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McGraw-Hill/Irwin © 2001 by The McGraw-Hill Companies, Inc. All
t
Thinking Strategically:
The Three Big Strategic Questions
1. Where are we now?
2. Where do we want to go?
Business(es) to be in and market
positions to stake out?
Buyer needs and groups to
serve?
Outcomes to achieve?
3. How do we get there?
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McGraw-Hill/Irwin © 2001 by The McGraw-Hill Companies, Inc. All
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What is Strategy?
A company’s strategy consists of the set of
competitive moves and business approaches that
management is employing to run the company
Strategy is management’s “game plan” to
Conduct operations
Compete successfully
St
ra
t eg
i nes
s del
s amply profitable and
u
B o
M
viable
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Microsoft’s Business Model
Employ
Employ aa cadre
cadre of
of highly
highly skilled
skilled programmers
programmers to
to
develop
develop proprietary
proprietary code;
code; keep
keep source
source code
code hidden
hidden
from
from users
users
Sell
Sell resulting
resulting operating
operating system
system andand software
software
packages
packages to to PC
PC makers
makers and
and users
users atat relatively
relatively
attractive
attractive prices
prices and
and achieve
achieve large
large unit
unit sales
sales
Most
Most costs
costs arise
arise in
in developing
developing the
the software;
software; variable
variable
costs
costs are
are small—once
small—once breakeven
breakeven volume
volume is
is reached,
reached,
revenues
revenues from
from additional
additional sales
sales are
are almost
almost pure
pure profit.
profit.
Provide
Provide technical
technical support
support to
to users
users at
at no
no cost
cost
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Figure 1-1: The Five Tasks
of Strategic Management
Task 1 Task 2 Task 3 Task 4 Task 5
Develop a Monitor,
Craft a Implement
Strategic Evaluate,
Set Strategy and
Vision and Take
Objectives to Achieve Execute
and Corrective
Objectives Strategy
Mission Action
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1.8 Basic Elements of the Strategic Management Process (Fig. 1.1)
Evaluation
Environmental Strategy Strategy
and
Scanning Formulation Implementation
Control
Strategic Management
Environmental
Model Strategy Strategy Evaluation
and Control
Scanning Formulation Implementation and Control
External Mission
Reason for
Societal
existence
Environment Objectives
General Forces
What results
to
Task Strategies
accomplish
Environment
by when Plan to
Industry Analysis
achieve the
Policies
mission &
Internal objectives Broad
guidelines for Programs
Structure decision Process
Chain of Command making Activities to monitor
needed to performance
Culture Budgets and take
accomplish
Beliefs, Expectations, a plan corrective
Cost of the
Values action
programs
Procedures
Resources
Sequence
Assets, Skills
of steps
Competencies,
needed to
Knowledge do the job Performance
Feedback/Learning
Ch. 1-11
Fred R. David
Prentice Hall
Benefits of Strategic
Management
• Financial benefits
– Improvement in sales
– Improvement in profitability
– Improvement in productivity
Ch. 1-12
Fred R. David
Prentice Hall
Benefits of Strategic
Management
• Non-Financial benefits
– Enhanced awareness of external threats
– Improved understanding of competitors’
strategies
– Increased employee productivity
– Reduced resistance to change
– Understanding of performance-reward
relationships
– Enhances problem-prevention capabilities
Ch. 1-13
Fred R. David
Prentice Hall
Business Ethics and Strategic
Management
Ch. 1-14
Fred R. David
Prentice Hall
Business Ethics and Strategic
Management
Ch. 1-15
Fred R. David
Prentice Hall
Business Ethics & Strategic
Planning
Business actions always unethical include:
• Misleading advertising
• Misleading labeling
• Environmental harm
• Poor product or service safety
• Padding expense accounts
• Insider trading
• Dumping flawed products on foreign markets
Ch. 1-16
Fred R. David
Prentice Hall
A Firm’s Ethical Responsibilities
to Its Stakeholders
Owners/shareholders
Owners/shareholders –– Rightfully
Rightfully expect
expect some
some
form
form of
of return
return on
on their
their investment
investment
Employees
Employees -- Rightfully
Rightfully expect
expect respect
respect for
for their
their
worth
worth and
and devoting
devoting their
their energies
energies to
to firm
firm
Customers
Customers -- Rightfully
Rightfully expect
expect aa seller
seller to
to provide
provide
them
them with
with aa reliable,
reliable, safe
safe product
product or
or service
service
Suppliers
Suppliers -- Rightfully
Rightfully expect
expect to
to have
have an
an equitable
equitable
relationship
relationship with
with firms
firms they
they supply
supply
Community
Community -- Rightfully
Rightfully expect
expect businesses
businesses to
to be
be
good
good citizens
citizens in
in their
their community
community
McGraw-Hill/Irwin © 2003 The McGraw-Hill Companies, Inc., All 17
Strategic Intent The most
Winning competitive battles effective
through deciding how to leverage strategists
internal resources, capabilities,
provide a vision
and core competencies
(strategic intent)
to effectively
elicit the help of
Strategic Mission others in
An application of strategic intent creating a firm's
in terms of products to be offered competitive
and markets to be served
advantage
Ch. 1 1
Developing a Strategic Vision
First Task of Strategic Management
Involves thinking strategically about
Firm’s future business plans
Where to “go”
Tasks include
Creating a roadmap of the future
Deciding future business
position to stake out
Providing long-term direction
Giving firm a strong identity
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McGraw-Hill/Irwin © 2001 by The McGraw-Hill Companies, Inc. All
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Characteristics of a Strategic Vision
A roadmap of a company’s
future
Future technology-product-
customer focus
Geographic and product
markets to pursue
Capabilities to be
developed
Kind of company
management is trying to
create
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McGraw-Hill/Irwin © 2001 by The McGraw-Hill Companies, Inc. All
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Characteristics of a Strategic Vision
Charts a company’s future
strategic course
Defines the business makeup for
5 years (or more)
Specifies future technology-
product-customer focus
Indicates capabilities to be
developed
Requires managers to exercise
foresight
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McGraw-Hill/Irwin © 2001 by The McGraw-Hill Companies, Inc. All
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Questions to Address in
Developing a Strategic Vision
1. What changes are occurring in the market arena(s)
where we operate and what implications do these
changes have for our future direction?
2. What new or different customer needs should we
be moving to satisfy?
3. What new or different buyer segments should we
be concentrating on?
4. What new geographic or product markets should
we be pursuing?
5. What should the company’s business makeup look
like in 5 years?
6. What kind of company should we be trying to
become?
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McGraw-Hill/Irwin © 2001 by The McGraw-Hill Companies, Inc. All
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Why is a Strategic Vision Important?
A managerial imperative exists to look beyond
today and think strategically about
Impact of new technologies
?
How customer needs and
expectations are changing
What it will take to outrun competitors
Which promising market opportunities ought to
be aggressively pursued
External and internal factors driving what a
company needs to do to prepare for the future
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McGraw-Hill/Irwin © 2001 by The McGraw-Hill Companies, Inc. All
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Three Elements of a Strategic Vision
Mission
Mission Statement
Statement Vision
Vision Statement
Statement
Answers
Answers the
the Question
Question Answers
Answers the
the Question
Question
“What
“What isis Our
Our “What
“What Do
Do We
We Want
Want
Business?”
Business?” to
to Become?”
Become?”
25
©1999 Prentice Hall
Missions vs. Strategic Visions
A mission statement A strategic vision
focuses on current concerns a firm’s future
business activities -- “who business path -- “where we
we are and what we do” are going”
Current product and Markets to be pursued
service offerings Future technology-
Customer needs product-customer
being served focus
Technological and Kind of company that
business capabilities management is
trying to create
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McGraw-Hill/Irwin © 2001 by The McGraw-Hill Companies, Inc. All
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Why
Why is
is aa Mission
Mission Statement
Statement Important?
Important?
- To Insure Unanimity of Purpose
- To Provide a Basis for Allocating Resources
- To Serve as a Focal Point for Individuals
- To Reconcile Differences Among Stakeholders
- To Resolve Divergent Views Among Managers
- To Arouse Positive Feelings About the Firm
- To Provide a Basis for Goals and Strategies
- To Provide Direction
27
©1999 Prentice Hall
Exhibit 8–2 Components of a Mission Statement
Source: Based on F. David, Strategic Management, 11 ed. (Upper Saddle River, NJ: Prentice Hall, 2007), p.70.
