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Presentationon

Steinways Strategic Orientation

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PRESENTED BY

Md. Ariful IslamBhuiyan

Md. Omar FarookKhan Syed Rafiqul Azam

Group:EQUILLIBRIUM

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STEINWAY & SONS

Piano Division of Steinway MusicalInstruments Company.

Founded in 1853 by Henry E. Steinway.

Finest Piano Maker.

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STEINWAY & SONS

Brands:

Steinway Boston Essex

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STEINWAY & SONS

Models:Grand Piano

Upright Piano

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STEINWAY & SONS

Production Process: Step 1: Wood-DryingOperation

Step 2: Parts-MakingOperation

Step 3: Piano-MakingOperation

Manufacturing Plant:o

New Yorko Germany

Retail Outlets: New York

New Jersey

London

Munich

Hamburg

Berlin

Dealers:200

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STEINWAY & SONS

Customers:o Professional Artists

o Amateur Pianists

o Institutions

Competitors: Baldwin Piano

Organ Company

Bosendorfer

Fazioli Yamaha

Kawai

Young Chang

Samick

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DIAGNOSIS OF THE STEINWAY ORGANIZATION

Assessment of Inputs

Companys General Environment: Moderately Uncertain Social Environment

Political Environment Technological Environment

Ecological Environment

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DIAGNOSIS OF THE STEINWAY ORGANIZATION

Companys Industry Structure: Moderately Competitive Threat of EntryFairly Low

Threat of Substitute ProductsModerate

Bargaining Power of SuppliersHigh

Bargaining Power of BuyersModerate

Rivalry among FirmsSevere

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ASSESSMENT OF STRATEGIC ORIENTATION:

DESIGN COMPONENTCompanys Strategy: Primary Strategy: Sophisticated Niche and differentiation strategy.

Stienways technology, structure, measurement and human resourcesystem:

Technology: Technology is highly uncertain and moderately interdependent. Structure: The corporate organization is divisional while the piano subsidiary appears to have functional

structure. Measurement System: Formal measurement systems within the production process are clearly present. Human Resource System: The HR system is highly developed. Reward system, union relationship, retention

programs, global hiring, compensation and training programs.

Culture is affected by: Focus on the high-end segment Craft nature of the production process

Long history of the family.

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THE GOOD FIT OF THE INPUTS, COMPONENTS

AND OUTPUTS.

1. The fit between environmental inputs and the strategicorientation:

- Moderate complexity and uncertainty in the general environment.- Flexible and responsive manufacturing process.

2. Alignment of the design components:- The flexible structure.- Formal inspection system.- Responsive culture.

3. The well developed human resource system:

- Socializing and developing people.- Increasing coordination among the employees.

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POSSIBLE INTERVENTION BASED ON THE

DIAGNOSIS

1. Collaboration with the client:- Increasing the clarity about its strategy.- Talk about formalizing rather than changing.

2. Increasing integration and coordination:- Structure.

- Measurement system.- Human resource system.

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THANK YOU

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