strategic planning - university of kentuckywmbowl0/strategy.ppt · ppt file · web...
TRANSCRIPT
Strategic PlanningUnderstand Strategy and how it differs from plans, and tacticsLook at models of strategy developmentUnderstand the process of strategy developmentProduct Life Cycle and Generic Strategies
Functions of Planning1) Identifying future opportunities
2) Identifying and avoiding future problems
3) Developing courses of action
4) Understanding the risks and uncertainties associated withvarious options
7.2
Strategy The major courses of action that
an organization should take to achieve its goals
Plans-deal more with actions that should be taken
Tactics-specific moves
Intended and Realized Strategies Intended-Plans that managers
develop Realized-What actions actually
occur Unrealized-Plans that never occur Emergent Strategy-Unplanned
actions that occur
SWOT Analysis Internal
Strengths and Weaknesses External
Opportunities and Threats in the business environment
Core Competencies Strengths that make an
organization distinctive from competitors
Groups of sustainable competitive advantages
External-O’s and T’s Porter’s Five Forces Model-P94
Threat of New Entrants Supplier Bargaining Power Customer Bargaining Power Substitute Goods or Services Rivalry of Existing Firms
Product Life Cycle Market phases that products
usually go through during their lifetimes
Introduction Growth Maturity Decline Termination
Basic Product Life Cycle Model
Adapted from Figure 7.4
Introduction Growth Maturity Decline Termination
Biogenetics
Electric cars
Cellular phones
PCs
Software
Autos
Airlines
Breakfast cereals
Black and white TV
Cigarettes
Slide rule
Drive-ins
High
Low
SalesSalesVolumeVolume
TimeTime
7.10
Diversification The variety of goods or services
provided by the firm Focused Strategy Dominant Business Related Diversification Unrelated Diversification
The Risks and Opportunities of Diversification
Identifying the Risks and Opportunities of Diversification What can we do better than any of our competitors if we enter a
new market? What strategic assets are needed to succeed in the new market? Are there synergies to be realized? Will we be simply a player
in the new market or will we emerge a winner?
What can we learn by diversifying, and are we sufficiently organized to learn it?
7.4
Level of Diversification and Planning
Scop
e of
str
ateg
ic p
lann
ing
Scop
e of
str
ateg
ic p
lann
ing
Dick ClarkProductions
Southwest Airlines
Cemex
GE
Dominant-business
firm
Single-business
firm
Related-business
firm
Unrelated-businesses
firm
Broad
NarrowHighLow
Level of Level of diversificationdiversification Adapted from Figure 7.1
7.5
ABB
Single-Business Strategy Serves one segment of a particular
market with the intent of being the BEST
Examples Southwest Airlines Intel
Related Diversification A variety of similar goods or
services Concentric Growth Strategy Synergies are realized Examples
GM Microsoft Honda
Unrelated Diversification Provide diverse products to
different markets Conglomerate Growth Strategy Examples
GE ABB Mitsubuishi
Corporate Level Strategy
Guides the overall direction of the firm deciding what SBU’s to keep, develop, purchase, or sell
Strategic Business Unit SBU-a division or subsidiary of a
firm that operates relatively independently
Examples pizza hut, taco bell, kfc IBM computers, mainframes,
financial other examples??
Growth Strategies Think of facing the ultimate
customer Forward Integration-when a firm
buys its customers Backward Integration-when a firm
buys its suppliers Horizontal Integration-when a firm
buys its competitors
Growth Strategies (cont) Market Penetration-development of
current markets with current products
Market Development-seeking new markets for current products
Product Development-new or improved products for the current market
Business Level Strategies
Strategies of SBU’s What is the market What are the customer needs to be
filled How will they be satisfied
Generic Strategies Henry Mintzberg-P245 3 basic business strategies
Differentiation Low-cost Focus/Niche
Question- Can the 3 basic strategies be
combined?
Generic Strategies Model
Low Cost (price)
Broad
NarrowUniqueness
Source of AdvantageSource of Advantage
StrategicStrategicTargetTarget
DifferentiationDifferentiationstrategystrategy
Cost leadershipCost leadershipstrategystrategy
Focus strategyFocus strategy
Source: Adapted with permission of The Free Press, a Division of Simon & Schuster, Inc. from Competitive Strategy: Techniques for Analyzing Industries and Competitors (p. 39) by Michael E. Porter, Copyright © 1980 by The Free Press.
Adapted from Figure 7.6
7.12
Application of the Generic Strategies Model
FeatureFeature Company ExamplesCompany ExamplesBusiness-Level Business-Level StrategyStrategy
Differentiation
Adapted from Table 7.4
Premium Quality
Brand image
Technologicalleadership
Customer service
Lexus - autos
Compaq - PCs
Gillette - razors
Maytag - appliancesNike - shoes
7.13
Application of the Generic Strategies Model (contd.)
FeatureFeature Company ExamplesCompany ExamplesBusiness-Level Business-Level StrategyStrategy
Cost leadership
Adapted from Table 7.4
Tight cost controls
Efficient scale offacilities
Efficient service,sales force, andadvertising
Competitive pricing
FeatureFeature
Discount Tires - tire replacement
Motel 6 - travel accommodations
Wal-Mart - retailing
UPS - package delivery
7.14
FeatureFeature Company ExamplesCompany ExamplesBusiness-Level Business-Level StrategyStrategy
Focus
Adapted from Table 7.4
Careful identificationof target market (niche)
Cost leadershipemphasis ordifferentiation emphasis
Constant review ofcustomer demand inniche
Nieman Marcus - elite retailing
Dick Clark Productions
Polo - clothingRolex - watches
Application of the Generic Strategies Model (contd.)
7.15