© 2007 Prentice Hall, Inc. All rights reserved.
Characteristics of a Mission Statement
Defines current business activities
Highlights boundaries of current business
Conveys
Who we are,
What we do, and
Where we are now
Company specific, not generic —
so as to give a company its own identity
A company’s mission is not to make a profit !
The real mission is always—“What will we do
to make a profit?”
McGraw-Hill/Irwin © 2003 The McGraw-Hill Companies, Inc., All 29
Mission and Vision of GIFT
Vision:
To bring about a change in society by becoming a leading educational and
research institution that utilizes the latest technology and provides
intellectually stimulating, professionally relevant and progressive and
innovative education that is consistent with our national values and is
accessible to all.
Mission:
Employ highly qualified faculty with established research credentials
Hire competent and professional administrative staff
Ensure quality intake of students
Utilize the latest technology in teaching, research and administration
Provide adequate infrastructure and facilities for teaching and learning
Establish linkages with industry and collaborate with national and
international institutions
Provide state of the art library, computer laboratories and other research
resources
and so on….
Mission
We Educate
Leaders, who
make a difference
in the world.
McGraw-Hill/Irwin © 2003 The McGraw-Hill Companies, Inc., All 32
Examples: Mission and Vision Statements
Microsoft Corporation
Empower people
through great software
anytime, anyplace, and
on any device.
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McGraw-Hill/Irwin © 2001 by The McGraw-Hill Companies, Inc. All
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Examples: Mission and Vision Statements
Intel
Otis Elevator
Our mission is to provide any customer a means
of moving people and things up, down, and
sideways over short distances with higher
reliability than any similar enterprise in the world.
Avis Rent-a-Car
Our business is renting cars. Our mission is total
customer satisfaction.
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McGraw-Hill/Irwin © 2001 by The McGraw-Hill Companies, Inc. All
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Broad or Narrow Mission Statements?
Narrow enough to specify real arena of
interest
Serve as
Boundary for what to do and not do
Beacon of where top management intends
to take firm
Diversified companies
have broader business
definitions than single-business
enterprises
McGraw-Hill/Irwin © 2003 The McGraw-Hill Companies, Inc., All 36
Definitions: Broad vs. Narrow Scope
CORPORATE SECURITY
To provide services for the protection of corporate
personnel and assets through preventive
measures and investigations.
financial objectives!
De
Industry
l /L
mo
opportunities exist in
ca
gra
Environment
these environments?)
liti
ph
Po
ic
2. Firm develops internal
skills required by
So
c
cio
mi
Environment
Ec
An Attractive Industry
An Attractive Industry
Strategy Formulation
Strategy Formulation
An Attractive Industry
Strategy Formulation
Superior Returns
Resource-based Model of Above Average
Returns
Valuable
Nonsubstitutable
Core Competencies are the basis for a
firm’s
Competitive
advantage
Strategic
competitiveness Core Competencies
Ability to earn
above-average
returns
Resource-based Model of Above
Average Returns
Resource-based 3. Determine the potential of the
Model firm’s resources and
capabilities in terms of a
Resources competitive advantage
Capability
Capability
Competitive Advantage
Competitive Advantage
An Attractive Industry
Strategy formulation and
Strategy Form/Impl implementation: strategic
actions taken to earn above
average returns
Resource-based Model of Above
Average Returns
Resource-based
Model
Resources
Capability
Competitive Advantage
Superior Returns
Figure 2.3: Identifying the Components of
a Single-Business Company’s Strategy
Planned, proactive moves to outcompete rivals
Scope of
R&D strategy Business geographic
Supply chain Fu Strategy coverage
management nc
strategy tio
na
lS
tra
Manufacturing teg Collaborative
strategy ies partnerships and
Marketing strategic alliances
strategy
Is diversification
Approach to
related, unrelated
capital allocation
or a mix?
Scope of
Efforts to capture Corporate geographic
cross-business
strategic fits
Strategy operations
Strategic Decision-Making
Process 3(a) 3(b)
4(a) 4(b)
Scan and
Assess Analyze
Internal Internal
Environment: Factors:
• Structure • Strengths
• Culture • Weak-
• Resources nesses
Hierarchy of Strategy
Corporate Strategy
Business
(Division Level)
Strategy
Functional
Strategy
• Tactics
Frontal assault: matches the target’s marketing mix in detail, product for
product and so on.
• Tactics
Raise structural barriers: block the challenger’s logical avenues of attack by offering a
full line of products in every profitable market segment to close off any entry point,
block channel access by signing exclusive agreements with distributors, raise buyer
switching costs by offering low-cost training to users, raise the cost of gaining trial by
keeping prices low on items most likely to be purchased by the new users, increase
economies of scale to reduce unit costs, foreclose alternatives technologies through
patenting or licensing, limit outside access to facilities and personnel, tie up suppliers
by obtaining exclusive contracts or purchasing key locations, avoid suppliers that also
serve competitors, and encourage the government to raise barriers such as safety
and pollution standards or favorable trade polices.
• Lower the inducement for attack : reduce a challenger’s expectations of future profits
in the industry.
Firm Infrastructure
(general management, accounting, finance, strategic planning)
• Product
• Price
• Place
• Promotion
• People
• Process
• Physical Evidence
Other tangibles
Development A
Stage of Product/Market Evolution
B C
Growth
Shakeout
E
Objectives
• Increased profitability
• Number one in customer satisfaction
• Number three in North American unit sales
• Policies
• No cost reduction proposal will be approved if it reduces product quality in any
way
• Every product, from the least expensive to the highest priced, should be superior
to the competition in overall quality and performance
• The corporation must not emphasize market share at the expense of profitability
• Business units must be managed for synergies, while simultaneously the
specialized expertise among those units must be allowed to flourish
Budgets
• Prepare budgets for each planned program
Prentice Hall, 2000 Chapter 1 89
1.35d Strategic Management Process at Maytag Corporation : Procedures
Strategic Management
Process at Maytag
Corporation : Procedures
Procedures
• Develop procedures for joint purchasing and joint
marketing of Bosch-Siemens with Hoover
• Coordinate marketing, manufacturing, and
purchasing activities of business units through
committees
• Research and development takes place in unit
housing each product line
• Consolidate all advertising under one agency, but
establish internal advertising for each brand category
Industry Matrix
Company A Company A Company B Company B
Strategic Factors Weight Rating Weighted Score Rating Weighted Score
1 2 3 4 5 6
Total 1.00
Source: T. L. Wheelen and J. D. Hunger, “Industry Matrix.” Copyright © 1997 by Wheelen and Hunger
Associates. Reprinted by permission.
Prentice Hall, 2000 Chapter 3 92
Industry Analysis (CPM)
Competitive Profile Matrix
Ch.3-93
Fred R. David
Prentice Hall
(CPM) Procter
Avon L’Oreal &
Gamble
Critical Success Weigh Ratin Scor Ratin Scor Ratin Score
Factor t g e g e g
Advertising 0.20 0.2 0.8 3 0.60
1 4
Product Quality 0 0
0.10 4 0.4 4 0.4 3 0.30
Price Competition 0.10 0
0.3 0
0.3 4 0.40
3 3
Management 0.10 0
0.4 0
0.3 3 0.30
4 3
Financial Position 0 0
0.15 4 0.6 3 0.4 3 0.45
Customer Loyalty 0.10 0
0.4 5
0.4 2 0.20
4 4
Global Expansion 0 0
0.20 4 0.8 2 0.4 2 0.40
Market Share 0.05 0
0.0 0
0.2 3 0.15
1 4
5 0
Total 1.00 3.1 3.2 2.80
5
Fred R. David
5 Ch.3-94
Prentice Hall
3.16 External Factor Analysis Summary (EFAS): Blank
Threats
Notes: 1. List opportunities and threats (5–10 each) in column 1. 2. Weight each factor from 1.0 (Most Important) to 0.0 (Not
Important) in Column 2 based on that factor’s probable impact on the company’s strategic position. The total weights must sum to
1.00. 3. Rate each factor from 5 (Outstanding) to 1 (Poor) in Column 3 based on the company’s response to that factor. 4. Multiply
each factor’s weight times its rating to obtain each factor’s weighted score in Column 4. 5. Use Column 5 (comments) for rationale
used for each factor. 6. Add the weighted scores to obtain the total weighted score for the company in Column 4. This tells how
well the company is responding to the strategic factors in its external environment.
