STRATEGIC MANAGEMENT ICS 395 AJ ALMANEY, PH.D.. INFORMATION FOR THE INDEX CARDS COURSE NO.: ICS 395...
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Transcript of STRATEGIC MANAGEMENT ICS 395 AJ ALMANEY, PH.D.. INFORMATION FOR THE INDEX CARDS COURSE NO.: ICS 395...
STRATEGIC MANAGEMENTICS 395
AJ ALMANEY, PH.D.
INFORMATION FORTHE INDEX CARDS
• COURSE NO.: ICS 395
• DAY:
• YOUR NAME:
• PHONE NO.:
• NAME OF CASE:
• YOUR GROUP NO.:
THE MEANING OF ANALYSIS
• IT IS THE PROCESS OF BREAKING A SYSTEM DOWN INTO SUBCOMPONENTS AND STUDYING EACH SUBCOMPONENT IN TERMS OF SPECIFIC CRITERIA.
THE MEANING OF STRATEGIC ANALYSIS
• IT IS THE PROCESS OF ANALYZING AN ORGANIZATION FROM THE STRATEGIC MANAGEMENT PERSPECTIVE.
THE MEANING OF STRATEGIC MANAGEMENT
• IT IS THE PROCESS OF ANALYZING THE ORGANIZATION’S INTERNAL AND EXTERNAL ENVIRONMENTS AS A BASIS FOR SELECTING A COURSE OF ACTION DESIGNED TO ACHIEVE THE ORGANIZATION’S LONG AND SHORT-TERM OBJECTIVES.
INTERNAL ANALYSIS
INTERNAL ANALYSIS
IT IS THE PROCESS OF EXAMINING THE INTERNAL
OPERATIONS OF THE COMPANY TO IDENTIFY
THE STRENGTHS AND WEAKNESSES
INTERNAL ANALYSISEXAMPLES
• MICROSOFT: ORGANIZATIONAL HEALTH INDEX
• THE UNIVERSITY OF CHICAGO: ATTENTION TO SOFT STUFF
EXTERNAL ANALYSIS
EXTERNAL ANALYSIS
IT IS PROCESS OF EXAMINING THE EXTERNAL
FORCES TO IDENTIFY THE OPPORTUNITIES AND
THREATS
EXTERNAL ANALYSISEXAMPLES
• OLD NAVY: FASTEST GROWING GAP UNIT– JENNY MING’S ABILITY TO PREDICT
FASHION– SEVENTEEN MAGAZINE, DAUGHTERS– TRIPS TO PARIS AND LONDON
• GENERAL MOTORS:
• DEPAUL UNIVERSITY
BENEFIT OFENVIRONMENTAL
ANALYSIS
• HEIGHTENS AWARENESS OF INTERNAL CAPABILITIES AND EXTERNAL OPPORTUNITIES AND CHALLENGES.
DOES ANALYSIS IMPROVE THE BOTTOM LINE?
• CONTINENTAL AIRLINES: WHERE DO WE NEED TO IMPROVE? BENCHMARKING, JD POWERS, FORTUNE’S BEST PLACES TO WORK
• IMPROVES THE BOTTOM LINE: SEARS’ STUDY: 5% -> 1.3% ->5%
AN OVERVIEW OF THE STRATEGIC ANALYSIS
FRAMEWORK
• THE DESCRIPTIVE PHASE
• THE DIAGNOSTIC PHASE
• THE PRESCRIPTIVE PHASE
THE DESCRIPTIVE PHASE
• THE PROCESS OF GATHERING INFORMATION ABOUT THE COMPANY’S INTERNAL AND EXTERNAL ENVIRONMENTS
THE DIAGNOSTIC PHASE
• IT INVOLVES EVALUATING AND PASSING JUDGEMENT ON THE GATHERED INFORMATION.
