Ch 9 -1 Copyright © 2011 Pearson Education. Strategic Management: Concepts and Cases Arab World...
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Transcript of Ch 9 -1 Copyright © 2011 Pearson Education. Strategic Management: Concepts and Cases Arab World...
![Page 1: Ch 9 -1 Copyright © 2011 Pearson Education. Strategic Management: Concepts and Cases Arab World Edition Fred R. David Abbas J. Ali Abdulrahman Y. Al-Aali.](https://reader036.fdocuments.us/reader036/viewer/2022081520/56649e6b5503460f94b6a05a/html5/thumbnails/1.jpg)
Ch 9 -1 Copyright © 2011 Pearson Education
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Strategic Management: Concepts and CasesArab World EditionFred R. DavidAbbas J. AliAbdulrahman Y. Al-Aali
Chapter 9: Implementing Strategies:Marketing, Finance / Accounting, R&D, and MIS Issues
Ch 9 -2 Copyright © 2011 Pearson Education
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Chapter Outline
Ch 9 -3 Copyright © 2011 Pearson Education
• The Nature of Strategy Implementation
• Marketing Issues
• Finance/Accounting Issues
• Research & Development (R&D) Issues
• Management Information Systems (MIS) Issues
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“The greatest strategy is doomed if it’s implemented badly.” – Bernard Reimann
Implementing Strategies
“Without planning and integrated studies for our investment projects, we certainly lose our competitive edge.” – Abdul Rahman Bin Ali Al Jeraisy Chairman, Al Jeraisy Group
Ch 9 -4 Copyright © 2011 Pearson Education
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Ch 9 -5 Copyright © 2011 Pearson Education
Source: Adapted from Fred R. David, “How Companies Define Their Mission,” Long Range Planning 22, no. 3 (June 1988) 40.
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The Nature of Strategy Implementation
Ch 9 -6 Copyright © 2011 Pearson Education
• Strategy implementation means change
• Less than 10% of strategies formulated are successfully implemented!
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• Failing to segment markets appropriately
• Paying too much for a new acquisition
• Falling behind competition in R&D
• Not recognizing benefit of computers in managing information
The Nature of Strategy Implementation
Reasons for the low success rate of strategy implementation:
Ch 9 -7 Copyright © 2011 Pearson Education
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• Market goods & services well
• Raise needed working capital
• Produce technologically sound goods
• Sound information systems
The Nature of Strategy Implementation
Ways to successful Strategy Implementation:
Ch 9 -8 Copyright © 2011 Pearson Education
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Marketing Issues
Ch 9 -9 Copyright © 2011 Pearson Education
Marketing variables affect success/failure of strategy implementation
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Marketing decisions requiring policies:
• Whether to use exclusive dealerships – multiple channels of distribution
• Whether to use heavy, light, or no TV advertising
• Whether to reward sales people
• Whether to be a price leader or price follower
• Whether to advertise online or not
Marketing Issues
Ch 9 -10 Copyright © 2011 Pearson Education
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Centrally important to implementation:
• Market segmentation
• Product positioning
Marketing Issues
Ch 9 -11 Copyright © 2011 Pearson Education
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Market SegmentationSubdividing of a market into distinct subsets of customers according to needs and buying habits
Marketing Issues
Ch 9 -12 Copyright © 2011 Pearson Education
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Things that directly affect marketing mix variables:
• Product• Place• Promotion• Price
Marketing Issues
Market Segmentation (cont’d)
Ch 9 -13 Copyright © 2011 Pearson Education
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Marketing Issues
Market SegmentBasis PsychographicPsychographic
BehavioralBehavioral
GeographicGeographic
DemographicDemographic
Ch 9 -14 Copyright © 2011 Pearson Education
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Marketing Issues
Ch 9 -15 Copyright © 2011 Pearson Education
Product PositioningSchematic representations that reflect how products/services compare to competitors’ on dimensions most important to success in the industry
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Product Positioning Steps
Product-Positioning Steps
2. Diagram Map
1. Select Key Criteria
3. Plot Competitors’ Products
4. Look for Niches
5. Develop Marketing Plan
Ch 9 -16 Copyright © 2011 Pearson Education
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Ch 9 -17 Copyright © 2011 Pearson Education
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• Look for vacant niche
• Avoid sub optimization
• Don’t serve 2 segments with same strategy
• Don’t position in the middle of the map
Marketing Issues
Product Positioning as Strategy Implementation Tool
Ch 9 -18 Copyright © 2011 Pearson Education
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Finance/Accounting Issues
Ch 9 -19 Copyright © 2011 Pearson Education
Central to strategy implementation
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• Acquiring needed capital• Developing projected financial statements• Preparing financial budgets• Evaluating worth of a business
Finance/Accounting Issues
Essential for Implementation
Ch 9 -20 Copyright © 2011 Pearson Education
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• Raise capital – short-term, long-term, preferred, or common
stock
• Lease or buy fixed assets
• Determine appropriate dividend payout ratio
• Establish % discount on accounts for terms
• Determine the amount of cash kept on hand
Finance/Accounting Issues
Decisions Based on Finance/Accounting
Ch 9 -21 Copyright © 2011 Pearson Education
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• Debt• Equity
Finance/Accounting Issues
Capital Acquisition to Implement Strategies
Ch 9 -22 Copyright © 2011 Pearson Education
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Projected Financial StatementsAllow an organization to examine the expected results of various actions and approaches
Finance/Accounting Issues
Ch 9 -23 Copyright © 2011 Pearson Education
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Financial BudgetDetails how funds will be obtained and spent for a specified period of time
Finance/Accounting Issues
Ch 9 -24 Copyright © 2011 Pearson Education
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Finance/Accounting Issues
• Cash budgets• Operating budgets• Sales budgets• Profit budgets• Factory budgets
• Expense budgets• Divisional budgets• Variable budgets• Flexible budgets• Fixed budgets
Types of Budgets
Ch 9 -25 Copyright © 2011 Pearson Education
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1. What a firm owns
2. What a firm earns
3. What a firm will bring in the market
Finance/Accounting Issues
Three Basic Approaches:
Ch 9 -26 Copyright © 2011 Pearson Education
Evaluating Worth of a Business
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Research & Development Issues
Ch 9 -27 Copyright © 2011 Pearson Education
New products and improvement of existing products that allow for effective strategy implementation.
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• Level of support constrained by resource availability• Technological improvements shorten product life cycles
Research & Development Issues
Constraints
Ch 9 -28 Copyright © 2011 Pearson Education
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1. 1st firm to market new technological products
2. Innovative imitator of successful products
3. Low-cost producer of similar but less expensive products
Research & Development Issues
Three Major R&D Approaches to Implementing Strategies
Ch 9 -29 Copyright © 2011 Pearson Education
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Management Information Systems (MIS) Issues
Ch 9 -30 Copyright © 2011 Pearson Education
Information is the basis for understanding the firm. It’s one of the most important factors differentiating successful from unsuccessful firms.
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• Information collection, retrieval/ feedback , and storage
• Keeping managers informed
• Coordination of activities among divisions
• Allow firm to reduce costs
MIS IssuesFunctions of MIS
Ch 9 -31 Copyright © 2011 Pearson Education
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• The end
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Ch 8-32