Source: T. L. Wheelen and J. D. Hunger, “External Strategic Factors Analysis Summary (EFAS).” Copyright © 1991 by Wheelen and
Hunger Prentice
Associates. Reprinted
Hall, 2000 by permission. Chapter 3 95
1.10 Environmental Variables (Fig. 1.3)
Environmental Variables
Societal Environment
Shareholders Suppliers
Governments
Internal
Employees/
Environment
Special LaborUnions
Interest Structure
Culture
Groups
Resources
Competitors
Customers
TradeAssociations
Creditors
Political-Legal Technological
Communities
Forces Forces
Ch. 3 9
General Environment Components
Ch. 3 9
3.3 Scanning the External Environment (Fig. 3.1)
Market
Analysis
Community Competitor
Analysis Analysis
Supplier
Analysis
Selection of
Interest Group Strategic Factors Governmental
Analysis Analysis
• Opportunities
• Threats
Ch.3-107
Fred R. David
Prentice Hall
UST—Key External Factors Weighte
Weight Rating d
Opportunities score
Global markets untapped .15 1 .15
Increased demand .05 3 .15
Astronomical Internet growth .05 1 .05
Pinkerton leader in discount market .15 4 .60
More social pressure to quit smoking .10 3 .30
Threats
Legislation against the tobacco .10 2 .20
industry
Production limits on tobacco .05 3 .15
Smokeless market SE region U.S. .05 2 .10
Bad media exposure from FDA .10 2 .20
Clinton Administration .20 1 .20
TOTAL 1.00 2.10
Ch.3-108
Fred R. David
Prentice Hall
4.16 Internal Factor Analysis Summary (IFAS): Blank
Weaknesses
Notes: 1. List strengths and weaknesses (5–10 each) in column 1. 2. Weight each factor from 1.0 (Most Important) to 0.0 (Not
Important) in Column 2 based on that factor’s probable impact on the company’s strategic position. The total weights must sum to
1.00. 3. Rate each factor from 5 (Outstanding) to 1 (Poor) in Column 3 based on the company’s response to that factor. 4. Multiply
each factor’s weight times its rating to obtain each factor’s weighted score in Column 4. 5. Use Column 5 (comments) for rationale
used for each factor. 6. Add the weighted scores to obtain the total weighted score for the company in Column 4. This tells how
well the company is responding to the strategic factors in its internal environment.
Source: T. L. Wheelen and J. D. Hunger, “External Strategic Factors Analysis Summary (EFAS).” Copyright © 1991 by Wheelen and
Hunger Prentice
Associates. Reprinted
Hall, 2000 by permission. Chapter 4 109
4.17 Internal Factor Analysis Summary (IFAS): Maytag as Example (Table
4.2)
Internal Factor Analysis Summary
(IFAS):
Maytag as Example
Weighted
Internal Factors Weight Rating Score Comments
Strengths 1 2 3 4 5
• Quality Maytag culture .15 5 .75 Quality key to success
• Experienced top management .05 4 .20 Know appliances
• Vertical integration .10 4 .40 Dedicated factories
• Employee relations .05 3 .15 Good, but deteriorating
• Hoover’s international orientation .15 3 .45 Hoover name in cleaners
Weaknesses
• Process-oriented R&D .05 2 .10 Slow on new products
• Distribution channels .05 2 .10 Superstores replacing
small dealers
• Financial position .15 2 .30 High debt load
• Global positioning .20 2 .40 Hoover weak outside the
United Kingdom and
Australia
• Manufacturing facilities .05 4 .20 Investing now
Ch.3-111
Fred R. David
Prentice Hall
Internal Analysis (IFE)
Weighte
Mandalay Bay Weight Rating d
Internal Strengths score
Largest casino company in world .05 4 .20
Room occupancy rates over 95% .10 4 .40
Increasing free cash flows .05 3 .15
Owns 1 mile on Las Vegas strip .15 4 .60
Strong management team .05 3 .15
Buffets at most facilities .05 3 .15
Minimal comps provided .05 3 .15
Long-range planning .05 4 .20
Reputation as family-friendly .05 3 .15
Financial ratios .05 3 .15
Ch.3-112
Fred R. David
Prentice Hall
Internal Analysis (IFE)
Weighte
Mandalay Bay Weight Rating d
Internal Weaknesses score
Most properties located in Las Vegas .05 1 .05
Little diversification .05 2 .10
Family reputation, not high rollers .05 2 .10
Laughlin properties .10 1 .10
Recent loss of joint ventures .10 1 .10
Ch.3-113
Fred R. David
Prentice Hall
Integrating Strategy and Culture
Cultural products
Values stories
beliefs legends
rites sagas
rituals language
ceremonies symbols
myths heroes
Ch 4-114
Fred R. David
Prentice Hall
9.3 Assessing Strategy-Structure Compatibility (Fig. 9.1)
Compatibilit Yes
No
Very Attractive
Integration Assimilation
Not at All Attractive
System
Inputs Transformation Outputs
•Raw material •Employees’ work Activities •Products and
services
•Human resources •Management Activities
•Financial Results
•Capital •Technology and Operations
Methods •Information
•Technology
Human Results
•Information
Feedback
Enviro m en t
nment v i ro n
En
Discovering Core Competitive
Advantage
Competencies Gained through
Core Competencies
Strategic
Core Competitiveness
Competencies
Discovering
Core Above-Average
Sources of Returns
Competitive Competencies
Advantage
Criteria of Value
Capabilities
Sustainable Chain
Teams of Advantages Analysis
Resources
Ch. 4 11
Resources What a firm Has to work with
Tangible Resources Its assets, including its people
Financial and the value of its brand name.
*
* Physical Resources represent inputs into
* Human Resources a firm’s production process...
* Organizational
such as capital equipment, skills
of employees, brand names,
Intangible Resources finances and talented managers.
* Technological
* Innovation
* Reputation
$ $ $ $ $ $
Ch. 4 11
Capabilities What a firm Does...
Capabilities become important when they are
Combined in
unique That
combinations Create
core That
competencies Have
strategic That
value Can lead to
competitive
advantage
Ch. 4 12
Core Competencies For a strategic
capability to be a Core Competency, it must be:
Valuable allow a firm to neutralize threats or exploit
opportunities in its external environment.
Rare possessed by few, if any, current and
potential competitors.
Costly to when other firms either cannot obtain
Imitate $ them or must obtain them at a much
higher cost
Sustainable Above
YES YES YES YES Competitive Average
Advantage Returns
Ch. 4 12
Core Competencies--
Cautions and Reminders
Never take for granted that core
competencies will continue to provide
a source of competitive advantage
All core competencies have the potential to
become Core Rigidities
Core Rigidities
They are former core competencies that sow
the seeds of organizational inertia
Prevent the firm from responding appropriately
to changes in the external environment
Ch. 4 12
Core Competencies--
Cautions and Reminders
Strategic myopia
and inflexibility
can stop the
firm’s ability to
grow and adapt to
environmental
change or
competitive
threats
Ch. 4 * 12
Internal Audit
• Parallels process of external audit
• Gather & assimilate information from:
• Management
• Marketing
• Finance/accounting
• Production/operations
• Research & development
• Management information systems
Ch.3-125
Fred R. David
Prentice Hall
Management Audit Checklist
• Does the firm use strategic-management
concepts?
• Are company objectives and goals
measurable and well communicated?
• Do managers at all hierarchical levels
plan effectively?
• Do managers delegate authority well?
• Is the organization’s structure
appropriate?
Ch 4-126
Fred R. David
Prentice Hall
Management Audit Checklist
Ch 4-127
Fred R. David
Prentice Hall
Marketing
• Customer analysis
• Selling products/services
• Product and service planning
• Pricing
• Distribution
• Marketing research
• Opportunity analysis
Ch 4-128
Fred R. David
Prentice Hall
Marketing Audit
Ch 4-129
Fred R. David
Prentice Hall
Marketing Audit
• Does the firm conduct market research?
• Are product quality and customer service
good?
• Are the firm's products/services priced
appropriately?
• Does the firm have an effective promotion,
advertising, and publicity strategy?
