mgt420(chap04)

PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama

© 2007 Thomson/South-Western. All rights reserved.© 2007 Thomson/South-Western. All rights reserved.

Strategic Strategic Management Management and Planning and Planning in a Globalin a GlobalEnvironmentEnvironment

ChapterChapter

44

Part 2 Planning Challenges in the 21st CenturyPart 2 Planning Challenges in the 21st Century

© 2007 Thomson/South-Western. All rights reserved. 4–2

Figure 4.1Figure 4.1 The Strategic Management ProcessThe Strategic Management Process


Key TermsKey Terms

• Strategic ManagementStrategic Management Overall, long-run management.Overall, long-run management.

• Strategic PlanningStrategic Planning The process of making plans and decisions that are The process of making plans and decisions that are

focused on long-run performance.focused on long-run performance.

• Strategic PlanStrategic Plan A comprehensive plan that provides overall direction A comprehensive plan that provides overall direction

for the organization.for the organization.


Key Terms (cont’d)Key Terms (cont’d)

• Strategic AnalysisStrategic Analysis An assessment of the external and internal An assessment of the external and internal

environments of an organization.environments of an organization.

• Strategy FormulationStrategy Formulation Establishing strategy and tactics necessary to Establishing strategy and tactics necessary to

achieve the mission of the organization.achieve the mission of the organization.


Benefits of Strategic PlanningBenefits of Strategic Planning

• EconomicEconomic Organizations that plan strategically outperform those Organizations that plan strategically outperform those

that do not.that do not.

• BehavioralBehavioral Identification of organizational and environmental Identification of organizational and environmental

conditions that may create problems in the long run.conditions that may create problems in the long run. Better decisions as a result of the group decision-Better decisions as a result of the group decision-

making process.making process. Participation in the planning process increases Participation in the planning process increases

participants understanding of how the plan is to be participants understanding of how the plan is to be implemented and their willingness to change.implemented and their willingness to change.


Strategic Analysis: Assessment in aStrategic Analysis: Assessment in aGlobal EnvironmentGlobal Environment

• The purpose of strategic analysis is to evaluate The purpose of strategic analysis is to evaluate the present situation of the organization.the present situation of the organization. Analysis requires three primary activities:Analysis requires three primary activities:

Assessing the mission of the organizationAssessing the mission of the organization

Internal environmental analysisInternal environmental analysis

External environmental analysisExternal environmental analysis


SWOT AnalysisSWOT Analysis

• The combined internal and external strategic The combined internal and external strategic analysis is referred to as a analysis is referred to as a SWOTSWOT analysis. analysis.SStrengthstrengths

WWeaknesseseaknesses

OOpportunitiespportunities

TThreatshreats


Assessing the Mission of an Assessing the Mission of an OrganizationOrganization• The mission of an organization reflects its The mission of an organization reflects its

fundamental reasons for existence.fundamental reasons for existence.

• Though mission statements vary greatly, every Though mission statements vary greatly, every mission statement should describe three primary mission statement should describe three primary aspects of an organization:aspects of an organization:

1.1. The organization’s primary products or services.The organization’s primary products or services.

2.2. The organization’s primary target markets.The organization’s primary target markets.

3.3. The organization’s overall strategy for ensuring long-The organization’s overall strategy for ensuring long-term success.term success.


Key TermsKey Terms

• Strategic DirectionStrategic Direction Direction of the organization toward success in the Direction of the organization toward success in the

long run.long run.

• VisionVision The ability to predict opportunities and threats in the The ability to predict opportunities and threats in the

future.future. A vision statement is intended to guide the organization in the A vision statement is intended to guide the organization in the

future, what the organization wants to become or where it future, what the organization wants to become or where it wants to be.wants to be.

Vision is derived from a careful analysis of the external and Vision is derived from a careful analysis of the external and internal environmentsinternal environments


Table 4.Table 4.1 1 Ford Motor Company’s Mission StatementFord Motor Company’s Mission Statement

Ford Motor Company

Our VisionTo become the world’s leading consumer company for automotive products and services.

Our MissionWe are a global family with a proud heritage passionately committed to providing personal mobility for people around the world.

We anticipate consumer need and deliver outstanding products and services that improve people’s lives.

