Putting quality at the heart of strategy: Prioritization and resource allocation in the food industry

Abstract

Purpose of this paper

Reviews the latest management developments across the globe and pinpoints practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

A key strategic question for modern organizations centers around the notion of quality. For many years, quality in business usually meant high end products that had a certain look and feel to them where the amount of time, effort and skill needed to make the products was clearly evident, and was as a result reflected in the price. Think Rolls Royce cars, bespoke dining furniture or Swiss watches. Then, toward the end of the 20th Century, quality began to mean something else in business. It was a quality of systems inside a firm, so that they were able to compete with others not necessarily on quality of product, but on quality of process. By reducing errors and maximizing efficiency, firms could lead the market through their processes while ensuring customers were happy.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

What is original/value of paper?

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2020), "Putting quality at the heart of strategy: Prioritization and resource allocation in the food industry", Strategic Direction, Vol. 36 No. 4, pp. 18-20. https://doi.org/10.1108/SD-01-2020-0006