B0H4M CHAPTER 7 STRATEGY AND STRATEGIC MANAGEMENT.
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Transcript of B0H4M CHAPTER 7 STRATEGY AND STRATEGIC MANAGEMENT.
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B0H4M
CHAPTER 7STRATEGY AND STRATEGIC MANAGEMENT
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OVERVIEWWhat is strategic management?What are the essentials of
strategic analysis?What are the corporate
strategies and how are they formulated?
What are business strategies and how are they formulated?
What are some current issues in strategy implementation?
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What Is Strategic Management?Competitive AdvantageSustainable Competitive AdvantageStrategyStrategic IntentGoal of strategic management is to
create above-average returns for investors.◦ Returns exceeding those for alternative opportunities at
equivalent risk.
◦ Earning above-average returns depends in part on the
organization’s competitive environment.
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What Is Strategic Management?STRATEGIC MANAGEMENT
PROCESSStrategic ManagementStrategic AnalysisStrategy FormulationStrategy Implementation
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Figure 7.2 Strategy formulation and implementation in the strategic management process.
Management 2e - Chapter 7 5
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ESSENTIALS OF STRATEGIC ANALYSISMission – Statement expresses
the organization’s reason for existence in society
An important test of the mission is how well it serves the organization’s stakeholders
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Figure 7.3 How external stakeholders can be valued as strategic constituencies of organizations.
Management 2e - Chapter 7 7
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ESSENTIALS OF STRATEGIC ANALYSISCore Values - Organizational Culture
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Analysis of objectives:◦Operating objectives direct activities
toward key and specific performance results.
◦Typical operating objectives: Profitability Market share Human talent Financial health Cost efficiency Product quality Innovation Social responsibility
ESSENTIALS OF STRATEGIC ANALYSIS
Management 2e - Chapter 7 9
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ESSENTIALS OF STRATEGIC ANALYSIS
What are our Strengths?◦Manufacturing
efficiency?◦Skilled
workforce?◦Good market
share?◦Strong
financing?◦Superior
reputation?
What are our Weaknesses◦Outdated
facilities?◦Inadequate
research and development?
◦Obsolete technologies?
◦Weak management?
◦Past planning failures?Management 2e - Chapter 7 10
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ESSENTIALS OF STRATEGIC ANALYSIS What are our Opportunities?• Possible new
markets?• Strong
economy?• Weak market
rivals?• Emerging
technologies?• Growth of
existing market?
What are our Threats?• New
competitors?• Shortage of
resources?• Changing
market tastes?• New
regulations?• Substitute
products?
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Figure 7.4 SWOT analysis of strengths, weaknesses, opportunities, and threats.
Management 2e – Chapter 7 12
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Figure 7.5 Porter’s model of five strategic forces affecting industry competition.
Management 2e - Chapter 7 13
Source: Developed from Michael E. Porter, Competitive Strategy (New York: Free Press, 1980).
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Corporate StrategyLevels of strategies
◦Corporate strategy sets long-term direction for the total
enterprise◦Business strategy
identifies how a division or strategic business unit will compete in products or services
◦Functional strategy guides activities within one specific area
of operations
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Figure 7.1 Three levels of strategy in organizations- corporate, business, functional strategies.
Management 2e - Chapter 7 15
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Corporate StrategyGrand or master strategies:
◦ Growth strategies: seek an increase in size and the expansion of
current operations.◦ Stability strategy:
maintains current operations without substantial changes
◦ Renewal strategy: tries to solve problems and overcome
weaknesses that are hurting performance.◦ Combination strategy:
pursues growth, stability, or retrenchment in some
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Corporate StrategyGrowth and diversification
strategies:◦Growth strategies
Seek an increase in size and the expansion of current operations.
◦Types of growth strategies: Concentration strategies Diversification strategies
Related diversification Unrelated diversification Vertical integration
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Corporate StrategyRestructuring strategies:
◦Tries to correct weaknesses by changing the mix or reducing the scale of operations. Restructuring through turnaround Restructuring through downsizing Restructuring through divestiture
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Corporate Strategy Global strategies:
◦ Globalization strategy. World is one large market; standardize products
and advertising as much as possible. Ethnocentric view.
◦ Multidomestic strategy. Customize products and advertising to local
markets as much as possible. Polycentric view.
◦ Transnational strategy. Balance efficiencies in global operations and
responsiveness to local markets. Geocentric view.
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Corporate Strategy
Cooperative strategies◦Strategic alliances — two or more
organizations partner to pursue an area of mutual interest.
◦Types of strategic alliances: Outsourcing alliances Supplier alliances Distribution alliances Co-opetition
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Corporate Strategy
E-business strategies
◦The strategic use of the Internet to
gain competitive advantage.
◦Popular e-business strategies
Business-to-business (B2B) strategies
Business-to-customer (B2C) strategies
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Business-level Strategy
Porter’s generic strategies model◦Business-level strategic decisions
are driven by: Market scope
Source of competitive advantage
◦Market scope and source of competitive advantage combine to generate four generic strategies.
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Figure 7.7 Porter’s generic strategies framework: soft-drink industry examples.
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Business-level Strategy
Porter’s generic strategies for
gaining competitive advantage:
◦Differentiation strategy
◦Cost leadership strategy
◦Focused differentiation strategy
◦Focused cost leadership strategy
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Strategy ImplementationStrategic planning failures that
hinder strategy implementation:◦Failures of substance
Inadequate attention to major strategic planning elements
◦Failures of process Poor handling of strategy
implementation Lack of participation error Goal displacement error
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Strategy ImplementationCorporate governance:
◦ System of control and performance monitoring of top management.
◦ Done by boards of directors and other major stakeholder representatives.
◦ Controversies regarding roles of inside directors and outside directors.
◦ Increasing emphasis on corporate governance in contemporary businesses.
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Strategy Implementation
Strategic control
◦Making sure strategies are well
implemented and that poor
strategies are scrapped or modified.
◦The top leadership of a firm or
organization is expected to exercise
strategic control of the enterprise.
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Strategy Implementation
Strategic leadership
◦The capability to inspire people to
successfully engage in a process of
continuous change, performance
enhancement, and implementation
of organizational strategies.
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Strategy ImplementationCritical tasks of strategic
leadership◦ Be a guardian of trade-offs.
◦ Create a sense of urgency.
◦ Ensure that everyone understands the
strategy.
◦ Be a teacher.
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ReviewCan an organization have a good
strategy and still fail to achieve competitive advantage?
Would a monopoly get a perfect score for in