31. neha kalal strategic management
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Transcript of 31. neha kalal strategic management
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Strategic ManagementNeha kalal2nd Semester (2016)DOPM, NIPER
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Flow of Presentation
What Is Strategic Management?
Stages of Strategic Management
Hierarchy of Strategy
Benefits to a Firm That Does Strategic Planning
Why Some Firms Do No Strategic Planning
Case study: Sun pharma’s growth model
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What Is Strategic Management?
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Defining Strategic ManagementStrategic management can be defined as the art and science formulating implementing evaluating cross-functional decisions that enable an organization to achieve its objectives.
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Stages of Strategic Management
Strategy formulation
Strategy implementation
Strategy evaluation
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Strategy formulation
Where do we want to be? Vision Mission External opportunities and threats Internal strengths and weaknesses Long-term objectives Generating alternative strategies
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Vision & Mission
Mission
Vision
Vision without Action is a Daydream,Action without Vision is a Nightmare.
“What do we want to become?”
“What is our business?”Vi
sion
Mission
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Vision
We want to become the indisputable leader in our industry- not simply in terms of size, but in how we use that size to achieve our mission and improve the quality of human life
Lupin pharmaceuticals is committed to bringing
innovative products for the healthcare professional to improve the health and well being of individuals
To become a center of excellence in the manufacturing of quality, affordable and newer medicines
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Mission
Our global quest is to improve the quality of human life by enabling people to do more, feel better and live longer
Lupins mission is to become a transnational pharmaceutical company through the development and introduction of a wide portfolio of branded and generic products in key markets
To sustainably avail affordable and efficacious medicines in order to improve the quantity and quality of life
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Key External ForcesEconomic forces
Social, cultural,demographic, and natural environment forces
Political, legal, and governmental forces
Technological forces
Competitive forces
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Competitive Analysis: Porter’s Five-Forces Model
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Strategic
management
Finance/accounting
Integratingmgmt
Marketing
Production/operation
R & D
Information systems
Key Internal forces
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Strategy implementation
Often is called the “action stage” How do we get there? Establish annual objectives Devise policies Motivate employees Allocate resources
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Types of Strategies
1.Vertical integration strategies
Forward Integration Gaining ownership or increased control over
distributors or retailers in late 2009, PepsiCo acquired and combined its two
largest independent bottlers for $7.8 billion–PepsiAmericas and the Pepsi Bottling Group.
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Backward Integration
Seeking ownership or increased control of a firm’s suppliers
The acquisition of Indian API manufacturers by Mylan and Watson, both large US finished formulation companies
Backward integration strategies that some hospitals are pursuing include acquiring ambulance services, waste disposal services, and diagnostic services
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Horizontal Integration
Seeking ownership or increased control over competitors
Pfizer acquires Wyeth for $64.2 billion in cash and stock in 2009, both are huge drug companies
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2. Intensive Strategies
Market Penetration Seeking increased market share for present products
or services in present markets through greater marketing efforts
Coke spending millions on its new slogan “Open Happiness”
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Market Development
Introducing present products or services into new geographic area
Sun Pharma buys Novartis brands for Rs 1,900 cr
Dilip Shanghvi, Managing Director, Sun Pharma, said that Japan was a strategic market for the company.
“This acquisition marks Sun Pharma’s foray into the Japanese prescription market and provides us an opportunity to build a larger product portfolio in the future,” he added
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Product Development
Seeking increased sales by improving present products or services or developing new ones
Akumentis pharma’s Newbona jelly was a modification in the existing anti-osteoporotic alendronate tablet formulation.
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3. Diversification Strategies
Related Diversification
Adding new but related products or services
Eli Lilly also complements its drug business with an animal health unit that brings in more than $2 billion annually.
J&J operates in consumer, pharmaceutical and medical devices and diagnosis segment
Roche’s full takeover of Genentech re-emphasized its focus on biological products to treat cancer
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Unrelated Diversification
Adding new, unrelated products or services
Cadila pursued an aggressive and imaginative new product planning and development strategy and reaped rich dividends.. But they tried to diverisfy in totally unrelated areas of manufacturing colored television and mopeds.
A pharma company diversifying into OTC healthcare products, hospital products and medical devices and animal healthcare products are recommended diversification strategy
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4. Defensive Strategies
Retrenchment
Regrouping through cost and asset reduction to reverse declining sales and profit
Novartis chairman vows to preserve top R&D budget in retrenchment
The new strategy--overseen by a unique special committee--has already led to some significant alterations, especially with the closure of its research unit in Horsham, U.K., and some shifting of jobs and personnel in the U.S. The company has reportedly laid off thousands of staffers in recent months, including 500 at its home base in Basel
In the face of fierce competition from generic drug makers.
Pfizer's decision to cut 10,000 jobs worldwide, which will save up to $2 billion a year.