Our ValuesOur business is driven by our consumer focus, creativity, resourcefulness, and entrepreneurial spirit.

We are an inspired, diverse team. We respect and value everyone’s contribution. The health and safety of our people are paramount.

We are a leader in environmental responsibility. Our integrity is never compromised and we make a positive contribution to society.

We constantly strive to improve in everything we do. Guided by these values, we provide superior returns to our shareholders.

Source: Ford Motor Co. website (http://www.ford.com), 30 June 2005.


Figure 4.Figure 4.3 3 Dimensions of the Global External EnvironmentDimensions of the Global External Environment


Table 4.2Table 4.2 Sample Issues in the General EnvironmentSample Issues in the General Environment

Economic

• Inflation rates

• Unemployment rates

• Wage rates

• Exchange rates

• Stock market fluctuations

• Per capita income

• GDP trends

• Economic development

Sociocultural

• Norms and values

• Demographic trends

• Age groups

• Regional shifts in population

• Household composition

• Diversity

• Ecological awareness

• Life expectancy

Technological

• Spending on research and development

• Internet availability

• Availability of information technology

• Production technology trends

• Productivity improvements

• Telecommunications infrastructure

Political–Legal

• Tax laws

• Environmental protection

• International trade regulation

• Antitrust regulation

• Federal Reserve policy

• Intellectual property and patent laws


External EnvironmentExternal Environment

• General EnvironmentGeneral Environment

Economic factorsEconomic factors

Technological factorsTechnological factors

Socio-cultural factorsSocio-cultural factors

Political-legal factorsPolitical-legal factors

• Task EnvironmentTask Environment

Customer ProfilesCustomer Profiles

Competitive StructureCompetitive Structure

Resource AvailabilityResource Availability


Figure 4.Figure 4.4 4 Five Forces Model of Industry AnalysisFive Forces Model of Industry Analysis

Source: Adapted from Michael E. Porter, “How Competitive Forces Shape Strategy,” Harvard Business Review 57, no. 2 (March/April 1979): 137–145.


Table 4.Table 4.33 Internal Factors for AnalysisInternal Factors for Analysis

Marketing OperationsProduct, service Productivity

Brand equity Quality

Market research Facilities

Sales force Supply chain

Market share Technology

Size of market Purchasing

Distribution channels Safety

Price Ecological issues

Promotion

FinanceProfitability

Revenue

Asset utilization

Debt/leverage

Equity

Per unit costs

Profit margins

Cash flow

Human ResourcesSkills

Selection

Training and development

Leadership

Motivation

Communication

Rewards

Other FactorsOrganization culture

Overall control

Information system

Information technology

Organizational structure


Strategy FormulationStrategy Formulation

• Answers the question:Answers the question:

““Where does the organization want to be?”Where does the organization want to be?”

• Steps in strategy formulation include:Steps in strategy formulation include:

Casting the vision for the organization.Casting the vision for the organization.

Setting strategic goals.Setting strategic goals.

Identifying strategic alternatives.Identifying strategic alternatives.

Evaluating and choosing strategies that provide a Evaluating and choosing strategies that provide a competitive advantage and optimize the performance competitive advantage and optimize the performance of the organization in the long term.of the organization in the long term.


Casting the Vision for the Casting the Vision for the OrganizationOrganization• The development of a vision for the organization The development of a vision for the organization

is central to any strategic plan. is central to any strategic plan.

• Vision versus Mission Vision versus Mission

A A vision statementvision statement describes what the organization describes what the organization aspires to be in the long run.aspires to be in the long run.

A A mission statementmission statement describes the products, services, describes the products, services, and target markets for an organization.and target markets for an organization.


Setting Strategic GoalsSetting Strategic Goals

• GoalsGoals

Are very broad statements of the results that an Are very broad statements of the results that an organization wishes to achieve in the long run.organization wishes to achieve in the long run.

Relate to the mission and vision of the organization Relate to the mission and vision of the organization and specify the level of performance that the and specify the level of performance that the organization wants to achieve.organization wants to achieve.

