Strategy in Action 13: Resourcing Strategies. Exploring Corporate Strategy 8e, © Pearson Education...
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Transcript of Strategy in Action 13: Resourcing Strategies. Exploring Corporate Strategy 8e, © Pearson Education...
![Page 1: Strategy in Action 13: Resourcing Strategies. Exploring Corporate Strategy 8e, © Pearson Education 2008 13-2 Learning Outcomes (1) Analyse the resource.](https://reader035.fdocuments.us/reader035/viewer/2022062714/56649d3a5503460f94a14326/html5/thumbnails/1.jpg)
Strategy in Action13: Resourcing Strategies
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13-2Exploring Corporate Strategy 8e, © Pearson Education 2008
Learning Outcomes (1)
Analyse the resource management issues that are important to achieving strategic success in four key resource areas:The management of people
Access to and processing of information to build capabilities and change business models and/or managerial processes
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13-3Exploring Corporate Strategy 8e, © Pearson Education 2008
Learning Outcomes (2)
The management of finance to create financial value, fund strategic developments and address the differing financial expectations of stakeholders
The management of technology to address changing competitive forces on an organisation and improve strategic capability
Address the integration of resources and competences across resource areas to underpin the success of strategy
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13-4Exploring Corporate Strategy 8e, © Pearson Education 2008
Exhibit 13.1 Resourcing Strategies
People Information
Finance Technology
Organisationalstrategies
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13-5Exploring Corporate Strategy 8e, © Pearson Education 2008
What are Resourcing Strategies?
Resourcing strategies are concerned with the two-way relationship between overall
business strategies and strategies in separate resource areas such as people, information, finance, and
technology.
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13-6Exploring Corporate Strategy 8e, © Pearson Education 2008
Exhibit 13.2 Strategy and People
Strategy
People as a resource
Organisingpeople
People and behaviour
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13-7Exploring Corporate Strategy 8e, © Pearson Education 2008
Traditional HR Activities Viewing People as Resources
Audits
Goal-setting and performance assessment
Planning of rewards
Recruitment and retention
Training and development plans
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13-8Exploring Corporate Strategy 8e, © Pearson Education 2008
People and Behaviour
Understanding the need to change organisational paradigms
Seeing role as ‘shapers of context’
Understanding the relationship between behaviours and strategic choices
Being realistic about the difficulty and time-scales in achieving change
Being able to vary style of managing change
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13-9Exploring Corporate Strategy 8e, © Pearson Education 2008
Roles of the HR Function
Service provider Regulator
Advisor Change agent
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13-10Exploring Corporate Strategy 8e, © Pearson Education 2008
Customer Relations at KLM
Were KLM’s HR policies adequate for delivering on the promise of the Reliable Airline?
How did the behaviour of front-line staff influence the actual service delivery?
What could be changed to improve the consistency of service delivery?
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13-11Exploring Corporate Strategy 8e, © Pearson Education 2008
Exhibit 13.3 Competitive Advantage Through People
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13-12Exploring Corporate Strategy 8e, © Pearson Education 2008
Exhibit 13.4 Strategy and Information
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13-13Exploring Corporate Strategy 8e, © Pearson Education 2008
Information and Strategic Capability
Improving product/service features
Competitive performance
Ease/difficulty of imitation
Competitive positioning
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13-14Exploring Corporate Strategy 8e, © Pearson Education 2008
Information and Product/Service Features
Lower prices
Improved pre-purchase information
Easier, faster purchasing
Shorter development times
Product or service reliability
Personalised products
Improved after-sales service
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13-15Exploring Corporate Strategy 8e, © Pearson Education 2008
What is Data Mining?
Data mining is the process of finding trends, patterns, and connections in data in order to inform and improve
competitive performance.
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13-16Exploring Corporate Strategy 8e, © Pearson Education 2008
Information and Competitive Positioning
Routinisation – Cost Reduction
Mass customisation – more Product Features
Customisation – advanced information
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13-17Exploring Corporate Strategy 8e, © Pearson Education 2008
Information and Business Models
Electronic processing
Extended functions
New functions
Internal changes
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Exhibit 13.5 Changing Business Models
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13-19Exploring Corporate Strategy 8e, © Pearson Education 2008
ZOPA Leverages DIY Craze
How has ZOPA changed the business model for lending and borrowing?
List the advantages and disadvantages for lenders and borrowers of dealing with ZOPA instead of a bank.
How could the banks respond?
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13-20Exploring Corporate Strategy 8e, © Pearson Education 2008
Exhibit 13.6 Strategy and Finance
Strategy
Managing for value
Financialexpectations
Fundingstrategies
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13-21Exploring Corporate Strategy 8e, © Pearson Education 2008
What is Managing for Value?
Managing for value is concerned with maximising the long-term
cash-generating capability of an organisation.
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13-22Exploring Corporate Strategy 8e, © Pearson Education 2008
Value Creation
Funds from operations
Investment in assets
Financing costs
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13-23Exploring Corporate Strategy 8e, © Pearson Education 2008
Exhibit 13.7 Financial Aspects of Value Creation
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13-24Exploring Corporate Strategy 8e, © Pearson Education 2008
Funding Strategies
Sources of fundsBusiness and financial risks
Portfolio issuesMergers and acquisitions
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Exhibit 13.8 Balancing Business and Financial Risk
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13-26Exploring Corporate Strategy 8e, © Pearson Education 2008
Exhibit 13.9 Strategy and Technology
Strategy
Technology and the competitive situation
Organisingtechnology
Technology and strategic capability
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13-27Exploring Corporate Strategy 8e, © Pearson Education 2008
Exhibit 13.10 Matching Technology Strategies to Markets
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Exhibit 13.11 Developing or Acquiring Technology
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13-29Exploring Corporate Strategy 8e, © Pearson Education 2008
Organising Technological Development
Location and funding
Global vs local development
Organisational processes
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Exhibit 13.12 Funding and Location of R&D
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13-31Exploring Corporate Strategy 8e, © Pearson Education 2008
What is a Stage-Gate Process?
A stage-gate process is a structured review process to assess
progress on meeting product performance characteristics during
the development process and ensuring that they are matched with
market data.
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Exhibit 13.13 Resource Integration in a New Product Launch