• ITS PURPOSE IS TO ASSESS THE PHYSICAL AND EMOTIONAL HEALTH OF THE COMPANY (I.E., ITS STRENGTHS AND WEAKNESSES)
THE PRESCRIPTIVEPHASE
• DEVELOPING A STRATEGY TO IMPROVE THE ORGANIZATION’S COMPETITIVE POSITION
FOCUS OF THE DESCRIPTIVE PHASE
• A. PROFILE OF THE INTERNAL ENVIRONMENT– THE CORPORATE LEVEL– THE FUNCTIONAL LEVE
• B. PROFILE OF THE EXTERNAL ENVIRONMENT– THE TASK ENVIRONMENT – THE GENERAL ENVIRONMENT
THE CORPORATE LEVEL
• STRATEGIC MANAGERS– BOARD OF DIRECTORS– TOP MANAGEMENT
• ENVIRONMENTAL ANALYSIS– INTERNAL ANALYSIS– EXTERNAL ANALYSIS
CORPORATE LEVEL (CONT’D)
• STRATEGY FORMULATION– MISSION– VALUES STATEMENT– VISION– OBJECTIVES– GRAND STRATEGIES– COMPETITIVE STRATEGIES– SLOGAN
MISSION
• THE ORGANIZATION’S REASON FOR EXISTENCE
• IT ANSWERS THE QUESTION: WHAT BUSINESS ARE WE IN?
PURPOSE
• THE REASON FOR THE ORGANIZATION’S EXISTENCE
THE MISSION STATEMENT OF HARD ROCK CAFE
• TO SPREAD THE SPIRIT OF ROCK ‘N’ ROLL BY DELIVERING AN EXCEPTIONAL ENTERTAINMENT AND DINING EXPERIENCE.
THE MISSION OFSTARBUCKS
• TO ESTABLISH STARBUCKS AS THE PREMIER PURVEYOR OF THE FINEST COFFEE IN THE WORLD WHILE MAINTAINING OUR UNCOMPROMISING PRINCIPLES AS WE GROW
THE MISSION OFPAPA JOHN’S
• PEOPLE ARE OUR MOST IMPORTANT ASSET. WE WILL PROVIDE CLEAR, CONSISTENT, STRATEGIC LEADERSHIP AND CAREER OPPORTUNITIES FOR OUR TEAM MEMBERS WHO EXHIBIT PASSION TOWARD THEIR WORK AND UPHOLD OUR CORE VALUES.
VALUES STATEMENT
• VALUES REFER TO MANAGEMENT BELIEFS, PRINCIPLES, AND COMMITMENTS TO STAKEHOLDERS.
• PRIMARY STAKEHOLDERS ARE: EMPLOYEES, CUSTOMERS, SHAREHOLDERS, AND SOCIETY.
VALUES OFHARD ROCK CAFE
• WE ARE COMMITTED TO BEING AN IMPORTANT, CONTRIBUTING MEMBER OF OUR COMMUNITY AND OFFERING THE HARD ROCK FAMILY A FUN, HEALTHY, AND NURTURING WORK ENVIRONMENT WHILE ENSURING OUR LONG-TERM SUCCESS
FORD’SGUIDING PRINCIPLES
• QUALITY COMES FIRST
• CUSTOMERS ARE OUR FOCUS
• EMPLOYEE INVOLVEMENT IS OUR WAY OF LIFE
• DEALERS AND SUPPLIERS ARE OUR PARTNERS
• INTEGRITY IS NEVER COMPROMISED
VALUES AND REPUTATION
• BEN AND JERRY’S• WAL-MART• HOME DEPOT• JOHNSON AND JOHNSON• DISNEY • SOUTHWEST AIRLINES• COCA COLA• MICROSOFT
VALUES AND REPUTATION
• JOHNSON AND JOHNSON (1)• COCA COLA (2)• BEN AND JERRY’S (5)• WAL-MART (6)• HOME DEPOT (8)• DISNEY (10)• MICROSOFT (15)• SOUTHWEST AIRLINES (25)
JOHNSON AND JOHNSON’SCREDO
• OUR FIRST RESPONSIBILITY IS TO THE DOCTORS, NURSES AND PATIENTS, TO MOTHERS AND FATHERS AND ALL OTHERS WHO USE OUR PRODUCTS AND SERVICE.