Ch 4-130
Fred R. David
Prentice Hall
Marketing Audit
Ch 4-131
Fred R. David
Prentice Hall
Finance/Accounting
Ch 4-132
Fred R. David
Prentice Hall
Finance/Accounting Audit
Ch 4-133
Fred R. David
Prentice Hall
Finance/Accounting Audit
Ch 4-134
Fred R. David
Prentice Hall
Production/Operations
• Process
• Capacity
• Inventory
• Workforce
• Quality
Ch 4-135
Fred R. David
Prentice Hall
Production/Operations Audit
Ch 4-136
Fred R. David
Prentice Hall
Production/Operations Audit
Ch 4-137
Fred R. David
Prentice Hall
Research and Development
Ch 4-138
Fred R. David
Prentice Hall
Research and Development Audit
Ch 4-140
Fred R. David
Prentice Hall
Management Information
Systems
Purpose –
– Improve performance of an enterprise by
improving the quality of managerial
decisions.
Ch 4-141
Fred R. David
Prentice Hall
Management Information
Systems Audit
• Do all managers in the firm use the
information system to make decisions?
• Is there a chief information officer or director
of information systems position in the firm?
• Are data in the information system updated
regularly?
Ch 4-142
Fred R. David
Prentice Hall
Management Information
Systems Audit
• Do managers from all functional areas of the
firm contribute input to the information system?
• Are there effective passwords for entry into the
firm’s information system?
• Are strategists of the firm familiar with the
information systems of rival firms?
Ch 4-143
Fred R. David
Prentice Hall
Management Information
Systems Audit
• Is the information system user-friendly?
• Do all users of the information system
understand the competitive advantages
that information can provide firms?
• Are computer training workshops
provided for users?
• Is the firm’s system being improved?
Ch 4-144
Fred R. David
Prentice Hall
5.2 Strategic Factor Analysis Summary (SFAS): Blank (Table 5.1)
INTERMEDIATE
(Select the most important
opportunities/threats from EFAS, Table 3.4
Weighted
SHORT
and the most important strengths and
LONG
weaknesses from IFAS, Table 4.2) Weight Rating Score Comments
Total Score
Notes: 1. List each of your key strategic features developed in your IFAS and EFAS tables in Column 1. 2. Weight each factor
from 1.0 (Most Important) to 0.0 (Not Important) in Column 2 based on that factor’s probable impact on the company’s strategic
position. The total weights must sum to 1.00. 3. Rate each factor from 5 (Outstanding) to 1 (Poor) in Column 3 based on the
company’s response to that factor. 4. Multiply each factor’s weight times its rating to obtain each factor’s weighted score in
Column 4. 5. For duration in Column 5, check appropriate column (short term—less than 1 year; intermediate—1 to 3 years; long
term—over 3 years.) 6. Use Column 6 (comments) for rationale used for each factor.
Source: T. L. Wheelen and J. D. Hunger, “Strategic Factors Analysis Summary (SFAS).” Copyright © 1997 by Wheelen and Hunger
Associates. Reprinted
Prentice Hall,by2000
permission. Chapter 5 145
5.3 Strategic Factor Analysis Summary (SFAS): Maytag as Example (Figure
5.1)
Strategic Factor Analysis Summary (SFAS): Maytag
as Example
Duration
Key Strategic Factors
INTERMEDIATE
(Select the most important
opportunities/threats from EFAS, Table 3.4
Weighted
SHORT
and the most important strengths and
LONG
weaknesses from IFAS, Table 4.2) Weight Rating Score Comments
S1 Quality Maytag culture (S) .10 5 .50 X Quality key to success
S3 Hoover’s international orientation (S) .10 3 .30 X Name recognition
W3 Financial position (W) .10 2 .20 X High debt
W4 Global positioning (W) .15 2 .30 Only in N.A., U.K., and Australia
O1 Economic integration of
European Community (O) .10 4 .40 X Acquisition of Hoover
O2 Demographics favor quality (O) .10 5 .50 X X Maytag quality
O5 Trend to super stores (O + T) .10 2 .20 X Weak in this channel
T3 Whirlpool and Electrolux (T) .15 3 .45 X Dominate industry
T5 Japanese appliance companies (T) .10 2 .20 X Asian presence
1.00 3.05
Total Score
Notes: 1. List each of your key strategic features developed in your IFAS and EFAS tables in Column 1. 2. Weight each factor
from 1.0 (Most Important) to 0.0 (Not Important) in Column 2 based on that factor’s probable impact on the company’s strategic
position. The total weights must sum to 1.00. 3. Rate each factor from 5 (Outstanding) to 1 (Poor) in Column 3 based on the
company’s response to that factor. 4. Multiply each factor’s weight times its rating to obtain each factor’s weighted score in
Column 4. 5. For duration in Column 5, check appropriate column (short term—less than 1 year; intermediate—1 to 3 years; long
term—over 3 years.) 6. Use Column 6 (comments) for rationale used for each factor.
Source: T. L. Wheelen and J. D. Hunger, “Strategic Factors Analysis Summary (SFAS).” Copyright © 1997 by Wheelen and Hunger
Associates. Reprinted
Prentice Hall,by2000
permission. Chapter 5 146
5.1 SWOT Analysis
SWOT Analysis
Internal Environment
• Strengths
• Weaknesses
External Environment
• Opportunities
• Threats
Prentice Hall, 2000 Chapter 5 147
5.4 TOWS Matrix (Fig. 5.2)
TOWS Matrix
Source: Adapted from Long-Range Planning, April 1982, H. Weihrich, “The TOWS Matrix—A Tool for
Situational Analysis” p. 60. Copyright 1982, with kind permission from H. Weihrich and Elsevier Science Ltd.
The Boulevard, Langford Lane, Kidlington OX5 1GB, UK.
Prentice Hall, 2000 Chapter 5 148
5.5 TOWS Matrix: Maytag as Example (Fig. 5.3)
Threats ST WT
T1 Increasing
(T) government Strategies • Sell offStrategies
• Acquire Raytheon’s Dixie-Narco division to
regulation
appliance business reduce debt
T2 Strong US competition • Emphasize cost reduction to
• Merge with major Japanese
T3 Whirlpool & Electrolux
home appliance company reduce break-even point
positioned for global economy • Sell out to Raytheon or a
• Sell off non-Maytag brands;
defend Maytag’s US niche. Japanese firm.
T4 New product advances
T5 Japanese companies
Source: Adapted from Long-Range Planning, April 1982, H. Weihrich, “The TOWS Matrix—A Tool for Situational
Analysis” p. 60. Copyright 1982, with kind permission from H. Weihrich and Elsevier Science Ltd. The Boulevard,
Langford Lane, Kidlington OX5 1GB, UK.
Prentice Hall, 2000 Chapter 5 149
4.7a Basic Structures of Corporations: Simple and Functional (Fig. 4.4)
Basic Structures of
Corporations: Simple and
Functional
I. Simple Structure
Owner-Manager
Workers
Top Management
Basic Structures of
Corporations: Divisional
III. Divisional Structure*
Top Management
Mechanistic Model
A structure characterized by extensive
departmentalization, high formalization, a
limited information network, and
centralization.
Organic Model
A structure that is flat, uses cross-hierarchical
and cross-functional teams, has low
formalization, possesses a comprehensive
information network, and relies on participative
decision making.
Innovation Strategy
A strategy that emphasizes the introduction of
major new products and services.
Cost-minimization Strategy
A strategy that emphasizes tight cost
controls, avoidance of unnecessary innovation
or marketing expenses, and price cutting.
Imitation Strategy
A strategy that seeks to move into new
products or new markets only after their
viability has already been proven.
© 2005 Prentice Hall Inc. All rights reserved.
Why Do Structures Differ? – Size
Size
How the size of an organization affects its
structure. As an organization grows larger, it
becomes more mechanistic.
Characteristics
Characteristicsof
oflarge
largeorganizations:
organizations:
• •More
Morespecialization
specialization
• •More
Morevertical
verticallevels
levels
• •More
Morerules
rulesand
andregulations
regulations
Technology
How an organization transfers its inputs into
outputs.
Characteristics
Characteristicsof
ofroutineness
routineness(standardized
(standardizedor
or
customized)
customized)ininactivities:
activities:
• •Routine
Routinetechnologies
technologiesare
areassociated
associatedwith
withtall,
tall,
departmentalized
departmentalizedstructures
structuresand
andformalization
formalizationinin
organizations.
organizations.
• •Routine
Routinetechnologies
technologieslead
leadto
tocentralization
centralizationwhen
when
formalization
formalizationisislow.
low.
