strategic management concepts & cases 11th edition by Fred R. David Chap 1
Strategic management-concepts Fred R. David (2007)
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Transcript of Strategic management-concepts Fred R. David (2007)
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Fred R. DavidPrentice Hall
Ch. 1-1
Chapter 1Chapter 1The Nature of Strategic The Nature of Strategic
ManagementManagement
Strategic Management: Concepts and Cases. 9th edition
Fred R. David
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Fred R. DavidPrentice Hall
Ch. 1-2
The Nature of Strategic The Nature of Strategic ManagementManagement
• A global perspective is a matter of survival for businesses.
• E-commerce is a vital strategic management tool.
• The natural environment is an important strategic issue.
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Fred R. DavidPrentice Hall
Ch. 1-3
Strategic Management Achieves Strategic Management Achieves Organizational SuccessOrganizational Success
Process of Integrating:– management– marketing– finance/accounting– production/operations– research and development– computer information systems
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Fred R. DavidPrentice Hall
Ch. 1-4
Three-Stage ProcessThree-Stage Process
Strategy Formulation
Strategy Implementation
Strategy Evaluation
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Fred R. DavidPrentice Hall
Ch. 1-5
Strategy Formulation
Vision & Mission
Alternative Strategies
Long-Term Objectives
Strengths & Weaknesses
Opportunities & Threats
Strategy Selection
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Fred R. DavidPrentice Hall
Ch. 1-6
Strategy FormulationStrategy Formulation
Issues include:– What new businesses to enter– What businesses to abandon– How to allocate resources– Expand operations or diversify– Enter international markets– Merge or form joint venture– Avoidance of hostile takeover
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Fred R. DavidPrentice Hall
Ch. 1-7
Strategy Implementation
Employee Motivation
Policies
Annual Objectives
Resource Allocation
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Fred R. DavidPrentice Hall
Ch. 1-8
Strategy ImplementationStrategy Implementation
Action Stage of strategic management:– Most difficult stage – Mobilizing employees and managers– Interpersonal skills are critical– Consensus on pursuing goals
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Fred R. DavidPrentice Hall
Ch. 1-9
Strategy Evaluation
Performance Measurement
External Review
Internal Review
Corrective Action
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Fred R. DavidPrentice Hall
Ch. 1-10
Strategy EvaluationStrategy Evaluation
Final stage of strategic management:– All strategies subject to future modification – Success today is no guarantee of success
tomorrow– Success creates new and different problems– Complacency leads to demise
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Fred R. DavidPrentice Hall
Ch. 1-11
Prime Task of Strategic Prime Task of Strategic ManagementManagement
According to Peter Drucker…The prime task is to think through the overall mission of a business
Ask the question:What is our Business?
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Fred R. DavidPrentice Hall
Ch. 1-12
Integrating Intuition and AnalysisIntegrating Intuition and Analysis
The strategic management process attempts to organize quantitative and qualitative information under conditions of uncertainty.
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Fred R. DavidPrentice Hall
Ch. 1-13
Integrating Intuition and AnalysisIntegrating Intuition and Analysis
Intuition based on:– Past experiences– Judgment– Feelings
Useful for decision making– Conditions of great uncertainty– Conditions with little precedent
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Fred R. DavidPrentice Hall
Ch. 1-14
Integrating Intuition and AnalysisIntegrating Intuition and Analysis
Intuition and judgment– Management at all levels– Analyses are influenced
Analytical thinking and intuitive thinking– Complement each other
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Fred R. DavidPrentice Hall
Ch. 1-15
Adaptation to ChangeAdaptation to Change
Organizations must monitor events– On-going process– Internal and external events– Timely changes
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Fred R. DavidPrentice Hall
Ch. 1-16
Adaptation to ChangeAdaptation to Change
Rate and magnitude of changes– Increasing dramatically
• E-commerce• Demographics• Technology• Merger-mania
– Effective Adaptation• Long-run focus
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Fred R. DavidPrentice Hall
Ch. 1-17
Adaptation to ChangeAdaptation to Change
Key strategic-management questions:– What kind of business should we become?– Are we in the right fields?– Should we reshape our business?– What new competitors are entering our
industry?– What strategies should we pursue?– How are our customers changing?