• WE ARE RESPONSIBLE TO OUR EMPLOYEES, THE MEN AND WOMEN WHO WORK WITH US THROUGHOUT
J AND J’S CREDO
• THE WORLD
• WE ARE RESPONSIBLE TO THE COMMUNITIES IN WHICH WE LIVE AND WORK AND TO THE WORLD COMMUNITY AS WELL.
• OUR FINAL RESPONSIBILITY IS TO OUR STOCKHOLDERS. BUSINESS MUST MAKE A PROFIT.
COMPANIES WITHWORST REPUTATION
• EXXON
• K-MART
VISIONTRADITIONAL MEANING
• HALLUCINATION
• SOMETHING SEEN DURING HALLUCINATION
• THE POWER TO ANTICIPATE FUTURE EVENTS
VISIONARY
• A PERSON WHO HALLUCINATES
• A PERSON WHO IS GIVEN TO FANCIFUL OR IMPRACTICAL IDEAS
• A PERSON WHO IS GIVEN TO AUDACIOUS, SPECULATIVE IDEAS
EXAMPLES OF VISIONAIRESHISTORICAL ONES
• THE WRIGHT BROTHERS, 1903
• PHILO FARNSWORTH, 1939
• EDWIN LAND, 1947
• JOHN F. KENNEDY, 1961
VISIONARIESRECENT ONES
• FRED SMITH
• TED TURNER
• SAM WALTON
• MICHAEL DELL
VISION
• IT DESCRIBES WHAT THE COMPAY ASPIRES TO BECOME
STARBUCKSMISSION OR VISION?
• TO ESTABLISH STARBUCKS AS THE PREMIER PURVEYOR OF THE FINEST COFFEE IN THE WORLD WHILE MAINTAINING OUR UNCOMPROMISING PRINCIPLES AS WE GROW
EXAMPLES OF VISION STATEEMENTS
• GENERAL MOTORS:
• OUR VISION FOR GM IS TO BE THE WORLD LEADER IN TRANSPORTATION PRODUCTS AND SERVICES, COMMITTED TO TOTAL CUSTOMER ENTHUSIASM THROUGH PEOPLE, TEAMWORK, TECHNOLOGY, AND CONTINUOUS IMPROVEMENT.
GM VISION(CONT’D)
• TO ACHIEVE OUR VISION, WE MUST GENERATE CUSTOMER ENTHUSIASM IN THE MARKETPLACE THAT TRANSLATES INTO LEADERSHIP IN SALES, EARNINGS, AND RETURNS ON INVESTMENT AND ASSETS.
VISION OFHOLY CROSS HOSPITAL
• TO BECOME THE RECOGNIZED HEALTHCARE PROVIDER OF CHOICE WITHIN THE COMMUNITY BY ACHIEVING AN EXCEPTIONAL SERVICE, SUPERIOR QUALITY, LOW COST, AND CONVENIENT ACCESS. ,
HOLY CROSS VISION(CONT’D)
• WE WILL ACHIEVE THIS BY BRINGING PARTNERS, LEADERS, AND PHYSICIANS TOGETHER INTO A COHESIVE TEAM THAT IS COMMITTED TO OUR CORE VALUES OF SERVICE, EXCELLENCE, RESPECT, VALUE, AND ENTHUSIASM.
COMPONENTS OF AVISION STATEMENT
• STATE WHAT YOUR COMPANY ASPIRES TO BECOME
• IDENTIFY THE INTERNAL CONDITIONS (CORPORATE CULTURE) THAT WILL HELP IN IMPLEMENTING IT
OBJECTIVE
• AN EXPECTATION TARGET THAT IS BOTH MEASURABLE AND TIME BOUND.
