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  • Publicado : 10 de septiembre de 2012
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ORGANIZATIONAL DEVELOPMENT

PRACTICAL CASE

STEINWAY´S STRATEGIC ORIENTATION

STEINWAY´S STRATEGIC ORIENTATION



1. WHAT’S THE COMPANY STRATEGY?

Steinway hasits core strategy based on a refined niche with a difference. To achieve the financial goals and otherwise provides a unique product with excellent quality savvy artists. Through the "Banks inconcert", which is that once an artist reaches a certain status, invite them to join this group and can evade any dealer, test plans and choose the number they want, play introduced, paying only the cost ofcarrying the concert hall, and in exchange for this service, the company obtains the exclusive right to use the name of the pianist in advertising, and thereby influence potential buyers. But itsproduct does not diminish the strategic approach. Might question the commitment of the company with niche strategy in relation to the mark and Boston, and with respect to vertical and tail models. Ifthere is no mention of the mission or the goals that the company has raised, which harms us review the efficiency of the strategy. But it seems rational to believe a clear intention to maintain dominancein the high price segment. However, with the arrival of new owners also want to logically if account was taken of the profitability or revenue growth, which requires very different methods.

2.WHICH IS THE TECHNOLOGY OF THE COMPANY, STRUCTURE, ITS SYSTEMS OF MEASUREMENT AND HUMAN RESOURCES?

First, the basic technology is very insecure and quite interdependent. The production process isbased on the craft and depends on the nature of the materials used. The pianos are manufactured individually and adjusted taking into account the characteristics of wood, to the extent that each emitsa different sound because of the manufacturing process. The technology presents a moderate interdependence because the main steps do not follow a chronological order. For example, the drive...
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