Download - Ateneo 5 strategies
Apr 8, 2023
STRATEGIES IN ACTION Session 5
Professor Hilda L. TeodoroAteneo Graduate School of Business
2 HILDA L. TEODORO ATENEO GRADUATE SCHOOL OF BUSINESS
AGENDA: STRATEGIES
Choices/Types of StrategiesAnalytical Tools for Strategic Direction-Setting
SWOT, BCG, SPACE, IE and GRAND STRATEGY
Setting of Strategic Objectives
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CHOICES & TYPES OF STRATEGIES
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TYPES OF STRATEGIES
Intensive•Market Penetration•Market Development•Product Development
Defensive•Retrenchment •Divestiture•Liquidation
Diversification•Concentric Diversification•Horizontal Diversification•Conglomerate Diversification
Integration•Forward Integration•Backward Integration•Horizontal Integration
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Forward Integration
Gaining ownership or increased control over distributors.FedEx completed a buyout of Tianjin Datian's domestic express delivery network as part of the $400 million deal, giving it 89 office locations across China to help it compete with UPS, DHL and TNT in the booming Chinese logistic market.
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Backward Integration
Seeking ownership or increased control of firm’s suppliers.2007 - Symrise acquires Paris/Madagascar-based Aromatics S.A.S. Symrise, one of the world's leading manufacturers of flavors and fragrances, is continuing to expand its international business activities in the sector of natural raw materials and extracts. “This backward integration in the field of vanilla has successfully proven that it translates into first-class raw materials and a secure supply chain, as well as reliability and traceability for our customers,” said Heinrich Schaper, President Flavor & Nutrition EAME (Europe, Africa, Middle East) at Symrise
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Horizontal Integration Seeking ownership of competitors.
2000: Pfizer, the manufacturer of Viagra, boosted its market cap from $172 billion to $271 billion after acquiring rival Warner-Lambert Co. rising from global No. 20 to No. 4.
2007: Pfizer has entered into an agreement to acquire Coley Pharmaceutical Group, Inc. a publicly-held biopharmaceutical company specializing in vaccine adjuvant technology and a new class of immunomodulatory drug candidates designed to fight cancers, allergy and asthma disorders, and autoimmune diseases.
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Increasing market share for present products in present markets through greater marketing efforts. In the 1960s and early 1970s, PepsiCo was a much more aggressive and innovative company than Coca Cola. When Coke finally woke up-after losing its market leadership--it did a terrific job of advertising, too. And when Pepsi's managers responded by revving up their already aggressive advertising, the result made history. Industry growth has doubled, and both companies' market shares were the highest ever.http://www.thecoca-colacompany.com/presscenter/av_advertising.html
Market Penetration
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Market Development
Introducing present products in new geographic area or finding new market segments for present products.. After years of speculation, last June 2007 the iPhone, perhaps the most hyped consumer electronics device ever created, started shipping in the US.Jobs said Apple plans to bring the iPhone to Europe in the fourth calendar quarter of 2007, and to Asia in 2008.
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Product Development
increasing sales by improving present products or developing new ones.
Nokia is constantly developing newer versions of their cell phones.
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Related (Concentric) Diversification
adding new but related products.
Telephone companies and cable firms offer Internet access.
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Unrelated Diversification
adding new unrelated products or services
Amazon.com originally offered books and CDs. Now its assortment is huge with kitchen sections, auction sections etc
GE makes power plants, locomotives, lightbulbs, and refrigerators; GE manages more credit cards than American Express.
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Retrenchment
Regroup through cost and asset reduction to reverse declining profit. In 2002 Club Med kicked off a cost-cutting program expected to save up to $36 million a year by merging regional offices and closing 17 of 120 resorts. "We're shrinking temporarily to face lower demand," says Bourguignon, Club Med CEO
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Divestiture
Selling a division or part of an organization. In 1997 Sara Lee embarked on a major restructuring designed to boost both profits, which had been growing by just 6 percent a year since 1992. Sara Lee aimed to shift from a manufacturing and sales orientation to one focused foremost on marketing the firm's top brands. The company sold off more than 110 manufacturing and distribution facilities over the next two years.
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Liquidation
Selling all of a company’s assets. GM liquidated its Canadian factory that made Camaros and Firebirds.
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Means For Achieving Strategies
Joint venture/Partnering – two firms form another org for cooperative purposes. Movielink is a joint venture by five major movie studios aimed at creating an Internet video-on-demand service. Merger – when two organizations of about equal size unite to form one enterprise. Equitable and PCI Bank merge.Acquisition – when a large organization purchases a smaller firm. Pfizer acquired Pharmacia for $50 billion.