A GOOD OBJECTIVE
• SPECIFIC
• MEASURABLE
• ATTAINABLE
• RELEVANT
• TIME BOUND
STRETCH OBJECTIVES
• THEY ARE OBJECTIVES THAT ARE PERCEIVED AS IMPOSSIBLE TO ACHIEVE
STRETCH OBJECTIVESGENERAL ELECTRIC
• INCREASE SALES FROM 13% TO 25%
• MAKE RESOURCES AVAILABLE TO ADHIEVE THE OBJECTIVE
STRETCH OBJECTIVESCITIBANK
• ACHIEVERS VS. NON-ACHIEVERS
• CONSEQUENCES– HUMILIATION– BURNOUT– TURNOVER– UNETHICAL BEHAVIOR
GOAL
• AN EXPECTATION TARGET THAT IS NEITHER MEASURABLE NOR BOUND BY A TIME HORIZON.
GRAND STRATEGY
• IT IS THE GENERAL PLAN OF ACTION TO ACHIEVE CORPORATE OBJECTIVES
• EXAMPLES:– MARKET DEVELOPMENT
• WAL- MART IN GERMANY
– CONCENTRIC DIVERSIFICATION• PEPSICO: TROPICANA• COCA COLA: MINUTE MAID
GRAND STRATEGY
• HORIZONTAL INTEGRATION– L’OREAL AND MEBELINE
• VERTICAL INTEGRATION– GENERAL MOTORS FORWARD AND
BACKWARD INTGEGRATION
GRAND STRATEGY
• CONGLOMERATE DIVERSIFICATION– GE: MEDICAL SYSTEMS, AIRCRAFT
ENGINES, POWER GENERATORS, LIGHTING, APPLIANCES, CAPITAL
– DAEWOO: TRADING, SHIPBUILDING, CARS, TELECOMMUNICATIONS , DINERS CLUB…
– AMOZON.COM:
TACTICS
• REFERS TO SHORT-TERM (DAY TO DAY OR MONTH TO MONTH) DECISIONS THAT ENABLE THE COMPANY TO ADAPT TO ENVIRONMENTAL CHANGES.
COMPETITIVE STRATEGY
• A COURSE OF ACTION INTENDED TO PROVIDE THE ORGANIZATION WITH A SUSTAINABLE COMPETITIVE ADVANTAGE.
MICHAEL PORTER COMPETITIVE STRATEGIES
• COST LEADERSHIP– DELL COMPUTERS.
• PRODUCT DIFFERENTIATION– TOYOTA
• FOCUS– DELIA
WHICH STRATEGY ISTHE MOST EFFECTIVE?
• A COMBINATION STRATEGY
• WAL-MART: COST LEADERSHIP AND CUSTOMER SERVICE
SELECT SLOGANS
• FORMULATE A STRATEGIC SLOGAN
• FORMULATE A MARKETING SLOGAN
STRATEGIC SLOGAN
• A MOTTO THAT SUMS UP THE COMPANY’S CORPORATE CULTURE, ITS VISION, OR GRAND STRATEGY.
EXAMPLES OFSTRATEGIC SLOGANS
• FORD: QUALITY IS JOB ONE
• APPLE: THINK DIFFERENT
• SOUTHWEST AIRLINES: A SYMBOL OF FREEDOM
• HEWLETT PACKARD: INVENT
• TOYOTO: THE RELENTLESS PURSUIT OF PERFECTION
MARKETING SLOGAN
• A MOTTO DESIGNED TO SELL A PRODUCT OR SERVICE.
MARKETING SLOGANEXAMPLES
• PEPSI: THE JOY OF COLA
• HOOVER: DEEP DOWN, YOU WANT HOOVER
• BAYER ASPIRING: POWERFUL PAIN RELIEVER AND MORE
• MCDONALD’S: DID SOMEBODY SAY MCDONALDS
• MICROSOFT: WHERE DO YOU WANT TO GO TODAY?
