Strategic thinking in Benetton

Abstract

Purpose

This paper seeks to identify the related factors of strategic thinking and their assessment (determining the gap between “importance of the factors”, and “present situation of the factors”) in Benetton Co. branches located in Iran.

Design/methodology/approach

The paper briefly reviews the literature related to strategic planning, and especially strategic thinking. Through the review of literature, some factors will be identified, and then presents statistical evidence to show their relevance and situation (the gap between present situation and optimum situation) in Benetton Co. branches located to Iran.

Findings

The findings of the research indicate that there are 12 relevant factors of strategic thinking; and difference between “importance of the factors”, and the present situation of all 12 factors in Benetton, are meaningful.

Research limitations/implications

More research needs to be conducted about the factors related to strategic thinking. Due to the fact that the research is limited to a specific company, the findings cannot be generalized. Also, it seems that relying on questionnaire can cause some limitations to the findings.

Practical implications

Although strategic planning and thinking are distinct, they are interrelated and complementary in terms of thought processes. If they sustain and support each other, effective strategic planning can be formulated and implemented.

Originality/value

The paper provides insights to different dimensions of strategic thinking and the amount of their presence in an international company working in a developing country; and the way it enhances the capacity of the company for implementation of strategic planning.

Citation

Monnavarian, A., Farmani, G. and Yajam, H. (2011), "Strategic thinking in Benetton", Business Strategy Series, Vol. 12 No. 2, pp. 63-72. https://doi.org/10.1108/17515631111114868