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Why Is It Not Advisable To Pursue Too Many Strategies At Once?
Organizational resources are spread too thin.
All organizations have limited resources. No organization can pursue all the strategies .
No more than a few strategies can be financed, marketed, and managed effectively at the same time.
Some practitioners say only a single strategy should be pursued at a given time by a single organization.
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Michael Porter’s Generic Strategies
Focus:Differentiation
Differentiation
Focus:Cost Leadership
Cost Leadership
Uniqueness Low Cost
Broad
Narrow
Strategic AdvantageTarg
et
Mark
et
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01/14/96
Cost Leadership Strategy
Successful cost leaders develop competitive advantage by offering of comparable quality at lower prices than most industry competitors.
Seeks efficient facilities, employs tight cost controls
Probably most effective in those markets where price is the most important factor (over service, technology, or product characteristics).
Seek to exploit economies of scale and experience by maximizing sales volume
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01/14/96
Differentiation Strategy
Seeks to distinguish its products and services from competitorsFeatures what is important & valuable to buyersFirms must develop strong marketing capabilities and a reputation for quality or uniqueness.
• technical superiority
• quality• support services• guarantees• image/prestige/
reliability• delivery• style• options
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Focus Strategy
These firms seek overall cost leadership or perceived uniqueness, but they “focus” that advantage on a particular market segment.
segment is big enough to be profitable
segment has good growth potential
Firm has superior ability to serve buyers in segment
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ANALYTICAL TOOLS FOR STRATEGIC DIRECTION-SETTING
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SW
OT
MA
TR
IXSTRENGTHS12 List3 strengths 45
OPPORTUNITIES12 List3 opportunites 45
SO Strategies12 Use strength3 to take advan- 4 tage of oppor-5 tunities
THREATS12 List3 threats 45
ST Strategies12 Use strengths3 to avoid 4 threats5
WT Strategies12 Minimize3 weaknesses & 4 avoid threats5
WO Strategies12 Overcome 3 weakness by 4 taking advantage5 of opportunities
WEAKNESSES12 List3 weaknesses 45
Fred David
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SA
MPLE
SW
OT
STRENGTHS--S1. Good editorial quality.2. High readership ratings.3. Market leadership.4. Strong staff loyalty.5. United Board of Directors
OPPORTUNITIES—O1. Better relations with government.2. The youth market3. The lower income markets.4. Better newspaper technology.5. Digital advertising.
SO STRATEGIES1. Introduce a new product for the youth market (S1, S2, S3,O1,O2)2. Introduce a new product for the lower income market (S1,S2,S3, O1,O3)3. Offer digital advertising services (S3, O4, O5).
THREATS--T1. Television.2. High newsprint costs.3. Declining readership.4. Slowdown in the economy.5. Internet and on-line
publications.
ST STRATEGIES1. Introduce a free print medium. (S1,S2,S3, T1,T4)2. Introduce a youth website. (S1,S3,T1,T5)
WT STRATEGIES1. Set up regional printing sites (W1, T2).2. Merge non-revenue earning classifieds products into the main classifieds (W2,T2).
WO STRATEGIES1. Develop a readership program involving employees (W3,W4,O2,O3).2. Convert non-revenue earning products into a youth publication (W1,W2, O2).