• •Nonroutine
Nonroutinetechnologies
technologiesare
areassociated
associatedwith
withdelegated
delegated
decision
decisionauthority.
authority.
Environment
Institutions or forces outside the organization
that potentially affect the organization’s
performance.
Key
KeyDimensions-
Dimensions-
• • Capacity:
Capacity:the
thedegree
degreeto
towhich
whichan
anenvironment
environmentcan
can
support
supportgrowth.
growth.
• • Volatility:
Volatility:the
thedegree
degreeof
ofinstability
instabilityininthe
theenvironment.
environment.
• • Complexity:
Complexity:the
thedegree
degreeof
ofheterogeneity
heterogeneityand
and
concentration
concentrationamong
amongenvironmental
environmentalelements.
elements.
Changing Structural
Characteristics of Modern
Corporation
Old Organizational Design New Organizational Design
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Table 3.2: Relevance of
Key Economic Features
Economic Strategic Importance
Feature
Market Size Small markets don’t tend to attract new firms; large markets attract firms
looking to acquire rivals with established positions in attractive industries
Market growth rate Fast growth breeds new entry; slow growth spawns increased rivalry & shake-
out of weak rivals
Capacity Surpluses push prices & profit margins down; shortages pull them up
surpluses/shortages
Industry profitability High-profit industries attract new entrants; depressed conditions lead to exit
Entry/exit barriers High barriers protect positions and profits of existing firms; low barriers make
existing firms vulnerable to entry
Product is big-ticket More buyers will shop for lowest price
item for buyers
Standard products Buyers have more power because it’s easier to switch from seller to seller
Rapid technological Raises risk; investments in technology facilities/equipment may become
change obsolete before they wear out
Capital requirements Big requirements make investment decisions critical; timing becomes
important; creates a barrier to entry and exit
Vertical integration Raises capital requirements; often creates competitive & cost differences
among fully vs. partially vs. non-integrated firms
Economies of scale Increases volume & market share needed to be cost competitive
Rapid product Shortens product life cycle; increases risk because of opportunities for
innovation leapfrogging
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Question 2: What Is Competition Like and
How Strong Are the Competitive Forces?
Objective
To identify
Main sources of
competitive forces
Strength of these forces
Key analytical tool
Five Forces Model
of Competition
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Figure 3-4: Five Forces
Model of Competition
Substitute Products
(of firms in
other industries)
Rivalry
Suppliers
Among
of Key Buyers
Competing
Inputs
Sellers
Potential
New
Entrants
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Analyzing the Five Competitive Forces:
How to Do It
Assess strength of each of the five competitive forces
(Strong? Moderate? Weak? )
Rivalry among competitors
Competition from substitute products
Competitive threat from potential entrants
Bargaining power of suppliers and
supplier-seller collaboration
Bargaining power of buyers and
buyer-seller collaboration
Explain how each force acts to create competitive pressure
—What are the factors that cause each force to be strong
or weak?
Decide whether overall competition (the combined effect
of all five competitive forces) is brutal, fierce, strong,
normal/moderate, or weak
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Rivalry Among Competing Sellers
Usually the most powerful of the five forces
The big factor determining the strength of rivalry is
how actively and aggressively are rivals employing the
various weapons of competition in jockeying for a
stronger market position and seeking bigger sales
Is price competition vigorous?
Active efforts to improve quality?
Are rivals racing to offer better
performance features?
Are rivals racing to offer better
customer service?
Lots of advertising/sales promotions?
Active efforts to build a stronger
dealer network?
Active product innovation?
Active use of other weapons of rivalry?
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What Causes Rivalry to be Stronger?
Active jockeying for position among rivals and frequent
launches of new offensives to gain sales and market share
One or more firms initiates moves to bolster their
standing at expense of rivals
Lots of firms that are relatively equal in size and capability
Slow market growth
Industry conditions tempt some firms to go on the offensive
to boost volume and market share
Customers have low costs in switching to rival brands
A successful strategic move carries a big payoff
Costs more to get out of business than to stay in
Firms have diverse strategies, corporate priorities,
resources, and countries of origin
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Factors That Affect the Strength of Rivalry
Rivalry is generally stronger when:
•Rivals are active in making fresh moves to
The “Weapons” of
increase sales and market share
Competitive Rivalry Buyer demand is growing slowly
•Lower prices Rivalry The number of rivals ranges from at least 5 to
•More appealing among upwards of 12 or more
features Competing Rivals are of roughly equal size and capability
•Better product
Sellers Buyer costs to switch brands are low
performance One or more rivals is dissatisfied with their
•Higher quality
Efforts of current position and market share and make
•Strong brand image
rivals to gain aggressive moves to improve their market
and appeal
better market prospects
•Better customer
position, When rivals have diverse strategies and
service capabilities
higher sales objectives and are located in different countries
•Wider product
and market When one or two rivals have powerful
selection
share, strategies and other rivals are scrambling to
•Bigger/better dealer
and stay in the game
network
•Stronger product competitive
advantage
innovation Rivalry is generally weaker when:
capabilities •Rivals move only infrequently or in a non-
•Longer warranties aggressive manner to draw sales and market
•Higher levels of share away from rivals
advertising •Buyer demand is growing rapidly
•Buyer costs to switch brands are high
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Principle of Competitive Markets
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Common Barriers to Entry
Sizable economies of scale
Inability to gain access to specialized
technology
Existence of strong learning/experience
curve effects
Strong brand preferences and customer loyalty
Large capital requirements and/or other specialized
resource requirements
Cost disadvantages independent of size
Difficulties in gaining access to distribution channels
Regulatory policies, tariffs, trade restrictions
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Principle of Competitive Markets
Examples
✔ Eyeglasses vs. Contact Lens
✔ Sugar vs. Artificial Sweeteners
✔ Newspapers vs. TV vs. Internet
✔ E-mail vs. Overnight Delivery vs “Snail
mail” (U.S. Post Office)
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How to Tell Whether Substitute
Products are a Strong Force
Sales of substitutes are
growing rapidly
Profits of producers of
substitutes are up
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Factors Affecting Competition
from Substitutes
Firms in Other
Industries
Offering Competitive pressures
Competitive pressures Substitute from substitutes are
from substitutes are Products stronger when
weaker when: •Good substitutes are
•Good substitutes are readily available or new
not readily available or ones are emerging
don’t exist •Substitutes are lower
Competitive pressures coming
•Substitutes are higher from the attempts of priced relative to the
priced relative to the companies outside the performance they
industry to win buyers
performance they deliver
over to their products
deliver •Buyers have low costs
•Buyers have high in switching to
costs in switching to Rivalry substitutes
substitutes among •Buyers grow more
Competing comfortable with using
Sellers substitutes
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Principle of Competitive Markets
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Competitive Force of Suppliers
Suppliers are a strong competitive force when:
Item makes up large portion of product costs,
is crucial to production process, and/or
significantly affects product quality
It is costly for buyers to switch suppliers
They have good reputations and
growing demand
They can supply a component cheaper than
industry members can make it themselves
They do not have to contend with substitutes
Buying firms are not important customers
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Factors Affecting Supplier Bargaining Power
Competitive
Suppliers of Raw pressures Rivalry
Materials, Parts, stemming from
supplier Among
Components,
or Other
bargaining Competing
power and
Resource Inputs seller-supplier Sellers
collaboration
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Competitive Pressures: Collaboration
Between Sellers and Suppliers
Rival sellers are forming long-term strategic
partnerships with select suppliers to
Promote just-in-time deliveries and
reduced inventory and logistic costs
Speed availability of next-generation
components
Enhance quality of parts being supplied
Reduce suppliers’ costs which paves way for
lower prices on items supplied
Competitive advantage potential may accrue to
industry rivals doing the best job of managing supply-
chain relationships
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Principle of Competitive Markets
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Competitive Force of Buyers
Buyers are a strong competitive force when:
They are large and purchase a sizable
percentage of industry’s product
They buy in large quantities
They can integrate backward
Industry’s product is standardized
Their costs in switching to substitutes or other
brands are low
They can purchase from several sellers
Product purchased does not save buyer money
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Competitive Pressures: Collaboration
Between Sellers and Buyers
Partnerships are an increasingly important
competitive element in business-to-business
relationships
Collaboration may result in mutual benefits regarding