CORPORATE LEVEL (CONT’D)
• STRATEGY IMPLEMENTATION– LEADERSHIP– MOTIVATION– COMMUNICATION– CORPORATE CULTURE– ORGANIZATIONAL STRUCTURE– POLICIES– BUDGETARY ALLOCATIONS
CORPORATE CULTURE
• A SET OF BEHAVIORS OR QUALITIES THAT ARE VALUED BY A GROUP.
• DAIMLER/CHRYSLER– MERGING SPEED (NUKE IT OUT)– MEETINGS LENGTH– SMOKING– LUNCH BEVERAGE– ADDRESSING THE CEO
THE FUNCTIONAL LEVELMARKETING
• PRODUCTS/SERVICES
• MARKET SHARE
• TARGET MARKET
• SALES VOLUME
• ADVERTISING AND PROMOTION
• DISTRIBUTION
• PRICING
PRODUCTION
• LOCATION OF FACILITIES
• NEWSNESS OF FACILITIES
• QUALITY CONTROL
• PRODUCTION CAPACITY
• INVENTORY
HUMAN RESOURCES
• RECRUITMENT
• SELECTION
• TRAINING AND DEVELOPMENT
• COMPENSATION
• PERFORMANCE APPRAISAL
• SUCCESSION PLANNING
FINANCE
• MANAGEMENT OF CASH
• MANAGEMENT OF INVENTORIES
• MANAGEMENT OF ACCOUNTS RECEIVABLE
• MANAGEMENT OF TOTAL ASSETS
• GENERAL PROFIT PICTURE
THE DIAGNOSTIC PHASEDIAGNOSE THE STRENGTHS
AND WEAKNESSES
• A STRENGTH IS A FAVORABLE CONDITION IN THE ORGANIZATION’S INTERNAL ENVIRONMENT.
• A WEAKNESS IS AN UNFAVORABLE CONDITION IN THE ORGANIZATION’S INTERNAL ENVIRONMENT.
STRENGTHS AND WEAKNESSE OF THECORPORATE LEVEL
• STREATEGIC MANAGERS:– BOARD OF DIRECTORS– TOP MANAGEMENT
• STRATEGY FORMULATION:– MISSION, VISION, OBJECTIVES, GRAND
STRATEGIES, COMPETITIVE STRATEGIES
STRENGTHS AND WEAKNESSE OF THECORPORATE LEVEL
• STREATEGY IMPLEMENTATION:– SELECT TWO OF THE FOLLOWING:
MOTIVATION, COMMUNICATION, CORP. CULTURE, STRUCTURE, POLICIES, BUDGET
STRENGTHS AND WEAKNESSE OF THEFUNCTIONAL LEVEL
• MARKETING
• FINANCE
• SELECT TWO OF:– PRODUCTION, R&D, HUMAN
RESOURCES, PUBLIC AFFAIRS
IDENTIFY THE DISTINCTIVE COMPETENCY
• THAT ASPECT OF THE COMPANY’S OPERATIONS THAT GIVES IT A SUSTAINABLE ADVANTAGE OVER ITS COMPETITORS.
DISTINCTIVE COMPETENCYEXAMPLES
• SOUTHWEST AIRLINES
• ENTERPRISE RENT A CAR
DISTINCTIVE COMPETENCYTEST QUESTIONS
• CAN IT BE EASILY COPIED BY THE COMPETITORS?
• DOES IT OFFER ANY VALUE TO THE CUSTOMERS?
CORE COMPETENCY
• THE PRINCIPAL BUSINESS OF THE COMPANY
• THE BUSINESS THAT THE COMPANY STARTED OUT WITH
• CORE PRODUCTS, CORE MARKET, CORE CUSTOMERS
IDENTIFY THE KEY WEAKNESS
• THE KEY WEAKNESS IS ANY UNFAVORABLE CONDITION THAT CAN PLACE THE COMPANY AT A COMPETITIVE DISADVANTAGE OR DRIVE IT OUT OF BUSINESS.
DIAGNOSE THE OPPORTUNITIES AND
THREATS
• AN OPPORTUNITY IS A FAVORABLE CONDITION IN THE EXTERNAL ENVIRONMENT.