WEAKNESSES—W
1. Profit margin squeeze.
2. No. 2 in classifieds.
3. Lack of a shared culture.
4. Complacency.
5. Lack of entrepreneurial spirit
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Space Matrix
Financial Strength(6=Best,1=Worse)1. Profit margin down2. High receivables3. Current ratio down4. 24% increase in sales5. Expenses up by 34%
TotalAverage
Rating1.01.01.06.01.010.02.0
Environmental Stability(-1=Best,-6=Worse)1. Broadsheet circulation decreasing2. Decline in newspaper readership3. Slow economic growth
TotalAverage
-6.0-5.0-6.0-17.0-5.2
Internal Strategic Position y-axis=fs + es
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Space Matrix Example
Competitive Advantage(-1=Best,-6=Worse) 1. Highest readership 2. Market leadership in advertising 3. Highest credibility
Total Average
Rating -1.0 -1.0 -1.0 -3.0 -1.0
Industry Strength(6=Best,1=Worse) 1. Strong competition among top players 2. Effective medium for direct response advertising 3. High entry and exit costs 4. Print ads cheaper than tv ads 5. Long shelf life
Total Average
Rating 6.0 6.0 4.0 6.0 6.0 28.0 5.6
External Strategic Position x-axis=ca + is
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Ind
ustry S
treng
thS
PA
CE
MA
TR
IX
-6 -5 -4 -3 -2 -1
Conservative
Defensive Competitive
Aggressive
+1+2+3+4+5+6
+6+5+4+3+2+1
-2-3-4-5-6
(+4.6, -3.2)
External Strategic Position x-axis=ca(-1.0)+is(5.6)= +4.6Internal Strategic Position y-axis=es(-5.2)+fs(2.0)= -3.2
The Company is competing fairly well in an unstable environment
Financial Strength
Environmental Stability
Co
mp
etit
ive
Ad
van
tag
e
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THE STRATEGIC POSITION AND ACTION EVALUATION (SPACE) MATRIX
CONSERVATIVE +6
Stay close to core comp, +5
No excessive risks +4
> Market Penetration +3
> Market Development +2
> Product Development +1
> Concentric Diversif 0
_ AGGRESSIVE
_ > Market Penetration
_ > Market Development
_ > Product Development
_ > Integration
_ > Diversification
-6 -5 -4 -3 -2 -1
Rectify internal weaknesses -2
Avoid external threats -3
> Retrenchment -4
> Divestiture -5
> Liquidation -6
DEFENSIVE
_ +1 +2 +3 +4 +5 +6
_ > Integration
_ > Market Penetration
_ > Market Development
_ > Product Development
_ > Joint Venture
COMPETITIVE
CA
ES
IS
FS Fred David
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BC
G M
AT
RIXH
M
L
Relative Market ShareH M L1.0 0.50 0.0
Ind
ustr
y S
ale
s G
row
th
Rate
STARSIntensive strategiesIntegration strategiesDiversification strategies
QUESTIONMARKSIntensive Strategies
Divest
DOGSRetrenchmentLiquidation Divestment
CASH COWSProduct DevelopmentConcentric Diversification
(Internal Strengths)(I
nd
ust
ry A
ttra
ctiv
enes
s)
Fred David
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BCG MATRIX
Used for Portfolio Management.Relative market share: ratio of a division’s own market share to the market share held by the largest rival firm. Dividing point is usually selected to have only the two-three largest competitors fall in the high market share region.Industry Growth Rate: Dividing point is typically the GNP’s growth rate. Draws attention to the cash flow, investment characteristics and needs of the organization’s various divisions.Pearce & Robinson
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I
INTERNAL-EXTERNAL (IE) MATRIX
IV
VII
II
VIII IX
VI
III
V
AVERAGE2.0-2.99
WEAK1.0-1.99
STRONG3.0-4.0
MEDIUM2.0-2.99
LOW1.0-1.99
HIGH3.0-4.0
Grow &Build
Harvest &Divest
Hold &Maintain
TOTAL IFE WEIGHTED SCORES
TO
TA
L E
FE W
EIG
HTED
SC
OR
ES
Intensive Integrative
Intensive Integrative
Market penetrationProd. devt
Market penetrationProd. devt
Market penetrationProd. devt
Divestment
Divestment Divestment
Intensive Integrative
Fred David
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SAMPLE INTERNAL-EXTERNAL (IE) MATRIX
I
IV
VII
II
VIII IX
VI
III
V
AVERAGE2.0-2.99
WEAK1.0-1.99
STRONG3.0-4.0
MEDIUM2.0-2.99
LOW1.0-1.99
HIGH3.0-4.0
Intensive Integrative
TOTAL IFE WEIGHTED SCORE= 3.2
TO
TA
L E
FE W
EIG
HTED
SC
OR
E =
3.0
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THE GRAND STRATEGY MATRIX
Quadrant II1. market development2. market penetration3. product development4. horizon integration5. divestiture6. liquidation
Quadrant I1. market development2. market penetration3. product development4. forward integration5. backward integration6. horizontal integration7. concentric
diversificationQuadrant III1. retrenchment2. concentric diversification3. horizontal diversification4. conglomerate
diversification5. divestiture6. liquidation
Quadrant IV1. concentric diversification2. horizontal diversification3. conglomerate
diversification4. joint venture
WEAK
COMPET I T IVE
STRONG
COMPET I T IVE
RAPID MARKET GROWTH
SLOW MARKET GROWTH Fred David
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STRATEGIES SUMMARY
STRATEGY OPTIONS TOWS SPACE IEM GSM TOTAL
INTEGRATION STRATEGIES
1 Forward Integration
1
1 2
2 Backward Integration
1
1 2
3 Horizontal Integration
1
1 2
INTENSIVE STRATEGIES 0
4 Market Penetration 1 1 1 1 4 5 Market Development 1 1
1 3
6 Product Development
1 1 1 3
DIVERSIFICATION STRATEGIES
0
7 Concentric Diversification
1
1 2
8 Conglomerate Diversification
1
1
9 Horizontal Diversification
1
1
DEFENSIVE STRATEGIES 0
10
Joint Venture
011
Retrenchment
012
Divestiture
013
Liquidation
0
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THE QSP MATRIX (QSPM)
STEPS
1. List key external opportunites/threats and internal strenths and weaknesses (identical to EFE & IFE)
2. Assign weights(identical to EFE & IFE)
3. Examine stage 2 matrices/identify alternatives – choose top 3 or 4 alternatives (see Matching Strategies Summary)
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THE QSP MATRIX(QSPM)
4. determine attractiveness score (AS) - be sure not to assign the same AS in a given row. Recall that dashes should be inserted all the way across a given row when used.
