Country

Played

Win

Draw

Loss

Total Points

3

3

3

3

Concept

Football

Other Industries

Strategy

A unique way of playing (e.g. Holland in 1970s; Spain 2010, 2014)

Apple;

Ikea

Tesla

Goals

e.g. win World Cup;

qualify from group;

secure 6 points in group stage

e.g. become industry number one;

increase market share;

increase international sales.

Operational effectiveness

Training to become better

Focus on value chain activities

Competitive position

Attack vs defense

Choice of generic strategy

Low cost vs differentiation (Porter)

Disruptive innovation

Example: Total Football

Example: Apple and ecosystem;

Spotify

Business model

Means of winning games

Means of delivering superior value to target market

External environment – remote environment

Home advantage due to large number of “12^thman” – fans;

Best medical staff;

Playing conditions;

Decisions of referee;

PEST or PESTEL analysis

Political

Economic

Social

Technological

Environmental

Legal

External environment- industry analysis –

intensity of rivalry

Bargaining power of suppliers

Are some groups more intense than other? Some groups very difficult due to membership; others much easier.

– some countries (e.g. Brazil) have so many excellent players that it is difficult to decide on final 22 players;

Some countries have so few excellent players, it is easy to decide on final 22.

Are there many rivals (e.g. car industry), or very few (e.g. soft drinks). Latter offers a much more appealing environment

Companies want to ensure that they have upper hand in negotiations with suppliers

External environment – competitor analysis

When you examine different teams you are conducting competitor analysis.

Think of the factors that you employ to assess a team.

You need to understand who has been strong in the past, but also who are the new rivals that are developing new competences. What are the critical success factors in the industry? How does each company score against the CSFs?

Internal analysis

When you examine your country, what do you consider the most important considerations to address?

Just apply the same approach as employed to soccer to the company of your choice.

The strategist

The manager

The CEO

The product portfolio/brands

The players

Products/brands

The product life cycle

The age of the players

The stage of the products

Organizational culture

What makes for a successful side? What is the nature of your culture.

At every World Cup, we have often seen a country “fall apart” due to internal squabbling (e.g. France 2010).

Similarly a strong culture without division is conducive to success.

Does the culture breed success?

Look at all the current problems now facing GM…the result of a poor organizational culture.

Human resource management

Vital to get the best out of every player; create harmony, motivate etc.

Often sides suffer from bust-ups over player selections, team bonuses, quality of facilities for training.

Some countries demand players live a monastic existence – no access to partner/spouses. The manager of Brazil adopts a more relaxed approach and has told players that they are free to have sex but refrain from tiring “acrobatic sex”.

Teams are increasingly multi-racial or multi-cultural and this has either resulted in divisive cliques or been an incentive for the team to unite and show the world that the country is a successful example of a cosmopolitan society (e.g. France 1998)

Some countries will always insist on having a coach from the country, whilst others appoint a foreign national.

Just think of the labor, management and staffing issues that face multinational corporations.

Intended strategy

The original game plan

Ditto

Emergent strategy

The actual plan arising from adjustments to circumstances.

Ditto

Other

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