• A THREAT IS AN UNFAVORABLE CONDITION IN THE EXTERNAL ENVIRONMENT.
OPPORTUNITIES/THREATSEXAMPLE
• CHARLES SCHWAB VS. MERRILL LYNCH
• E- COMMERCE AND HOME DEPOT
• BREAKFAST CEREAL , BAGELS, AND MUFFINS
• MIXED EFFECTS OF FORCES: FILEN’S BASEMENT
DIAGNOSE THE OPPORTUNITIES AND
THREATS• IDENIFY THE OPPORTUNITIES AND
THREATS IN:– THE TASK ENVIRONMENT (INDUSTRY,
COMPETITORS, CUSTOMERS …)
– THE GENERAL ENVIRONMENT (ECONOMY, DEMOGRAPHICS, TECHNOLOGY …)
• SELECT THE KEY OPPORTUNITY AND KEY THREAT
DIAGNOSE THE PROBLEMS:DEFINITION OF TERMS
• SYMPTOM
• CAUSE
• PROBLEM
THE MEANING OFSYMPTOM AND CAUSE
• A SYMPTOM IS A SIGN OR AN INDICATION OF THE EXISTENCE OF A PROBLEM
• A CAUSE IS THE CONDITION THAT GIVES RISE TO THE SYMPTOM
THE DIFFERENCE BETWEEN SYMPTOM AND CAUSE
• A SYMPTOM IS AN INTERNAL WEAKNESS. A CAUSE CAN BE EITHER AN INTERNAL WEAKNESS OR AN EXTERNAL THREAT.
• A SYMPTOM IS A DEPENDENT VARIABLE. A CAUSE IS AN INDEPENDENT VARIABLE
• A SYMPTOM IS READILY KNOWN, A CAUSE IS NOT
THE MEANING OF PROBLEM
• A PROBLEM IS A GAP BETWEEN THE EXISTING CONDITIONS AND THE DESIRED CONDITIONS
STATEMENT OF THE PROBLEM
• A PROBLEM IS STATED IN TERMS OF AN INTERNAL COMPONENT WHERE THE SYMPTOM LIES
STATEMENT OF THE PROBLEM
• PROBLEM: FINANCE– SYMPTOM: DECLINING PROFITS
• PROBLEM: HUMAN RESOURCES– SYMPTOM: HIGH TURNOVER
• PROBLEM: R&D– SYMPTOM: LACK OF NEW PRODUCTS
• PROBLEM: PRODUCTION:– EQUIPMENT BREAKDOWNS
STATEMENT OF THE PROBLEM, SYMPTOM, AND
CAUSES
• PROBLEM: FINANCE• SYMPTOM: LOW PROFIT MARGIN• CAUSES:
– DECLINING MARKET SHARE– POOR PRODUCT QUALITY– STIFF COMPETITION– LACK OF PRODUCT INNOVATION
THE STRATEGIC MATCH
• IT IS THE PROCESS OF ESTABLISHING LINKAGES BETWEEN THE INTERNAL STRENGTHS AND WEAKNESSES AND THE EXTERNAL OPPORTUNITIES AND THREATS
DIMENSIONS OFSTRATEGIC MATCH
• LEVERAGE=STRENGTH AND OPPORTUNITY: HP, OFFICE DEPOT
• CONSTRAINT=WEAKNESS AND OPPORTUNITY: POSTAL SERVICE
• MAINTENANCE=STRENGTH AND THREAT: PIZZA HUT, E-BAY
• VULNERABILITY=WEAKNESS AND THREAT: MONTGOMERY WARD, COM ED
THE PRIMARY STRATEGICMATCH POSITION
• IT IS THE DIMENSION THAT MOST CLOSELY DESCRIBES THE COMPANY’S CONDITIONS.
