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Development and validation of a strategic repositioning model for defense and aerospace contractors.

机译：开发和验证国防和航空承包商的战略重定位模型。

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摘要

Strategic repositioning refers to the organized efforts of defense contractors to "reposition" a technology that they have developed for a defense sector customer into a civilian or commercial market. The strategic repositioning model developed here is a structural model: it seeks to isolate the factors that influence choice of strategy, which in turn influences the organization's performance. The model draws from the prior experience of contractors (through interviews and surveys) and companies in other sectors (through a review of the relevant published research). (1) Over all, the model accounted for 55% of the variance in financial performance of the sample and 35% for the underlying population. (2) Key success factors include a rigorous planning process, a target market in the growth (vs. incubation) stage, a priority on market leadership as well as financial return, the ability to operate in an ambiguous business environment, and a relatively short time horizon but strong corporate support. (3) The greatest challenges that a contractor is likely to encounter are understanding his new customers' buying practices, strong competition, and adapting his technology to their needs and price expectations. (4) To address these issues contractors often involve partners in their entry strategy, but partnerships of equals tend to be more difficult to bring off than direct entry strategies. (5) The two major target market categories--government and commercial--present different challenges. Commercial customers are more likely to resist doing business with the contractor, while contractors entering government and other noncommercial markets are more likely to encounter price resistance, low technical sophistication among customers, and difficulties reaching their customer base. (6) Despite these differences across markets, performance is not influenced by the target market category, nor by the type of product or service or the contractor's functional orientation (marketing, technology, or operations). (7) The absence of a difference in performance may be partly due to natural selection. Noncommercial markets tend to attract contractors with more deliberative, consultative, and process-oriented corporate cultures, while commercial markets tend to attract contractors with results-oriented, opportunistic cultures.
机译：战略重定位是指国防承包商的有组织的努力，以“重新定位”他们为国防部门客户开发的技术进入民用或商业市场。这里开发的战略重定位模型是一种结构模型：它试图隔离影响战略选择的因素，而这些因素又会影响组织的绩效。该模型借鉴了承包商（通过访谈和调查）和其他部门的公司（通过对相关已发表研究的回顾）的先前经验。 （1）总体而言，该模型占样本财务绩效方差的55％，基础人口占35％。 （2）成功的关键因素包括严格的计划流程，处于成长阶段（相对于孵化阶段）的目标市场，市场领导地位以及财务回报的优先级，在模棱两可的商业环境中运营的能力以及相对较短的时间时间跨度，但有强大的公司支持。 （3）承包商可能会遇到的最大挑战是了解新客户的购买习惯，激烈的竞争以及使他们的技术适应他们的需求和价格预期。 （4）为解决这些问题，承包商通常将合作伙伴纳入其进入策略，但与直接进入策略相比，平等的伙伴关系往往更难建立。 （5）政府和商业这两个主要的目标市场类别提出了不同的挑战。商业客户更有可能抵制与承包商的业务往来，而进入政府和其他非商业市场的承包商则更有可能遇到价格阻力，客户之间的技术水平低下以及难以达到他们的客户群。 （6）尽管各个市场之间存在这些差异，但是绩效不受目标市场类别，产品或服务类型或承包商的功能定位（营销，技术或运营）的影响。 （7）性能上的差异可能部分归因于自然选择。非商业市场倾向于吸引具有更多协商，协商和过程导向型企业文化的承包商，而商业市场倾向于吸引具有成果导向，机会主义文化的承包商。

著录项

  • 作者

    Bers, John A.;

  • 作者单位

    Vanderbilt University.;

  • 授予单位 Vanderbilt University.;
  • 学科 Business Administration Management.;Engineering Aerospace.;Engineering General.
  • 学位 Ph.D.
  • 年度 1998
  • 页码 491 p.
  • 总页数 491
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类
  • 关键词

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