Just-in-time deliveries
Order processing
Electronic invoice payments
On-line sharing of sales at the cash register
Competitive advantage potential may accrue to
industry rivals who do the best job of managing
seller-buyer partnerships
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Factors Affecting Buyer Bargaining Power
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Principle of Competitive Markets
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Threat of New Entrants
Economies of Scale
*
Product
Barriers
Barriers * Differentiation
to to Entry
Entry Capital
* Requirements
Switching
* Costs
Access to Distribution Channels
*
Cost Disadvantages Independent of Scale
*
Government
* Policy
* Expected Retaliation
Ch. 3 * 19
Bargaining Power of Suppliers
Suppliers are likely to be powerful if:
Suppliers exert * Supplier industry is dominated by a
power in the few firms
industry by:
* Suppliers’ products have few
* Threatening to raise substitutes
prices or to reduce * Buyer is not an important customer
quality to supplier
Powerful suppliers * Suppliers’ product is an important
can squeeze industry input to buyers’ product
profitability if firms
are unable to * Suppliers’ products are differentiated
recover cost * Suppliers’ products have high
increases switching costs
* Supplier poses credible threat of
forward integration
Ch. 3 * 19
Bargaining Power of Buyers
Buyer groups are likely to be powerful if:
* Buyers are concentrated or purchases
are large relative to seller’s sales
* Purchase accounts for a significant Buyers compete
fraction of supplier’s sales with supplying
* Products are undifferentiated industry by:
* Buyers face few switching costs
* Bargaining down prices
* Buyers’ industry earns low profits
* Forcing higher quality
* Buyer presents a credible threat of
backward integration
* Playing firms off of
each other
* Product unimportant to quality
Ch. 3 19
Threat of Substitute Products
Keys to evaluating substitute products:
Products with improving price /
* performance tradeoffs relative
Products
to present industry products
with similar
function
limit the For Example:
prices firms Electronic security systems in
can charge place of security guards
Fax machines or e-mailed
attachments in place of
overnight mail delivery
Ch. 3 19
Porter’s 5 Forces Model of Competition
Threat of
Threat of
New
New
Entrants
Entrants
Bargaining Bargaining
Rivalry Among Competing
Power of Power of
Firms in Industry
Suppliers Buyers
Threat of
Substitute
Products
Ch. 3 * 19
Rivalry Among Existing Competitors
Intense rivalry often plays out in the following ways
* Jockeying for strategic position
* Using price competition
* Staging advertising battles
* Increasing consumer warranties or service
* Making new product introductions
Occurs when a firm is pressured or sees an opportunity
Ch. 3 19
Rivalry Among Existing Competitors
Cutthroat competition is more likely to occur when
* Numerous or equally balanced competitors
* Slow growth industry
* High fixed costs
* High storage costs
* Lack of differentiation or switching costs
* Capacity added in large increments
* Diverse competitors
* High strategic stakes
High exit barriers
*
Ch. 3 19
Rivalry Among Existing Competitors
Ch. 3 19
Question 3: What Forces Are at
Work to Change Industry Conditions?
Industries change because forces
are driving industry participants
to alter their actions
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Analyzing Driving Forces
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Common Types of Driving Forces
Internet and e-commerce opportunities
Increasing globalization of industry
Changes in long-term industry growth rate
Changes in who buys the product and how they
use it
Product innovation
Technological change/process innovation
Marketing innovation
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Common Types of Driving Forces
Entry or exit of major firms
Diffusion of technical knowledge
Changes in cost and efficiency
Market shift from standardized to differentiated
products (or vice versa)
Regulatory policies / government legislation
Changing societal concerns, attitudes, and
lifestyles
Changes in degree of uncertainty and risk
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Environmental Scanning
Definition
Monitoring and interpreting sweep of social,
political, economic, ecological, and technological
events to spot budding trends that could
eventually impact industry
Purpose
Raise consciousness of managers about potential
developments that could
Have important impact on industry conditions
Pose new opportunities and threats
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Question 4: Which Companies are in
Strongest / Weakest Positions?
One technique for revealing the different
competitive positions of industry rivals is strategic
group mapping
A strategic group
consists of those
rivals with similar
competitive
approaches in
an industry
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Strategic Group Mapping
Firms in same strategic group have two or
more competitive characteristics in common
Sell in same price/quality range
Cover same geographic areas
Be vertically integrated to same degree
Have comparable product line breadth
Emphasize same types of distribution
channels
Offer buyers similar services
Use identical technological approaches
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Procedure for Constructing a
Strategic Group Map
STEP 1: Identify competitive characteristics that
differentiate firms in an industry from one
another
STEP 2: Plot firms on a two-variable map using
pairs of these differentiating
characteristics
STEP 3: Assign firms that fall in about the same
strategy space to same strategic group
STEP 4: Draw circles around each group, making
circles proportional to size of group’s
respective share of total industry sales
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Example: Strategic Group Map of the
Video Game Industry
Arcades
Suppliers/Distribution Channels
Arcade
operators
Types of Video Game
Publishers
Home PCs of games on
CD-ROMs
Sony, Sega,
Nintendo, several
Video game others
consoles
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Interpreting Strategic Group Maps
Driving forces and competitive pressures often
favor some strategic groups and hurt others
Profit potential of different strategic groups varies
due to strengths and weaknesses in each group’s
market position
The closer strategic groups are on map, the
stronger the competitive rivalry among member
firms tends to be
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Question 5: What Strategic Moves Are
Rivals Likely to Make Next?
A firm’s own best strategic moves are affected by
Current strategies of competitors
Future actions of competitors
Profiling key rivals involves gathering
competitive intelligence about their
Current strategies
Most recent moves
Resource strengths and weaknesses
Announced plans
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Competitor Analysis
Successful strategists take great pains in
scouting competitors to
Understand their strategies
Watch their actions
Evaluate their vulnerability to driving
forces and competitive pressures
Size up their resource strengths and
weaknesses and their capabilities
Try to anticipate rivals’ next moves
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Table 3.3: Categorizing Objectives
and Strategies of Competitors
Competitive Strategic Market Share Competitive Strategic Competitive
Scope Intent Objective Position Posture Strategy
• Aggressive • Getting • Striving for
• Be dominant • Mostly
• Local expansion stronger; on low-cost
leader offensive
via the move leadership
• Overtake acquisition &
internal • Well- • Mostly • Focusing on
• Regional industry
growth entrenched defensive market niche
leader
• Be among • Expansion • Stuck in the • Combination • Pursuing
• National industry via internal middle of the of offensive differentiation
leaders growth pack & defensive based on
Quality
• Expansion • Going after a
• Move into • Aggressive Service
• Multicountry via different
top 10 risk-taker Technology
acquisition position
superiority
• Move up a • Hold on to • Struggling; Breadth of
• Conservative
• Global notch in present losing product line
follower
rankings share ground Image &
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The Advantages and Disadvantages of Different
Entry Modes
Entry Mode Advantages Disadvantages
Exporting • Ability to realize location and experience-• High transport costs
curve economies • Trade barriers
• Problems with local marketing agents
Licensing • Low development costs and risks • Inability to realize location and
experience-curve economies
• Inability to engage in global strategic
coordination
• Lack of control over technology
Franchising • Low development costs and risks • Inability to engage in global strategic
coordination
• Lack of control over quality
Joint ventures • Access to local partner’s knowledge • Inability to engage in global strategic
• Shared development costs and risks coordination
• Political dependency • Inability to realize location and
experience-curve economies
• Lack of control over technology
TABLE
8.2 © 2001 Houghton Mifflin Company. All rights reserved.
Copyright
The Advantages and Disadvantages of Different
Strategies for Competing Globally
Strategy Advantages Disadvantages
International • Transfer of distinctive competencies to • Lack of local responsiveness
foreign markets • Inability to realize location economies
• Failure to exploit experience-curve effects
TABLE
8.1 © 2001 Houghton Mifflin Company. All rights reserved.
Copyright
Choosing an Investment Strategy at the
Business Level
Stage of the Industry Strong Competitive Weak Competitive
Life Cycle Position Position
TABLE
6.2
Copyright © 2001 Houghton Mifflin Company. All rights reserved.
Predicting Moves of Rivals
Predicting rivals’ next moves involves
Analyzing their current competitive positions
Examining public pronouncements about
what it will take to be successful in industry
Gathering information from grapevine about
current activities and potential changes
Studying past actions and leadership
Determining who has flexibility to make major
strategic changes and who is locked into
pursuing same basic strategy
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Question 6: What are the Key Factors
for Competitive Success?