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Fred R. DavidPrentice Hall
Ch. 1-18
Key TermsKey Terms
Strategists– Most responsible for success or failure of an
organization– Various job titles:
• Chief executive officer• President• Owner• Chair of the Board• Executive Director• Entrepreneur
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Fred R. DavidPrentice Hall
Ch. 1-19
Key TermsKey Terms
Vision Statement– What do we want to become?
Mission Statement– What is our business?
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Fred R. DavidPrentice Hall
Ch. 1-20
Key TermsKey Terms
External Opportunities and Threats– Significantly benefit or harm the organization in the
future.
– Include the following trends:• Economic• Social• Cultural• Demographic Environmental• Political, legal, governmental• Technological• Competitive trends
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Fred R. DavidPrentice Hall
Ch. 1-21
Key TermsKey Terms
External Opportunities and Threats– Largely beyond the control of a single
organization.
– Basic tenet of strategic management• Strategy formulation to:
– Take advantage of external opportunities– Avoid or reduce impact of external threats
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Fred R. DavidPrentice Hall
Ch. 1-22
Key TermsKey Terms
Environmental Scanning
– Industry Analysis• Process of conducting research and
gathering and assimilating external information
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Fred R. DavidPrentice Hall
Ch. 1-23
Key TermsKey Terms
Internal Strengths and Weaknesses– Controllable activities performed especially
well or poorly.
– Arise in functional areas of the business:• Management• Marketing• Finance/accounting• Production/operations• Research & development• Computer Information Systems
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Fred R. DavidPrentice Hall
Ch. 1-24
Key TermsKey Terms
Determining Internal Factors:
– Financial ratios– Measuring performance– Industry averages– Survey data
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Fred R. DavidPrentice Hall
Ch. 1-25
Key TermsKey Terms
Long-term objectives:
– Mission-driven pursuit of specific results more than one-year out.
– Essential for organizational success• State direction• Aid in evaluation• Create synergy• Focus coordination• Basis for planning, motivating and controlling
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Fred R. DavidPrentice Hall
Ch. 1-26
Key TermsKey Terms
Strategies:– Means by which long-term objectives will be
achieved.
– May include:• Geographic expansion, diversification• Acquisition• Product development, market penetration• Retrenchment, divestiture• Liquidation, joint venture
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Fred R. DavidPrentice Hall
Ch. 1-27
Key TermsKey Terms
Annual Objectives:
– Short-term milestones that organizations must achieve to reach long-term objectives.
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Fred R. DavidPrentice Hall
Ch. 1-28
Key TermsKey Terms
Policies:
– Means by which annual objectives will be achieved.
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Fred R. DavidPrentice Hall
Ch. 1-29
Comprehensive Strategic Management ModelComprehensive Strategic Management Model
ExternalAudit
Chapter 3
InternalAudit
Chapter 4
Long-TermObjectives
Chapter 5
Generate,Evaluate,
SelectStrategies
Chapter 6
ImplementStrategies:
Mgmt Issues
Chapter 7
ImplementStrategies:Marketing,Fin/Acct,R&D, CISChapter 8
Measure &Evaluate
Performance
Chapter 9
Vision &
Mission
Chapter 2
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Fred R. DavidPrentice Hall
Ch. 1-30
Strategic-Management ModelStrategic-Management Model
Strategic-Management Process –
• Dynamic and Continuous• More formal in larger organizations
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Fred R. DavidPrentice Hall
Ch. 1-31
Strategic-Management ModelStrategic-Management Model
1.Identify Organization’s existing:
• Vision• Mission• Objectives• Strategies
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Fred R. DavidPrentice Hall
Ch. 1-32
Strategic-Management ModelStrategic-Management Model
2.Perform External Audit3.Perform Internal Audit4.Establish long-term objectives5.Generate, evaluate, select strategies6. Implement strategies7.Measure and evaluate performance
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Fred R. DavidPrentice Hall
Ch. 1-33
Benefits of Strategic Benefits of Strategic ManagementManagement
• Proactive in shaping organization’s future• Initiate and influence activities• Formulate better strategies
– Systematic, logical, rational approach
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Fred R. DavidPrentice Hall
Ch. 1-34
Benefits of Strategic Benefits of Strategic ManagementManagement