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Divestiture
Selling a division or part of an organization
Allergan divested its generic business to TEVA pharmaceuticals for $40.5 billion
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Liquidation
Selling all of a company’s assets, in parts, for their tangible worth
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The Strategy-Formulation Analytical Framework
STAGE 1: THE INPUT STAGE •External Factor Evaluation (EFE) Matrix
•Competitive Profile Matrix (CPM)•Internal Factor Evaluation (IFE) Matrix
STAGE 2: THE MATCHING
STAGE
•SWOT Matrix•Strategic Position and Action Evaluation (SPACE) Matrix•BCG Matrix•Internal-External (IE) Matrix•Grand Strategy Matrix
STAGE 3: THE DECISION STAGE
•Quantitative Strategic Planning Matrix (QSPM)
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Strategy evaluation
Reviewing external and internal factors that are the bases for current strategies
Measuring performance Taking corrective actions
Success today is no guarantee of success tomorrow!
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Strategy-Evaluation Framework
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Strategy evaluation• ABC• ROI• EPS• ROE
Measuring performance
• Financial performance• Customer knowledge• Internal business perspective
• Innovation & Learning
Balanced Scorecard
• Evaluate Current Performance Results
• Scan and Assess the internal & External Environment
• SWOT
Strategic Audit
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Hierarchy of Strategy
Functional
Business
Corporate
Grand Strategies• Growth• Stability• Retrenchment
Generic Strategies• Low cost• Differentiation• Focus
Functional Strategies• Marketing• Product• Financial etc
Strategies Tools of Analysis
• Industry Analysis• SWOT Analysis
• SBU Analysis (BCG Matrix)
• Functional Analysis
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Benefits to a Firm That Does Strategic Planning
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Financial Benefits
Businesses using strategic-management concepts show significant improvement in sales, profitability, and productivity compared to firms without systematic planning activities
High-performing firms seem to make more informed decisions with good anticipation of both short- and long-term consequences
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Nonfinancial Benefits
It allows for identification, prioritization, and exploitation of opportunities.
It provides an objective view of management problems. It represents a framework for improved coordination and
control of activities. It minimizes the effects of adverse conditions and changes. It allows major decisions to better support established
objectives. It allows more effective allocation of time and resources to
identified opportunities. It allows fewer resources and less time to be devoted to
correcting erroneous or ad hoc decisions.
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Why Some Firms Do No Strategic Planning
Lack of knowledge in
strategic planning
Poor reward structures Firefighting
Waste of time Too expensive Laziness
Content with success Fear of failure Overconfidenc
e
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Knoll pharma (1996)
Tamilnadu Dadha
pharmaceuticals (1997)
Natco pharma (1998)
Gujrat Lyka Organics (1999)
Milmet (1999)
Pradeep drug company
(2000)
MJ Pharma (2002)
Phlox Pharma (2004)
Women first healthcare
(2004)
ICN (2005)ABLE
Laboratories Inc (2005)
Chattem Chemicals Inc
(2008)
Inwood Laboratories
(2009)
Taro (2010)
Caraco (2010) MSD (2011)
Dusa pharmaceutic
al (2012)
URL Pharma (2013)
Ranbaxy Lab (2014)
InSite Vision (2015)
Case study: Sun pharma’s growth strategy
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(1996) Knoll PharmaBuys an API plant in Ahmednagar, Maharashtra from
Knoll Pharma
(1997) Tamilnadu Dadha Pharmaceuticals LimitedAcquires Tamilnadu Dadha Pharmaceuticals Limited,
initiating entry into oncology and gynaecolog
1998Natco Pharma Ltd.
Acquires select products from Natco Pharma, initiating entry into chest and respiratory therapy areas
(1999) Gujarat Lyka OrganicsCompletes 100 % takeover of Gujarat Lyka Organics.
Acquire Cephalexin and 7ADCA actives manufacturing site. Initial stake investment in 1996
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(1999) MilmetAcquires Milmet Laboratories, India
initiating entry in ophthalmology
(2000) Pradeep Drug CompanyAcquires Pradeep Drug Company, India
(2002) MJ PharmaCompletes 100 % acquisition of MJ Pharma, having
a plant with US FDA and UK MHRA approvals for oral dosage forms. Initial stake investment in 1996
(2004) Phlox PharmaAcquires Phlox Pharma, a manufacturer of
cephalosporin API, holding USA and European approvals
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(2004) WOMEN'S FIRST HEALTHCAREAcquires products from Women's First
Healthcare
(2005) ICNAcquires Alkaloida’s controlled substance API
and dosage form manufacturing plant
(2005) Able Laboratories Inc.Acquires the controlled substance
manufacturing assets of Able Laboratories Inc.
(2008) CHATTEM CHEMICALS INCBuys Chattem Chemicals, Inc., a manufacturer
of controlled substances with an API facility
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(2009) INWOOD LABORATORIES, INC.Acquires products from Forest Lab's Inwood Division
(2010) TaroAcquires majority stake in Taro Pharmaceutical
Industries Limited, a multinational generic manufacturer with an established North American presence and a strong franchise in dermatology
(2010) CaracoCompletes 100 % acquisition of Caraco
Pharmaceutical Laboratories. Initial stake investment in 1997
(2011) MSDSigns joint venture with MSD with a focus on
emerging markets
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(2012) Dusa PharmaceuticalsAcquires a developer of a
dermatological device used to treat actinic keratoses
(2013) URL PharmaAcquires a comprehensive list of
ANDAs and generic products from Takeda Pharmaceuticals
(2014) Ranbaxy Laboratories Limited
Acquires Ranbaxy in a US$ 4 billion landmark transaction to create the
world’s fifth largest speciality generic pharma company
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