

s:

ngelleyecektir (Mintzberg vd., 2008, s:12-

139). u

ha

(Hill ve Jones, 1989, s:Uygulamada ve

vermek gerekir (Mintzberg, 1991, s:466; Mintzberg vd., 1998; Campbell, 1991). ile


3.

3.1.

A ;

; e etki eden genel

ve son olarak da

3.2.

2).

rleri, 2000, s:385). den Selminen ve

dir.

ve


Alanda ciddi -ini

(Kipping ve Cailuet, 2010, s:102-104). Apple ile IBM Betz (2001

Mirabeau (2009)

(Mirabeau, 2009, s:11).

3.3.Analiz Birimi,

Analiz birim

y

.


ilyon tl ciroya sahiptir. Bunun

sonrada

n

etmektedir. Yani g

almak -stratejiler-

.

nelerdir? GereSizden mevcut durumda bir stratejiyi tayin etmeniz istense bu hangisi olurdu? Neden?

izde ne gibi


nedir?

3.4. Bulgular

uzma

u

b

bu pazarlarda hamleyi 2002-

Birtercih


teknoloj

1:

Stratejileri2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Gelecek

Yenilik / Teknoloji

Strateji)


odaklanarak

B

fabrika kurur

ve kendine en temel stratejiler

tetiklemektedir.


lerle

2:

Stratejiler PS/OS 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012Traverten ve Bej Mermerde PS1

PS2

PS3

PS4

Yeni PS5

PS6

Amerika OS1

Avrupa ve Asya OS2

OS3

OS4

OS5

Yapma

OS6

PS: Planlanan strateji ( ) (. . . . . . )

. rmerde

stratejinin izlenmesinde herhangi bir plan ve niyet ntilerinin

2001-2004


ce bir

-

, blok kesimler

kriz ekten ziyade

emli bir itibar

stratejisini izl

-2012) ise niyetli bir

tal

e ile


Bu

r ki yeni ar- de

uzun

-

ki bu olgunl

3:

100% 138% 155%

188% 196% 169%

82% 126%

90%

203%

0%

100%

200%

300%

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

100% 146% 171%

213% 236% 214% 163% 176%

248% 318%

0%

100%

200%

300%

400%

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012


100%

450% 600%

950% 950% 1050% 1200%

450% 700%

889%

0%

500%

1000%

1500%

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

100% 520% 768%

1517% 1630% 1609% 1424%

601% 1343%

2065%

0%

1000%

2000%

3000%

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Kar(Trend)Kar(Trend)


gelmektir. Bu pazarda

da ktedir. Bu


4:

irlerin hemen , ilgili da

de performansa etki eden stratejiler, -

2005- ise ilk olarak

- TL

10.000.000,00 TL

20.000.000,00 TL

30.000.000,00 TL

40.000.000,00 TL

50.000.000,00 TL

60.000.000,00 TL

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Kar

Talep Ekonomi

k Kriz

USA-Irak

Edici Politikalar

Performans

Eden Planlanan ve Stratejiler

1.OS12.PS1

1.PS22.PS1

1.OS22.OS3

1.OS32.OS2

1.PS3 2.OS2

1.PS3 1.OS42.OS2

1.OS42.PS6 3.PS3

1.OS42.PS3


2007-2008 ve 2008-gelirlerinin sert

stratejisi sayesinde 09-

-


5:

ile bin

planlanan/


i

.

in, stratejilerini hem planlanan belirlemesidir.

r. Bu karar verme -yap- -

vd. (1998A ise

bdaha niyetli stratejiler

20

kendisinde

-

olabilmektedir

a


yeniden belirleyebilmelidir. 1950- --

Muhakkak ki,

etmektedir.

i


(2009). Otom

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