Competitive elements most affecting every
industry member’s ability to prosper
Specific strategy elements
Product attributes
Resources
Competencies
Competitive capabilities
KSFs spell the difference between
Profit and loss
Competitive success or failure
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Identifying Industry
Key Success Factors
Answers to three questions pinpoint KSFs
On what basis do customers choose between
competing brands of sellers?
What resources and competitive capabilities
does a seller need to have to be competitively
successful?
What does it take for sellers to achieve a
sustainable competitive advantage?
KSFs consist of the 3 - 5 really major
determinants of financial and
competitive success in an industry
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Table 3.3: Common Types of
Key Success Factors
Scientific research expertise; Product innovation capability; Expertise
Technology- in a given technology; Capability to use Internet to conduct various
related business activities
Manufacturing- Low-cost production efficiency; Quality of manufacture; High use of
fixed assets; Low-cost plant locations; High labor productivity; Low-
related cost product design; Flexibility to make a range of products
Strong network of wholesale distributors/dealers; Gaining ample
Distribution-
space on retailer shelves; Having company-owned retail outlets; Low
related distribution costs; Fast delivery
Fast, accurate technical assistance; Courteous customer service;
Marketing- Accurate filling of orders; Breadth of product line; Merchandising
related skills; Attractive styling; Customer guarantees; Clever advertising
Superior workforce talent; Quality control know-how; Design
Skills-related expertise; Expertise in a particular technology; Ability to develop
innovative products; Ability to get new products to market quickly
Organizational Superior information systems; Ability to respond quickly to shifting
market conditions; Superior ability to employ Internet to conduct
capability business; More experience & managerial know-how
Favorable image/reputation with buyers; Overall low-cost; Convenient
Other types locations; Pleasant, courteous employees; Access to financial capital;
Patent protection
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Example: KSFs for Beer Industry
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Example: KSFs for Apparel
Manufacturing Industry
Fashion design -- to
create buyer appeal
Low-cost manufacturing
efficiency -- to keep selling
prices competitive
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Example: KSFs for Tin and
Aluminum Can Industry
Locating plants close to end-use
customers -- to keep costs of shipping
empty cans low
Ability to market plant output within
economical shipping distances
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Strategic Management Principle
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Question 7: Is the Industry
Attractive or Unattractive and Why?
Objective
Develop conclusions about whether the industry
and competitive environment is attractive or
unattractive, both near- and long-term, for
earning good profits
Principle
A firm uniquely well-suited in an otherwise
unattractive industry can, under certain
circumstances, still earn unusually good profits
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Things to Consider in
Assessing Industry Attractiveness
Industry’s market size and growth potential
Whether competitive conditions are conducive to
rising/falling industry profitability
Will competitive forces become stronger or
weaker
Whether industry will be favorably or unfavorably
impacted by driving forces
Potential for entry/exit of major firms
Stability/dependability of demand
Severity of problems facing industry
Degree of risk and uncertainty in industry’s future
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Conducting an Industry and
Competitive Situation Analysis
Two things to keep in mind
Intuition + Analysis
Ch. 1-235
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Integrating Intuition and Analysis
Intuition and judgment
Management at all levels
–
Analyses are influenced
–
Ch. 1-236
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Strategies in Action
-- Will Rogers
Ch5-237
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Long-Term Objectives
Ch5-238
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Long-Term Objectives
Objectives –
– Quantifiable
– Measurable
– Realistic
– Understandable
– Challenging
– Hierarchical
– Obtainable
– Congruent
– Time-line
Ch5-239
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Long-Term Objectives
– Corporate
– Divisional
– Functional levels
Ch5-240
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Integration Strategies
Forward Integration
Integration
Backward Integration
Strategies
Horizontal Integration
Ch5-241
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Integration Strategies
Integration strategies –
Ch5-242
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Integration Strategies
Forward Integration –
Ch5-243
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Integration Strategies
Guidelines for Forward Integration –
Ch5-244
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Integration Strategies
Backward Integration –
Ch5-245
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Integration Strategies
Guidelines for Backward Integration –
Ch5-246
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Integration Strategies
Horizontal Integration –
Ch5-247
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Integration Strategies
Guidelines for Horizontal Integration –
Ch5-248
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Intensive Strategies
Market Penetration
Intensive
Market Development
Strategies
Product Development
Ch5-249
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Intensive Strategies
Intensive strategies –
Ch5-250
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Intensive Strategies
Market Penetration –
Ch5-251
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Intensive Strategies
Guidelines for Market Penetration –
Ch5-252
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Intensive Strategies
Market Development –
Ch5-253
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Intensive Strategies
Guidelines for Market Development –
Ch5-254
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Intensive Strategies
Product Development –
Ch5-255
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Intensive Strategies
Guidelines for Product Development –
Ch5-256
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Diversification Strategies
Concentric
Diversification
Diversification Conglomerate
Strategies Diversification
Horizontal
Diversification
Ch5-257
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Diversification Strategies
Diversification strategies –
Ch5-258
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Diversification Strategies
Concentric Diversification –
Ch5-259
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Diversification Strategies
Guidelines for Concentric Diversification –
Ch5-260
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Diversification Strategies
Conglomerate Diversification –
Ch5-261
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Diversification Strategies
Guidelines for Conglomerate Diversification –
Ch5-262
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Diversification Strategies
Horizontal Diversification –
Ch5-263
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Diversification Strategies
Guidelines for Horizontal Diversification –
Retrenchment
Defensive
Divestiture
Strategies
Liquidation
Ch5-265
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Defensive Strategies
Retrenchment –
Divestiture –
Ch5-268
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Defensive Strategies
Guidelines for Divestiture –
Ch5-269
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Defensive Strategies
Liquidation–
Ch5-270
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Defensive Strategies
Guidelines for Liquidation –
Ch5-271
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Michael Porter’s Generic Strategies
Differentiation Strategies
Focus Strategies
Ch5-272
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Joint Venture/Partnering
Ch5-273
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Joint Venture/Partnering
Cooperative Arrangements –
Ch5-274
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Joint Venture/Partnering
Ch5-275
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Joint Venture/Partnering
Guidelines for Joint Ventures –
Ch5-276
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Merger/Acquisition
Ch5-277
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Leveraged Buyout (LBO)
Ch5-278
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Strategy Analysis & Choice
-- Bill Saporito
Ch5-279
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Strategy Analysis & Choice
Ch5-280
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Strategy Analysis & Choice
Ch5-281
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Strategy Analysis & Choice
Ch5-282
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Strategy-Formulation Analytical Framework
Ch5-283
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Formulation Framework
Competitive Profile
Matrix
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Input Stage
Ch5-285
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Formulation Framework
TOWS Matrix
SPACE Matrix
Stage 2:
BCG Matrix
The Matching Stage
IE Matrix
Fred R. David
Prentice Hall
6.5 General Electric’s Business Screen (Fig. 6.3)
A Question
High B Marks
D
Industry Attractiveness
Winners
E Average
Businesses
Medium F
Losers
H
Losers
G
Low Source: Adapted from Strategic
Profit
Producers Management in GE, Corporate
Losers
Planning and Development, General
Electric Corporation. Used by
permission of General Electric
Strong Average Weak
Company.
Business Strength/Competitive Position
Prentice Hall, 2000 Chapter 6 287
6.6 Portfolio Matrix for Plotting Products by Country (Fig. 6.4)
High Low
Dominate/Divest
High
Invest/Grow
Joint Venture
Country Attractiveness
Selective
Strategies
Harvest/Divest
Low
Proposed Outsourcing
Matrix
Activity's Total Value-Added to Firm's Products
and Services
Low High
Activity's Potential for Competitive Advantage
Outsource Outsource
Completely: Completely:
Low
Ch5-290
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Matching Stage
TOWS Matrix
– Threats
– Opportunities
– Strengths
– Weaknesses
Ch5-291
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TOWS Matrix
– Strengths-Opportunities (SO)
– Weaknesses-Opportunities (WO)
– Strengths-Threats (ST)
– Weaknesses-Threats (WT)
Ch5-292
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SO Strategies
Ch5-293
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WO Strategies
Improving
Threats internal
Opportunities WO weaknesses by
Weaknesses Strategies taking
Strengths advantage of
(TOWS) external
opportunities
Ch5-294
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ST Strategies
Ch5-295
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WT Strategies
Defensive
Threats tactics aimed at
Opportunities WT reducing internal
Weaknesses Strategies weaknesses
Strengths and avoiding
(TOWS) environmental
threats.