1. Not attractive
2. Somewhat attractive
3. Reasonably attractive
4. Highly attractiveAS: Does this factor affect the choice of strategies being made? If the answer to the above question is no then use a dash across set.If you assign an AS score to one strategy, you must assign an AS to the other strategies in the set
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SAMPLE QSP MATRIX (QSPM)
Market Product Horizontal
Penetration Development Integration
CRITICAL SUCCESS FACTORS Wgt. AS TAS AS TAS AS TAS
OPPORTUNITIES
1. Better relations w ith the present government. 0.10 4 0.40 3 0.30 2 0.20
2. Reach out to the youth market. 0.10 3 0.30 4 0.40 2 0.20
3. Reach out to the low er income markets not
reached by the broadsheet. 0.15 4 0.60 2 0.30 3 0.45
4. Better new spaper technology. 0.05 - - - - - -
5. Digital advertising services. 0.05 - - - - - -
THREATS
1. Television. 0.15 4 0.60 3 0.45 2 0.30
2. High new sprint costs. 0.10 - - - - - -
3. Decline in new spaper readership. 0.15 3 0.45 4 0.60 2 0.30
4. Slow dow n in the economy. 0.10 3 0.30 4 0.40 2 0.20
5. Internet and on-line publications. 0.05 3 0.15 2 0.10 1 0.05
STRENGTHS
1. Good editorial quality. 0.15 4 0.60 3 0.45 2 0.30
2. High readership ratings. 0.05 4 0.20 3 0.15 2 0.10
3. Continued market leadership. 0.10 4 0.40 3 0.30 2 0.20
4. Strong loyalty of staff to the company. 0.10 - - - - - -
5. Uited Board of Directors and good leadership. 0.15 3 0.45 4 0.60 2 0.30
WEAKNESSES
1. Profit margin squeeze. 0.15 2 0.30 3 0.45 4 0.60
2. No. 2 in classif ieds. 0.05 1 0.05 2 0.10 3 0.15
3. Lack of shared corporate culture. 0.10 2 0.20 3 0.30 1 0.10
4. Resistance to change. 0.05 - - - - - -
5. Lack of Entrepreneurial Spirit 0.10 - - - - - -
TOTAL 2.00 5.00 4.90 3.45
STRATEGIC ALTERNATIVES
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SETTING OF STRATEGIC OBJECTIVES
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Arriving at a clearer definition of where we want to go and what we want to achieve in a given planning horizon.
An Objective must be:
• Specific• Measurable• Achievable • Realistic• Time-bound
It must also be:
•Challenging•Hierarchical•Understandable
SETTING OF STRATEGIC OBJECTIVES
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OBJECTIVE-SETTING
TYPES OF OBJECTIVES: STRATEGIC & FINANCIAL
EXAMPLES
STRATEGIC OBJECTIVES
• A bigger market share• Quicker design-to-market
times than rivals• Higher product quality• Lower costs relative to
competitors• Broader or more attractive
product line• Superior customer service• Wider geographic
coverage
FINANCIAL OBJECTIVES
• Growth in revenues• Growth in earnings• Wider profit margins• Higher returns on invested
capital• Attractive economic value
added (EVA) performance• Bigger cash flows• A rising stock price• Earnings per Share• Strong bond and credit
ratings
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EXAMPLE
STRATEGIC OBJECTIVE: TO DOUBLE REVENUES IN FIVE YEARS
STRATEGIES:
Improve product quality through the acquisition of new production facilities with advance/better technology
Build a strong brand image through greater advertising efforts
Strengthen sales and distribution system, and focus on the institutional outlets
Enter the low-end market through the acquisition of XYZ Company
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EXAMPLE
STRATEGIC OBJECTIVE: To improve profitability from 6% to 12% by 2008
STRATEGIES:
To rationalize product line by eliminating low-margin and slow-moving products
To move from in-house selling, warehousing and distribution to third-party distributorship system
To change packaging materials from imported to locally-sourced ones
To reduce manpower complement by 20% by integrating the Finance and HR functions, and the Marketing and Sales Units