mgmt5 © 2012 cengage learning organizational strategy 6

MGMT5

© 2012 Cengage Learning

Organizational Strategy6

© 2012 Cengage Learning

1. specify the components of sustainable competitive advantage and explain why it’s important

2. describe the steps involved in the strategy-making process

3. explain the different kinds of corporate-level strategies

4. describe the different kinds of industry-level strategies

5. explain the components and kinds of firm-level strategies

Basics of Organizational Strategy

1. specify the components of sustainable competitive advantage and explain why it’s important

2. describe the steps involved in the strategy-making process

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Competitive Advantage

• Resources– assets, capabilities, processes, employee time,

information, and knowledge that an organization controls.

• Competitive advantage– providing greater value for customers than

competitors can

• Sustainable competitive advantage– when other companies cannot duplicate the

value a firm is providing to customers

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Sustainable Competitive Advantage

Resources must be…• Valuable• Rare• Imperfectly imitable• Nonsubstitutable

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Three Steps of the Strategy-Making Process

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Assess

• Difficult because there is a lot of uncertainty in business.

• Also, top managers are often slow to recognize the need for strategic change. – competitive inertia

• Managers must be aware of strategic dissonance.

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Situational Analysis

• Strengths

• Weaknesses

• Opportunities

• Threats

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Internal Analysis

• Distinctive competence– something that a company can make, do, or

perform better than competitors

• Core capabilities– less visible, internal decision-making routines,

problem-solving processes, and organizational cultures that determine how efficiently inputs can be turned into outputs

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Looking Outside

• Environmental scanning• Strategic group

– group of companies within an industry that top managers choose to compare, evaluate, and benchmark strategic threats and opportunities

• Core firms– central companies in a strategic group

• Secondary firms– firms that use strategies related to but somewhat

different from those of core firms

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Choosing Strategic Alternatives

• Risk-avoiding strategy

• Risk-seeking strategy

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Strategic Reference Points

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Corporate-, Industry-, and Firm-Level Strategies

3. explain the different kinds of corporate-level strategies

4. describe the different kinds of industry-level strategies

5. explain the components and kinds of firm-level strategies

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Corporate Level Strategy

“What business or businesses are we in or should we be in?”

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Portfolio Strategy

A corporate-level strategy that minimizes risk by diversifying investment among various businesses or product lines.

Companies can grow through:•acquisitions•unrelated diversification

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BCG Matrix

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U-Shaped Relationship between Diversification and Risk

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Grand Strategies

Broad strategic plans used to help an organization achieve its strategic goals

•Growth strategy•Stability strategy•Retrenchment strategy

– make significant cuts– recovery

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Industry-Level Strategies

“How should we compete in this industry?”

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Porter’s Five Industry Forces

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Positioning Strategies

• Cost leadership

• Differentiation

• Focus

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Adaptive Strategies

• Defenders

• Prospectors

• Analyzers

• Reactors

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Direct Competition

The rivalry between two companies offering similar products or services that

acknowledge each other as rivals and take offensive and defensive positions as they act and react to each other’s strategic actions.

•Market commonality

•Resource similarity

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A Framework of Direct Competition

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Strategic Moves of Direct Competition

• Attack– a competitive move designed to reduce a

rival’s market share or profits

• Response– a countermove, prompted by a rival’s attack,

designed to defend or improve a company’s market share or profit

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REELTOREAL

Field of Dreams

1. If you were Ray, what would you do in this situation? Would you be more likely to take Mark’s advice or Karin’s?

2. If Ray decides to do what his daughter Karin suggests with the field, could you call that an example of entrepreneurship? Intrapreneurship?

3. What are the risks Ray faces if he acts on Karin’s suggestion?

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REELTOREAL

Theo Chocolate

1. Evaluate Theo’s new strategy in light of the company’s strengths, weaknesses, opportunities, and threats.

2. Using the BCG Matrix, explain Theo’s decision to offer a classic line of chocolate bars after having limited success with Fantasy Flavor chocolates.

3. Which of the three competitive strategies—differentiation, cost leadership, or focus—do you think is right for Theo Chocolate? Explain.

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