Hybrid Model

The Hybrid Model

Prepared by: Group 7 / BA 13 - F

Hybrid Model

Two–way Feedback — Operational Level

Environmental Scanning


• Macro Environment

• Economic Factors

Strengths• Technological skills• Leading brands• Distribution channels• Customer loyalty/relationships• Production Quality• Scale• Management

Weaknesses• Absence of important skills• Weak Brands• Poor access to distribution• Low customer retention• Unreliable product/service• Sub-scale• Management

Opportunities• Change customer tastes• Technological advances• Changes in government politics• Lower personal taxes• Change in population age• New distribution channels

Threats• Changing customer base• Closing of geographic markets• Technological advances• Changes in government politics• Tax increases• Change in population age• New distribution channels

Internal Factors

External Factors

NegativePositive


SWOT


BCG Matrix

Developing Strategic Vision and Mission

Developing StrategicVision and Mission

• Strategic Vision concerns where the firm is going.

• A mission statement concerns on what the business is, what it does and what its purpose

Developing StrategicVision and Mission

• In order to make a Vision relevant and meaningful, different elements must be satisfied.

• Apply mission statement

• Be strategic enough

• Clear and written

Vision

Setting Strategic Objectives


• It is used to track performance.• It pushes the firm to be more inventive and

to be more concerned with the results.• It serves as pull towards common

directions.• It expressed in specific quantifiable terms

what is visualized in the vision and mission statement.

S

•Specific

M

•Measurable

A

•Attainable

R

•Realistic

T

•Time-bounded



Types of Objectives

Financial

Strategic

Internal Operational

Innovative and Learning


Financial Objectives• It focus on achieving acceptable

profitability in a company’s pursuit of its mission/vision, long-term health, and ultimate survival.


Strategic Market Objectives• It focuses on the company’s intent to

sustain and improve the organization’s competitive strength and long-term market position through creating customer.


Internal Operational Objectives• It focus on business process that have

an impact on creating customer value and satisfaction. Internal objectives focus on maintaining the firm’s core competencies.


1. Innovative and Learning Objectives

2. It focus on activities that assist to improve and build the company’s value creating activities. It involves increases the firm’s knowledge base and learning best practices so the company is continually on the cutting edge.

Crafting Strategies

Crafting Strategies

• It is the task that serves as the fulcrum and determining factor that separates the planning phase and the evaluation phase.

• It addresses the idealism of the top management based on stated strategic objectives in light of the need to accept the realities in the field or the place where the strategy is to be implemented.

Crafting Strategies

Factors to Consider

Competing Sellers

Buyers

Suppliers

Substitutes

Potential & New Entrants

Various Stakeholders Group

Crafting Strategies

• Resource• Strengths• Capabilities and Weaknesses• Influence of Key Executives• Shared Values and Company

CultureInternal Factors

Crafting Strategies

• Social• Political• Regulatory and Community Factors• Competitive Conditions and Industry

Attractiveness• Company opportunities and threats to

company’ s well beingExternal Factors

Crafting Strategies

• Forming responses to changes in industry and competitive conditions.

• Produce sustainable competitive advantage.

• Build competitively valuable competencies and capabilities.

• Uniting strategic initiatives.• Addressing strategic issues facing the

company.

Crafting Strategies

• Action-oriented• Evolves over time• Never ending• Time and output-oriented• Requires participation of all parties

Characteristics of Strategy Making

Strategy Execution

Strategy Execution

As a process:• It is a discipline or

“systematic way of exposing reality and acting on it.” They explain that “the heart of execution lies in three core processes“.

People

StrategyOperations

Strategy Execution

Visualize the Strategy

Measure the Strategy

Report Progress

Make Decisions

Identify Strategy Projects

Align Strategic Projects

Manage Projects

Communicate Strategy

Align Individual

Roles

Reward Performance

Strategy Evaluation, Monitoring, and Revision

Strategy Evaluation, Monitoring and Revision

• Fixing benchmark performance

1

• Measurement of performance

2 • Analyzing Variance

3

• Taking corrective action

4

- The End -

Thank you for listening to the report!

Hybrid Model

Business

Transcript of Hybrid Model