Publikationsserver der RWTH Aachen University
Strategiebildung im Softwaregeschäft : Entwurf eines integrierten, ressourcen- und kompetenzenbasierten Planungsprozesses
Abstract
dc:descriptionMany characteristics of the software business such as increasing-returns, market volatility or partnering are not sufficiently addressed by traditional market-oriented strategy concepts. Both theory and case studies show that only resource and competency orientation can be the basis for long-term competitive advantages in the software industry. The goals of this study is to design a resource and competency based planning process which simultaneously integrates market positioning. Also, software-specific tools and recommendations will be given for each stage of the process, which consists of five steps: · In step one, the existing resources and competencies have to be identified and strategically evaluated. In the software business, intangible resources (esp. technological and positional assets) as well as human resources are the building blocks of successful companies. · During step two, industry foresight has to be established, i.e. future markets and applications as well as fundamental changes in the market environment have to be anticipated. · After step three, one of the following three market positioning options has to be chosen: product leadership (typically for standardized application software), system leadership (for software systems which are tightly integrated within a system environment) or customer intimacy (for highly customized software). · As a result of step four, resource and competency development has to be planed according to the results of steps one, two and three. Depending on the chosen market-positioning option (step three), the following recommendations can be given: - For product leadership strategies (standardized application software), technological resources and product management competencies are most important. - For system leadership positioning (system-integrated software), positional resources and network management competencies are critical. - For customer intimacy strategies (customized software), existing customer interfaces and competencies related to developing customer relations are paramount. · Finally, the established resource and competency targets have to be realized. Implementation methods vary among resource- and competence-types. However exploitation of existing competencies and investments in new areas need to be balanced. Managing this trade-off is crucial for today’s business success in the software industry. Note that internal and external are interdependent. Therefore an integrated approach is required: For the positioning choice the existing internal assets as well as the software business type have to be considered. On the other hand, resource and competence planning has to be deducted from the envisaged strategic positioning (see step four).
Degree
thesis:*- Grantor dc:publisher
- Publikationsserver der RWTH Aachen University
- Year dc:date
- 2002
Author and committee
dc:creator, dc:contributor.*- Author dc:creator
-
- Schwandner, Gerd Adam
- Contributors dc:contributor
-
- von Nitzsch, Rüdiger
Subjects
dc:subject × 6Rights
dc:rights- Statement dc:rights
-
- info:eu-repo/semantics/openAccess
- Language dc:language
- ger
Identifiers
dc:identifier.*- OAI identifier oai:identifier
- oai:publications.rwth-aachen.de:56999