Theory of business by Peter F Ducker and MDIM

The theory of business

1. The Theory of theBusiness
Peter F Drucker, HBR, Sep-Oct, 1994
NEERAJ SINGHAL
MDIM

2. “Everyorganization,whetherabusinessornot,hasa
theoryofthebusiness.Indeed,avalidtheorythatisclear,
consistent,andfocusedisextraordinarilypowerful”.
-PeterDrucker

3. PROBLEM
•Bigcompaniesthathaveenjoyedlong-termsuccesshit
stagnationandfindthemselvesinunmanageablecrisis
despitehavingexperience,bestbrains,soundpoliciesetc.
•Phenomenonisnotrestrictedtobusinessesalonebutalso
happensinlabourunions,governmentagencies,
hospitals,museumsandchurches.

4. •AccordingtoDruckerthishappensbecausethe
assumptionsonwhichtheorganizationhasbeenbuilt
andbeingrunnolongerfitthereality.
•Theassumptionsthatshapeanyorganisation’s
behaviour,dictateitsdecisionsaboutwhattodoand
whatnottodo,anddefinewhattheorganisation
considersmeaningfulresults.

5. •Theseassumptionsareaboutmarkets,identifying
customersandcompetitors,theirvaluesandbehaviour.
•Technologyanditsdynamics,aboutacompany’s
strengthsandweaknesses.Theseassumptionsare
aboutwhatacompanygetspaidfor.

6. EXAMPLES

7. SPECIFICATIONS OF A VALID THEORY OF THE
BUSINESS
1.Theassumptionaboutenvironment,missionandcore
competenciesmustfitreality.
(MarksandSpencerdecideditwasthemerchantnotthe
manufacturerwhoknewthecustomer)
2.Theassumptionsinallthreeareashavetofitoneanother.
(GM’scorecompetency-financialcontrolofthemanufacturing
processandatheoryofcapitalallocations)

8. 3. The theory of the business must be known and understood
throughout the organization (successful organization tends to take its
theory for granted and its substitute discipline with culture)
4. The theory of the business has to be tested constantly. (Its a
hypothesis and it must have the ability to change itself)

9. A theory of the business has threeparts:
•Assumptions about the environment of the organization: society and its
structure, the market, the customer andtechnology.
(It define what it is paidfor)
•Assumptions about the specific mission of the organization.
(It define what it considers to be meaningfulresults)
•Assumptions about the core competencies needed to accomplish the
organization’smission.
(It define where it must excel in order to maintain leadership)

10. PREVENTIVE CARE
•Systematic monitoringandtesting ofits theory of thebusiness
•Rethink a theory that isstagnating
•Take effective action in order to change policies andpractices
•Bring organization’s behaviourin line with new realities of its
environment , with its new mission and with new core
competencies

11. EARLYDIAGNOSIS
•Theory of business becomes obsolete when an organization attains
its originalobjectives
•Rapid growth is another sign of crisis.Itchallenges assumptions,
policies, andhabits
•Two clear signals are unexpected success and unexpected failure
whether one’s own or a competitor’s.
Ex: unexpected success of Chrysler by sales of Jeep and minivans
is unexpected failure ofGM

12. The elements of Strategy
Arenas: where will we be active?
Vehicles: how will we get there?
Differentiators: how will we win in the market-place?
Staging: what will be our speed and sequence of moves?
Economic logic: how will we obtain our returns?

13. Arenas
Economic
Logic
Differentiators
Vehicles Staging
Where will we be active?
•Which product categories?
•Which market segments?
•Which geographic areas?
•Which core technologies?
•Which value-creation stages?
How will we get there?
•Internal development?
•Joint ventures?
•Licensing/franchising?
•Acquisitions?
How will we win?
•Image?
•Customisation?
•Price?
•Styling?
•Product reliability?
What will be our speed and
sequence of moves?
•Speed of expansion?
•Sequence of initiatives?
How will we obtain our returns?
•Lowest costs through scale advantages?
•Lowest costs through scope and
replication advantages?
•Premium prices due to unmatchable
service?
•Premium prices due to proprietary
product features?

14. IKEA’s strategy over the past 25 years has been highly coherent, with all five elements
reinforcing each other.
The Arenasin which IKEA operates are well defined:
◦the company sells relatively inexpensive, contemporary, Scandinavian-style furniture
and home furnishings.
◦IKEA’s target market is young, primarily white-collar customers.
◦The geographic scope is worldwide, or at least all countries where socioeconomic
and infrastructure conditions support the concept.
◦IKEA is not only a retailer, but also maintains control of product design to ensure the
integrity of its unique image and to accumulate unrivaled expertise in designing for
efficient manufacturing.

15. As its primary Vehiclefor getting to its chosen arenas, IKEA engages in organic expansion,
building its own wholly owned stores.
Differentiators -IKEA attracts customers and beats competitors by offering several important
differentiators.
◦First, its products are of very reliable quality but are low in price (generally 20 to 30 percent
below the competition for comparable quality goods).
◦Second, in contrast to the stressful, intimidating feeling that shoppers often encounter in
conventional furniture stores, IKEA customers are treated to a fun, nonthreatening
experience, where they are allowed to wander through a visually exciting store with only the
help they request.
◦And third, the company strives to make customer fulfillment immediate.

16. As for Staging, or IKEA’s speed and sequence of moves, once management realized that
its approach would work in a variety of countries and cultures, the company committed
itself to rapid international expansion, but only one region at a time
The Economic logic of IKEA rests primarily on scale economies and efficiencies of
replication.