• SMART goals are:SMART goals are:

Specific…Measurable…Achievable…Results-Specific…Measurable…Achievable…Results-oriented…Timelineoriented…Timeline


Identifying Strategic AlternativesIdentifying Strategic Alternatives

• Strategic AlternativesStrategic Alternatives Are developed in light of the organizational mission Are developed in light of the organizational mission

considering its strengths, weaknesses, opportunities, considering its strengths, weaknesses, opportunities, and threats, and its vision and strategic goals. and threats, and its vision and strategic goals.

• Grand StrategiesGrand Strategies Stability strategies:Stability strategies: intended to ensure continuity in intended to ensure continuity in

the operations and performance of the organization.the operations and performance of the organization. Growth strategies:Growth strategies: designed to increase the sales and designed to increase the sales and

profits of the organization.profits of the organization. Retrenchment strategies:Retrenchment strategies: designed to reverse designed to reverse

negative sales and profitability trends.negative sales and profitability trends.


Identifying Strategic Alternatives Identifying Strategic Alternatives (cont’d)(cont’d)• Generic StrategiesGeneric Strategies

The primary ways in which an organization can The primary ways in which an organization can compete in its chosen market(s).compete in its chosen market(s). Cost leadership:Cost leadership: competing on the basis of price. competing on the basis of price.

Differentiation:Differentiation: offering products or services that are offering products or services that are differentiated from those of competitors in some way.differentiated from those of competitors in some way.

Focus:Focus: avoiding competing in broad markets by targeting a avoiding competing in broad markets by targeting a narrow market segment.narrow market segment.

Best-Cost provider:Best-Cost provider: competing on the basis of both low-cost competing on the basis of both low-cost and differentiation.and differentiation.


Figure 4.Figure 4.5 5 Generic Strategies MatrixGeneric Strategies Matrix


Evaluating and Choosing StrategyEvaluating and Choosing Strategy

• Portfolio AssessmentPortfolio Assessment Provides a mechanism for evaluating an Provides a mechanism for evaluating an

organization’s portfolio of business, products and organization’s portfolio of business, products and services.services. Boston Consulting Group (BCG) Growth-Share matrixBoston Consulting Group (BCG) Growth-Share matrix General Electric Industry AttractivenessGeneral Electric Industry Attractiveness–Business Strength –Business Strength

matrixmatrix

• Decision MatricesDecision Matrices A decision matrix provides a method for evaluating A decision matrix provides a method for evaluating

alternative strategies according to the criteria that the alternative strategies according to the criteria that the organization’s leaders consider more important.organization’s leaders consider more important.


Strategy Implementation: Focusing on Strategy Implementation: Focusing on ResultsResults

• The best-formulated strategy is virtually The best-formulated strategy is virtually worthless if it cannot be implemented effectively.worthless if it cannot be implemented effectively. A direct, specific, clear strategy must be developed.A direct, specific, clear strategy must be developed. Strategies must be established at all levels of the Strategies must be established at all levels of the

organization to align each part of the organization organization to align each part of the organization with the organization’s overall mission and goals.with the organization’s overall mission and goals.

The organization’s system must be designed to The organization’s system must be designed to ensure that strategies can be institutionalized in its ensure that strategies can be institutionalized in its culture.culture.


Evaluation and Control: Achieving Evaluation and Control: Achieving Effectiveness and EfficiencyEffectiveness and Efficiency

• Strategic ControlStrategic Control Involves monitoring the implementation of the Involves monitoring the implementation of the

strategic plan to ensure quality and effectiveness in strategic plan to ensure quality and effectiveness in terms of organizational performance.terms of organizational performance.

Feedforward controlsFeedforward controls Are designed to identify changes in the external environment Are designed to identify changes in the external environment

or internal operations that affect organization’s ability to fulfill or internal operations that affect organization’s ability to fulfill its mission and meet its strategic goals.its mission and meet its strategic goals.

Feedback ControlsFeedback Controls Compare the actual performance of the organization to its Compare the actual performance of the organization to its

planned performance.planned performance.


Institutionalizing StrategyInstitutionalizing Strategy

• Every member, work group, department, and Every member, work group, department, and division of the organization must subscribe to division of the organization must subscribe to and support the organization’s strategy with its and support the organization’s strategy with its plans and actions.plans and actions.

There must be a good fit between the chosen strategy There must be a good fit between the chosen strategy and:and: the organizational structurethe organizational structure

the organizational culturethe organizational culture

the organizational leadershipthe organizational leadership

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