bus 411 day 10. agenda assignment #3 not corrected still waiting for submissions assignment #4...
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Agenda
Assignment #3 not corrected Still waiting for submissions
Assignment #4 assigned this class Templates available in WebCT Discussion on Mid-term will be after Spring Break
Chapters 1-9 Take home Intense
Finish Discussion on Strategy Analysis and choice
Strategy-Formulation Analytical Framework
SWOT Matrix
SPACE Matrix
BCG Matrix
IE Matrix
Grand Strategy Matrix
Stage 2:The Matching Stage
IE Matrix
The IE Matrix positions an organization’s various divisions in a nine-cell display illustrated in Figure 6-10.
The IE Matrix is similar to the BCG Matrix in that both tools involve plotting organization divisions in a schematic diagram; this is why they are called portfolio matrices.
Differences between the IE Matrix and the BCG Matrix Axis are different. IE Matrix requires more information about divisions than
BCG. Strategic implications of each matrix are different.
IE Matrix
I II III
IV V VI
VII VIII IX
IFE ScoresStrong Average Weak3-4 2-2.99 1-1.99
High3-4
Medium2-2.99
Low1-1.99
EF
ES
core
s
Strategy-Formulation Analytical Framework
SWOT Matrix
SPACE Matrix
BCG Matrix
Grand Strategy Matrix
Stage 2:The Matching Stage
IE Matrix
Grand Strategy Matrix
Tool for formulating alternative strategies
Based on two dimensions
Competitive position
Market growth
Ch 6 -8
Quadrant IV
1. Concentric diversification
2. Horizontal diversification
3. Conglomerate diversification
4. Joint ventures
Quadrant III
1. Retrenchment
2. Concentric diversification
3. Horizontal diversification
4. Conglomerate diversification
5. Liquidation
Quadrant I
1. Market development
2. Market penetration
3. Product development
4. Forward integration
5. Backward integration
6. Horizontal integration
7. Concentric diversification
Quadrant II
1. Market development
2. Market penetration
3. Product development
4. Horizontal integration
5. Divestiture
6. Liquidation
RAPID MARKET GROWTH
SLOW MARKET GROWTH
WEAK COMPETITIVE
POSITION
STRONGCOMPETITIVE
POSITION
Grand Strategy Matrix
Excellent strategic position
Concentration on current markets/products
Take risks aggressively when necessary
Quadrant I
Grand Strategy Matrix
Evaluate present approach
How to improve competitiveness
Rapid market growth requires intensive strategy
Quadrant II
Grand Strategy Matrix
Compete in slow-growth industries
Weak competitive position
Drastic changes quickly
Cost & asset reduction (retrenchment)
Quadrant III
Grand Strategy Matrix
Strong competitive position
Slow-growth industry
Diversification to more promising growth areas
Quadrant IV
Strategy-Formulation Analytical Framework
Stage 3:The Decision Stage
Quantitative StrategicPlanning Matrix
(QSPM)
QSPM
Technique designed to determine the relative attractiveness of feasible alternative actions
Quantitative Strategic Planning Matrix
Six steps to developing a QSPM:1. Make a list of the firm’s key external opportunities/threats and
internal strengths/weaknesses in the left column of the QSPM.2. Assign weights to each key external and internal factor.
1. Weights for each category should add up to one
3. Examine the Stage 2 matrices and identify alternative strategies that the organization should consider implementing.
4. Determine the Attractiveness Scores (AS).5. Compute the total AS.
1. Weight * AS6. Compute the sum Total AS.
Ch 6 -16
QSPM
Key Internal Factors
Management
Marketing
Finance/Accounting
Production/Operations
Research and Development
Computer Information Systems
Strategy 3Strategy 2Strategy 1WeightKey External Factors
Economy
Political/Legal/Governmental
Social/Cultural/Demographic/Environmental
Technological
Competitive
Strategic Alternatives
QSPM
Requires intuitive judgments & educated assumptions
Only as good as the prerequisite inputs
Limitations
QSPM
Sets of strategies considered simultaneously or sequentially
Integration of pertinent external & internal factors in the decision making process
Advantages
Cultural Aspects of Strategy Choice
Successful strategies depend on the degree of consistency with the firm’s culture
Organization Culture
Politics of Strategy Choice
Management hierarchy
Career aspirations
Allocation of scarce resources
Politics in Organizations
Successful Strategists :
Were found to let weakly supported ideas and proposals die through inaction and to establish additional hurdles or tests for strongly supported ideas considered unacceptable but not openly opposed.
Politics of Strategy Choice
Equifinality
Same outcomes by different means
Satisfying
Good results with acceptable strategy is better than excellent results with an unpopular strategy
Generalization
Less detail
Higher-order issues
Take cars of the big stuff first
Political access on important issues
Agency and political avenues for redress
Political tactics for strategists
Governance Issues
Control & oversight over management
Adherence to legal prescriptions
Consideration of stakeholder interests
Advancement of stockholder rights
Board of Directors Roles & Responsibilities
Corporate Governance Issues
1. No more than 2 directors current or former company executives2. No directors do business with the company3. Audit, compensation, and nominating committees made up
of outside directors4. Each director attends at lest 75% of all meetings5. Audit committee meets at least four times a year6. CEO is not also the Chairperson of the Board7. Shareholders have considerable power and information to
choose & replace directors8. Stock options are considered a corporate expense9. No interlocking directorships
Business Week’s “principles of good governance”
Chapter 7Implementing Strategies: Management & Operations Issues
Strategic Management: Concepts & Cases
10th EditionFred David
PowerPoint Slides by
Anthony F. Chelte
Western New England College
Chapter Outline (cont’d)
Restructuring, Reengineering & E-Engineering
Linking Performance & Pay to Strategies
Managing Resistance to Change
Chapter Outline (cont’d)
Managing the Natural Environment
Creating a Strategy-Supportive Culture
Production/Operations Concerns When Implementing Strategies
Pretend that every single person you meet has a sign around his or her neck that says, “Make me feel important” –
Mary Kay Ash, CEO of Mary Kay, Inc.
Implementing Strategies
-- Successful strategy formulation does not guarantee successful strategy implementation
The Nature of Strategy Implementation
Formulation positions forces before the action
Implementation manages forces during the action
Nature of Strategy Implementation
Formulation vs. Implementation
Formulation focuses on effectiveness
Implementation focuses on efficiency
Nature of Strategy Implementation
Formulation vs. Implementation
Formulation primarily an intellectual process
Implementation primarily an operational process
Nature of Strategy Implementation
Formulation vs. Implementation
Formulation requires good intuitive & analytical skills
Implementation requires special motivational & leadership skills
Nature of Strategy Implementation
Formulation vs. Implementation
Formulation requires coordination among a few individuals
Implementation requires coordination among many individuals
Nature of Strategy Implementation
Formulation vs. Implementation
Varies among different types & sizes of organizations
Nature of Strategy Implementation
Strategy Implementation