Essay about Steinway Strategic Organization

Steinway Strategic Firm

STEINWAY'S IDEAL ORIENTATION

Dwiyani Rahmawati Marvin Mahadharma Aldira G. Meyer Tenny Oktarina

Company Review

The finest piano maker in the world

1853 – founded by the Steinway family 1995 – bought by Messina & Kirkland mil novecentos e noventa e seis – turn into public business Piano is division of Steinway Musical Tools Company

Goods

Upright keyboard

Grand Piano

Market share more than 80%

Brand as most important assets

2% of all keyboard unit revenue in ALL OF US profit 35%

Minto Pyramid Analysis

UDR

• Economic performance under industry uses • Craftspeople are coverted by competition & build own retail outlet

IDR

?

JUST HOW

• Raising sales • Keeping crafts people

DIAGNOSING: -- external environment - industry structure - technology utilized - measurement system - HR system

CREATE APPROACH

Model for Diagnosing Devices at Organizational Level

Advices Design Parts Outputs

Technology

General Environmen t

Firm Effectiveness

Approach

Structure

Sector Structure

HR Systems

Measurement Systems

Really does strategic positioning fit with Inputs? Strategy – Environment Health

Do components align with each other? Components Positioning

External Environment Analysis

Steinway's external environment is only relatively uncertain and never very intricate. Political Legal Different regulations and necessity in each country of manufacturing & sales distribution Economic depression in 2002, overall market sales also needs to drop Tightly monitoring countries' political condition Need to workout caution in overall activities Should be very sensitive to the latest trend

Economic

Social

Trends in music and display will be constantly changing

Breakthrough in design, supplies, and construction technology Current product requirement is considered wasteful by enviromentalist

Technological Environmental

Choose to use classics method of creation process

Sector Structure

Steinway's industry is usually moderately competitive. Threat of entry...