strategic management defined: set of managerial decisions and actions that determines the long-run...
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Strategic Decision Making Strategic Decisions Rare Consequential DirectiveTRANSCRIPT
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Strategic Management
Defined:Set of managerial decisions and actions that determines the long-run performance of a firm.
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STRATEGIC MANAGEMENT
Compiled ByMajid Murad
&Shabeeb Ahmed Gill
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Strategic Decision Making
Strategic Decisions Rare Consequential Directive
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Basic financial planning Forecast-based planning Externally-oriented planning
(strategic) Strategic management
Four Phases of Strategic Management
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Strategic Management
Benefits:1. Clearer sense of long term vision
(strategic direction) for the firm2. Sharper focus on what is
strategically important3. Improved understanding of a
rapidly changing environment
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Challenges to Strategic Management
Electronic Commerce Use of the Internet to conduct business
transactions Globalization
Internationalization of markets and corporations
Global (worldwide) markets rather than national markets
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Strategic Management Process
Strategic Management process is composed of: Environmental Scanning Strategic Formulation Strategic Implementation Evaluation and Control
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Environmental Scanning
Defined:The monitoring, evaluating, and disseminating of information from the external and internal environments to key people within the firm.
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Environmental Scanning
Identify strategic factors SWOT Analysis
Strengths, Weaknesses Opportunities, Threats
Internal Environment Strengths & Weaknesses
Within the organization but not subject to short-run control of management
External Environment Opportunities & Threats
External to the organization but not subject to short-run control of management
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Environment Composed of:
Internal Environment External Environment
Task Environment Societal Environment
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Internal Environment Composed of:
Structure Culture Resources
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Structure Refers to the way a firm is
organized in terms of communication, authority, and workflow
Basic Forms of structures: Simple structure Functional structure Divisional structure
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Basic Organizational Structures: Simple and Functional
I. Simple Structure
II. Functional Structure
Owner-Manager
Workers
Top Management
Manufacturing Sales Finance Personnel
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Basic Structures of Corporations: Divisional
III. Divisional Structure*
Manufacturing Finance Manufacturing Finance
Top Management
Product Division A Product Division B
*Conglomerate structure is a variant of the division structure.
Sales Personnel Sales Personnel
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Internal Environment Composed of:
Culture Structure Resources
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Culture
Refers to the pattern of beliefs, expectations, and values shared by a firm’s employees
Distinct attributes of organizational culture: Cultural intensity Cultural integration
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Cultural intensity
Refers to the degree in which the members of each unit (department or division) in the company subscribe to the same values or norms. As a result, employees in a unit with intensive culture tend to behave the same.
In general, older organizations tend to display more intense culture.
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Cultural integration
Refers to the degree in which units (departments and divisions) across a company tend to subscribe to the same set of values and norms.
Units within a companies with integrated culture tend to be more uniformed with other units. As a results, the units in a company with an integrated culture tend to lack subcultures of their own.
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Internal Environment Composed of:
Resources Culture Structure
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Resources
Refers to the assets of the firm including physical assets, skills and knowledge within the functional areas
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Task Environment Composed of:
Groups in environment that directly affect or are affected by the organization’s operations (often refer to as industry)
Competition Suppliers Customers (Buyers) Other interest Groups
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Societal Environment
Composed of: General forces in environment
Economic Forces Sociocultural Forces Technological Forces Political-Legal Forces
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SWOT Analysis Internal Environment:
Strengths Weaknesses
External Environment: Opportunities Threats
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Four Basic Elements
Basic Model of Strategic Management
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Evaluation and Controland Control
Strategic Management Model
Strategy Formulation
Strategy Implementation
Mission
Objectives
Strategies
Policies
Feedback/Learning
Environmental
Scanning
Societal Environment
General Forces
Task Environment
Industry Analysis
Structure Chain of Command
Resources Assets, Skills
Competencies, Knowledge
Culture Beliefs, Expectations,
Values
Reason for existence
What results to accomplish by when Plan to
achieve the mission & objectives Broad
guidelines for decision making
Programs
Activities needed to accomplish a plan
Budgets
Cost of the programs Procedures
Sequence of steps needed to do the job
Process to monitor performanceand take corrective action
Performance
External
Internal
Evaluationand Control
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SWOT Analysis Internal Environment:
Strengths Weaknesses
External Environment: Opportunities Threats
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Strategy Formulation
Defined:Development of long-range plans for the effective management of environmental opportunities and threats in light of corporate strengths and weaknesses.