Ch5-296
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TOWS Matrix
Ch5-297
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TOWS Matrix
Developing the TOWS Matrix
Ch5-298
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TOWS Matrix
Leave Blank Strengths-S Weaknesses-W
TOWS Matrix
SPACE Matrix
Stage 2:
BCG Matrix
The Matching Stage
IE Matrix
Fred R. David
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SPACE Matrix
Strategic Position and Action Evaluation Matrix
Ch5-301
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SPACE Matrix
Ch5-302
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SPACE Matrix
Developing the SPACE Matrix:
• EFE Matrix
• IFE Matrix
Ch5-304
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SPACE Factors
Internal Strategic Position External Strategic Position
Ch5-305
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SPACE Matrix
FS
Conservative Aggressive
+6
+5
+4
+3
+2
+1
CA IS
-6 -5 -4 -3 -2 -1 -1 +1 +2 +3 +4 +5 +6
-2
-3
-4
-5
Defensive -6 Competitive
ES Ch5-306
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Formulation Framework
TOWS Matrix
SPACE Matrix
Stage 2:
BCG Matrix
The Matching Stage
IE Matrix
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BCG Matrix
Boston Consulting Group Matrix
Ch5-309
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BCG Matrix
Relative market share position defined:
Ch5-310
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BCG Matrix
Relative Market Share Position
High Medium Low
1.0 .50 0.0
High
+20
Stars Question Marks
II I
Medium
0
-20 Ch5-311
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BCG Matrix
Question Marks
Ch5-312
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BCG Matrix
Stars
Ch5-314
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BCG Matrix
Dogs
Ch5-315
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Formulation Framework
TOWS Matrix
SPACE Matrix
Stage 2:
BCG Matrix
The Matching Stage
IE Matrix
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Grand Strategy Matrix
• Popular tool for formulating alternative
strategies
Ch5-317
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RAPID MARKET GROWTH
Quadrant II Quadrant I
1. Market development 1. Market development
2. Market penetration 2. Market penetration
3. Product development 3. Product development
4. Horizontal integration 4. Forward integration
5. Divestiture 5. Backward integration
6. Liquidation 6. Horizontal integration
WEAK 7. Concentric diversification
STRONG
COMPETITIVE COMPETITIVE
POSITION Quadrant III Quadrant IV
POSITION
1. Retrenchment 1. Concentric diversification
2. Concentric diversification 2. Horizontal diversification
3. Horizontal diversification 3. Conglomerate
4. Conglomerate diversification
diversification 4. Joint ventures
5. Liquidation
SLOW MARKET GROWTH
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Grand Strategy Matrix
Quadrant I
Ch5-319
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Grand Strategy Matrix
Quadrant II
Ch5-320
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Grand Strategy Matrix
Quadrant III
Ch5-321
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Grand Strategy Matrix
Quadrant IV
Ch5-322
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9.1 Matching Chief Executive “Types” with Strategy
Growth—Concentration Retrenchment—
Save Company
Dynamic Industry Expert
Turnaround
High
Specialist
Industry Attractiveness
Stability
Medium
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QSPM
Ch5-325
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QSPM
Ch5-326
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QSPM
Limitations:
Ch5-327
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QSPM
Positives:
Ch5-328
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Cultural Aspects of Strategy
Choice
Culture:
Ch5-329
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Cultural Aspects of Strategy
Choice
Culture:
Ch5-330
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Politics of Strategy Choice
Politics in organizations:
• Management hierarchy
• Career aspirations
• Allocation of scarce resources
Ch5-331
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Politics of Strategy Choice
• Equifinality
• Satisfying
• Generalization
• Focus on Higher-Order Issues
• Provide Political Access on Important Issues
Ch5-332
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Politics of Strategy Choice
Ch5-333
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Politics of Strategy Choice
Political tactics for strategists:
Fred R. David
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Role of A Board of Directors
Ch5-335
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Implementing Strategies:
Management Issues
Ch 7-336
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Implementing Strategies:
Strategy Analysis & Choice
Management Issues
Ch 7-337
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Implementing Strategies:
Strategy Analysis & Choice
Management Issues
Ch 7-338
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Implementing Strategies:
Strategy Analysis & Choice
Management Issues
Ch 7-339
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Implementing Strategies:
Strategy Analysis & Choice
Management Issues
Ch 7-340
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Implementing Strategies:
Strategy Analysis & Choice
Management Issues
Ch 7-341
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Implementing Strategies
-- Peter Drucker
Ch 8-342
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Marketing Issues
• Market Segmentation
• Production Positioning
Ch 8-343
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Finance/Accounting Issues
Ch 8-344
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Research & Development Issues
Ch 8-345
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MIS Issues
Ch 8-346
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Strategy Evaluation
3 Basic Activities –
Ch 8-348
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Evaluation Framework
I. Review Underlying Bases
Differences? Yes
NO III.
Take
II. Measure Firm Performance Corrective
Actions
Differences? Yes
NO
Ch 8-350
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Reviewing Bases of Strategy
Ch 8-351
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Reviewing Bases of Strategy
Ch 8-352
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Reviewing Bases of Strategy
Ch 8-353
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Reviewing Bases of Strategy
Ch 8-354
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Evaluation Framework
I. Review Underlying Bases
Differences? Yes
NO III.
Take
II. Measure Firm Performance Corrective
Actions
Differences? Yes
NO
Note: The strategic audit can be used to develop a business plan. It provides detailed questions to serve
as a checklist.
Source: Thomas L. Wheelen, “Contents of a Strategic Business Plan for an Entrepreneurial Venture.”
Copyright © 1988 by Thomas L. Wheelen. Reprinted by permission.
Prentice Hall, 2000 Chapter 12 356
12.6 Some Guidelines of New-Venture Success (Table 12.3)
Ch. 9 35
International Strategy Opportunities & Outcomes
Identify Explore Use Core Strategic
International Resources & Competence Competitiv
Opportunities Capabilities eness
International Modes of ManagementOutcomes
Strategies Entry Problems, Risk,
and First Steps
Increased International Exporting
Market Size Bus.-Level
Strategy Higher
Return on Licensing
Performance
Investment Multidomestic Returns
Strategic
Strategy
Economies Alliances
of Scale and Global
Acquisition Innovation
Learning Strategy
Location Transnational Establishment
Advantage Strategy of New Sub.
Management
Problems, Risk,
and First Steps
Ch. 9 35
Business-Level International Strategies
International Low Cost
Usually located in home country
Export to international markets
Low value added operations in foreign countries
High value added operations in home country
International Differentiation
Countries with advanced or
specialized factor conditions
most likely to use this strategy
e.g. Canada, Germany, Japan, U.S.A.
Ch. 9 36
Business-Level International Strategies
International Focus Strategies
Technologically advanced firms follow
focused low cost strategy
Focused differentiation firms compete on the
basis of image & design
Third group competes on low price by imitating
Ch. 9 36
Corporate-Level International Strategies
Type of Corporate Strategy selected
will have an impact on the selection and
implementation of the business-level strategies
Some Corp. strategies provide individual country
units with flexibility to choose their own strategies
Others dictate bus.-level strategies from the home
office & coordinate resource sharing across units
Multi-Domestic Strategy
Three
Corporate Global Strategy
Strategies Transnational Strategy
Ch. 9 36
Corp.-Level International Strategies
Multi-Domestic Strategy
Strategy & operating decisions are decentralized
to strategic business units (SBU) in each country
Products & services are tailored to local markets
Business units in each country are independent
of each other
Assumes markets differ by country or regions
Focus on competition in each market
Prominent strategy among European firms due to
broad variety of cultures & markets in Europe
Ch. 9 36
Corp.-Level International Strategies
Global Strategy
Products are standardized across
national markets
Decisions regarding business-level strategies
are centralized in the home office
Strategic business units (SBU) are assumed to
be interdependent
Emphasizes economies of scale
Firm often lacks responsiveness to local markets
Requires resource sharing & coordination
across borders (which also makes it
difficult
Ch. 9
to manage) 36
Corp.-Level International Strategies
Transnational Strategy
Seeks to achieve both global
efficiency and local responsiveness
Difficult to achieve because of simultaneous
requirements for strong central control and
coordination to achieve efficiency as well as
local flexibility and decentralization to
achieve local market responsiveness
Ch. 9 36