A firm's competitive advantage emanates from its business strategy. This may be in relation to product differentiation, economies of scale, prices, and so forth. Whereas there are different frameworks for examining business strategy, a common framework is Miles and Snow's model. The framework categorises firms into four groups: prospectors (broad product line and focused on innovation and exploiting market opportunities); analysers (operate in two or more product-market areas); defenders (limited product line and focused on enhancing the efficiency of the current operations); and reactors (lack a steady strategy, often reacting when forced by marketplace pressures) (Hajar, 2015).
Based on the above typology, Fujitsu can be described as a prospector as far as its strategic orientation is concerned. Exemplifying innovation, the firm boasts several products, ranging from servers and mobile devices to storage hardware, microprocessors, software, and cloud computing solutions. The firm continues to exploit opportunities in the ICT marketplace. Recently, in partnership with TechShop, a Silicon Valley start-up, the firm has introduced a mobile makerspace dubbed TechShop Inside (Edmondson & Harvey, 2016). Aimed at fostering learning in science, technology, engineering, arts, and maths across all ages, the mobile makerspace is a 24-foot mobile trailer equipped with mini 3D printers, laser cutters, tablets, and other electronic equipment. The trailer provides students with an environment for hands-on learning, an undoubtedly powerful and transformative innovation as far as student learning is concerned. Without its strategic orientation, it is unlikely that Fujitsu would have exploited the limitless possibilities the world of technology offers. This clearly demonstrates the impact of strategy on innovation. Indeed, as put by Hajar (2015), strategy significantly drives innovation. A strategy that orientates a firm towards market opportunities as well as new products and processes will organise its resources, capabilities, and competencies around innovation.
One impressive aspect about Fujitsu's innovation processes is how the firm capitalises on the business strategy process. The business strategy process basically entails defining the firm's strategic direction and allocating resources to pursue that strategy (Hill & Jones, 2012). It involves setting goals and objectives, identifying mechanisms of achieving those goals, and mobilising the resources necessary for the achievement of the goals. This process is driven by data relating to the firm's internal and external environment. The firm must consider its strengths and weaknesses, the market, the competitive environment, and the…
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