Composed of: Mission Objectives Strategies Policies
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Strategy Formulation
Mission Statement Purpose or reason for the organization’s
existence Should include the firm’s products / services
and it’s target market(s) Who we are, what we do, what we’d like to
become Promotes shared expectations among employees Communicates a public image to stakeholders
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Strategy Formulation
Maytag CorporationMission Statement
To improve the quality of home life by designing, building, marketing, and servicing the best appliances in the world.
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Strategy Formulation
ObjectivesThe end results of planned activity
WHAT is to be accomplished Time in which to accomplish it (WHEN)
Objectives should be quantified when possible
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Strategy Formulation
Goals vs. ObjectivesA goal is an open-ended statement of what one wants to accomplish with no quantification of what is to be achieved and/or no time criteria for completion.
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Goals & Objectives
Corporate goals and objectives include: Profitability (net profits) Growth (increase in total assets, etc.) Utilization of resources (ROE or ROI) Market leadership (market share)
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Strategies
Defined:A strategy of a corporation forms a comprehensive master plan stating HOW the corporation will achieve its mission and objectives.
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Strategies
3 Types of Strategy Corporate strategy Business strategy Functional strategy
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Corporate Strategies
Corporate strategies deal with corporation’s overall direction and its management of its businesses
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Corporate Strategies
Corporate StrategyCorporate Strategy Growth Stability Retrenchment
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Growth Strategies Concentration
Horizontal integration Vertical integration
Diversification Concentric diversification Conglomerate diversification
Any of these four growth strategies may be though internal development or external acquisitions, mergers, or joint ventures.
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Corporate Strategies
Corporate StrategyCorporate Strategy Stability Growth Retrenchment
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Stability Strategies Pause Proceed-with-caution No change Profit
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Corporate Strategies
Corporate StrategyCorporate Strategy Retrenchment Stability Growth
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Retrenchment Strategies
Turnaround Captive Divestment Bankruptcy Liquidation
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Business StrategyBusiness Strategy
Emphasizes on improving the competitive position of a firm’s strategic business Also referred to as competitive
strategies
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Porter’s Competitive Strategies
Competitive Advantage: Lower cost strategy
Design, produce, market more efficiently than competitors
Differentiation strategy Unique and superior value in terms of
product quality, features, service
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Porter’s Competitive Strategies Competitive Scope:
Refers to the Breadth of the company’s target market
Compete head to head in large market?
Focus on niche?
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Porter’s Generic Competitive Strategies
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Porter’s Competitive Strategies
Cost Leadership: Low-cost competitive strategy Aimed at broad mass market Aggressive construction of efficient-
scale facilities Cost reductions/Cost minimization
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Porter’s Competitive Strategies
Differentiation: Broad mass market Unique product or service Charge premiums Lower customer sensitivity to price
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Porter’s Competitive Strategies
Cost focus: Low cost competitive strategy Focus on particular buyer group or
market Niche focused Seek cost advantage in target market
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Porter’s Competitive Strategies
Differentiation focus: Focus on particular group or geographic
market Seek differentiation in targeted market
segment Serve special needs of narrow target
market
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Functional StrategyFunctional Strategy
To optimize resource productivityTo optimize resource productivity
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Policies
Defined:Broad guidelines for decision making that link the formulation of strategy with its implementation.
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Strategy Implementation
Strategy Implementation
Programs
Budgets
Procedures
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Programs
A program is a statement of activities or tasks needed to accomplish a single-use plan
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Budgets
A budget is a statement of a corporation’s program in dollar terms
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Procedures
Procedures refer to a system of sequential steps or techniques that describe in detail how to perform a particular activity or task
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