DETERMINING THE PRIMARY STRATEGIC
MATCH POSITION
• LOGIC/COMMON SENSE
• PORTFOLIO PLANNING TOOLS– THE BOSTON CONSULTING GROUP
MATRIX (BCG)– THE GE PLANNING GRID
THE BCG MATRIX
STAR
DOG
QUESTION MARK
CASH COW
MARKET SHARE
MARKET GROWTH
GE PLANNING GRID
Business Strategy/ Competitive Position
Industry Attractiveness
BUSINESS STRENGTHS/ COMPETITIVE POSITION
• SUCCESS FACTORS– MARKET SHARE– BREADTH OF PRODUCT LINE– DISTRIBUTION CHANNELS– PRICE COMPETITIVENESS– ADVERTISING EFFECTIVENESS– PRODUCT QUALITY– CUSTOMER SERVICE
INDUSTRY ATTRACTIVENESS
• EVALUATION CRITERIA– INDUSTRY GROWTH– INDUSTRY SIZE– INDUSTRY CYCLICALITY– INDUSTRY SEASONALITY– ENTRY AND EXIST BARRIERS– COMPETITORS– GOVERNMENT REGULATIONS
GE PLANNING GRID
Leverage Constraint
Maintenance Vulnerability
Business Strength/ Competitive Position
Industry Attractiveness
IDENTIFY THE DISTINCTIVE COMPETENCY AND MAJOR
WEAKNESS OF THE KEY COMPETITOR
FORMULATE A STRATGIC PLAN
• WRITE A NEW MISSION STATEMENT
• WRITE A NEW VISION STATEMENT
• WRITE A VALUES STATEMENT
• SET LONG AND SHORT-TERM OBJECTIVES
• SELECT GRAND STRATEGIES
FORMULATE A STRATEGIC PLAN
• FORMULATE OPERATIONAL STRATEGIES
• SELECT ONE STRATEGIC SLOGAN
• SELECT ONE MARKETING SLOGAN
WRITE A NEWMISSION STATEMENT
• BUSINESS DOMAIN
• PRODUCTS AND SERVICES
• TARGET MARKET
• DISTRIBUTION CHANNELS
WITE A NEWVISION STATEMENT
• WHAT DO YOU ASPIRE TO BECOME?
• WHAT TYPE OF CORPORATE CULTURE WOULD YOU CREATE TO HELP YOU GET THERE?
WRITE AVALUES STATEMENT
• WHAT TYPE OF RESPONSIBILITIES DO YOU HAVE TOWARD YOUR MAJOR STAKEHOLDERS?
• INCLUDE AT LEAST FOUR GROUPS OF STAKEHOLDERS
CORPORATE OBJECTIVES
• SET LONG -TERM CORPORATE OBJECTIVES
• SET SHORT-TERM CORPORATE OBJECTIVES
SELECT A GRAND STRATEGY
• GENERATE STRATEGIC OPTIONS
• GENERATE A SET OF EVALUATIVE CRITERIA: EXPANSION IN EUROPE, MERGER
• APPLY THE CRITERIA TO THE STRATEGIC OPTIONS
• CHOOSE THE MOST EFFECTIVE STRATEGY
SELECT ACOMPETITIVE STRATEGY
• COST LEADERSHIP, PRODUCT DIFFERENTIAION, FOCUS
• JUSTIFY YOUR SELECTION
OPERATIONAL STRATEGY
• A DETAILED PLAN OF ACTION FORMULATED TO ACHIEVE DEPARTMENTAL OBJECTIVES
FORMULATE TWO OPERATIONAL STRATEGIES• AT LEAST ONE TO IMPLMENT THE
GRAND STRATEGY
• A SECOND TO SOLVE A PROBLEM OR REMOVE A WEAKNESS
• OTHERS IF APPLICABLE
STRUCTURE OF THE OPERATIONAL STRATEGY
• LONG AND SHORT-TERM OBJECTIVES
• SPECIFIC RECOMMENDATIONS CLASSIFIED BY SUBCOMPONENTS
• TIME TABLE
• COST
• SAVINGS, IF ANY