• Financial benefits– Improvement in sales– Improvement in profitability– Improvement in productivity
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Fred R. DavidPrentice Hall
Ch. 1-35
Benefits of Strategic Benefits of Strategic ManagementManagement
• Non-Financial benefits– Enhanced awareness of xternal threats– Improved understanding of competitors’
strategies– Increased employee productivity– Reduced resistance to change– Understanding of performance-reward
relationships– Enhances problem-prevention capabilities
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Fred R. DavidPrentice Hall
Ch. 1-36
Benefits of Strategic Benefits of Strategic ManagementManagement
1. Identification of opportunities2.Objective view of management problems3. Improved coordination and control4.Minimizes adverse conditions and
changes5.Decisions to better support objectives6.Effective allocation of time and resources7. Internal communication among personnel
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Fred R. DavidPrentice Hall
Ch. 1-37
Benefits of Strategic Benefits of Strategic ManagementManagement
8. Integration of individual behaviors9.Clarifies individual responsibilities10.Encourages forward thinking11.Encourages favorable attitude toward
change12.Discipline and formality to the
management of the business
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Fred R. DavidPrentice Hall
Ch. 1-38
• Poor reward structures• Fire-fighting• Waste of time• Too expensive• Laziness• Content with success
Why Some Firms Do Why Some Firms Do NoNo Strategic Planning Strategic Planning
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Fred R. DavidPrentice Hall
Ch. 1-39
• Fear of failure• Overconfidence• Prior bad experience• Self-interest• Fear of the unknown• Suspicion
Why Some Firms Do Why Some Firms Do NoNo Strategic Planning (Cont’d) Strategic Planning (Cont’d)
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Fred R. DavidPrentice Hall
Ch. 1-40
Business ethics defined:– Principles of conduct within
organizations that guide decision making and behavior.
Business Ethics and Strategic Business Ethics and Strategic ManagementManagement
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Fred R. DavidPrentice Hall
Ch. 1-41
Good business ethics:
– prerequisite for good strategic management
Business Ethics and Strategic Business Ethics and Strategic ManagementManagement
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Fred R. DavidPrentice Hall
Ch. 1-42
Code of business ethics:
– Provides basis on which policies can be devised to guide daily behavior and decisions at the workplace
Business Ethics and Strategic Business Ethics and Strategic ManagementManagement
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Fred R. DavidPrentice Hall
Ch. 1-43
Internet privacy
– Emerging ethical issue of immense proportion
Business Ethics and Strategic Business Ethics and Strategic ManagementManagement
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Fred R. DavidPrentice Hall
Ch. 1-44
Internet and business ethics --
– 38% of companies store and review employees email messages
– Up from 15% in 1997– 54% of companies monitor
employees’ Internet connections
Business Ethics and Strategic Business Ethics and Strategic ManagementManagement
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Fred R. DavidPrentice Hall
Ch. 1-45
Business actions always unethical include:
• Misleading advertising• Misleading labeling• Environmental harm• Poor product or service safety• Padding expense accounts• Insider trading• Dumping flawed products on foreign markets
Business Ethics & Strategic Business Ethics & Strategic PlanningPlanning
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Fred R. DavidPrentice Hall
Ch. 1-46
Nature of Global CompetitionNature of Global Competition
Companies conduct business across bordersInternational or multinational corporations
Parent company Host country
• Strategy implementation more difficultCultural differences
Norms, values, work ethics
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Fred R. DavidPrentice Hall
Ch. 1-47
• Absorb excess capacity• Reduce unit costs• Spread economic risks over wider
markets• Low-cost production facilities• Competition may be less intense• Reduced tariffs, lower taxes• Economies of scale
Advantages of International Advantages of International OperationsOperations
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Fred R. DavidPrentice Hall
Ch. 1-48
• Different social, cultural demographic, legal forces may create difficult communication
• Weaknesses of foreign competition may be underestimated
• Barriers to communication and effective management of personnel
• Complications from different monetary systems
Disadvantages of International Disadvantages of International OperationsOperations