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The Strategic Management Process: Mcgraw-Hill/Irwin
The Strategic Management Process: Mcgraw-Hill/Irwin
The Strategic
Management Process
McGraw-Hill/Irwin
LO 2-1 Explain the role of vision, mission, and values in the strategic
management process.
LO 2-2 Describe and evaluate the role of strategic intent in achieving
long-term goals.
LO 2-3 Distinguish between customer-oriented and product-oriented
missions and identify strategic implications.
LO 2-4 Critically evaluate the relationship between mission statements and
competitive advantage.
LO 2-5 Explain why anchoring a firm in ethical values is essential for longterm success.
LO 2-6 Compare and contrast strategic planning, scenario planning, and
strategy as planned emergence, and discuss strategic implications.
2-3
Chapter Case 2
Wendy Kopp
Inspiring mission
TFA Video
EXHIBIT 2.1
Vision
Mission
Values
STRATEGY
STRATEGY HIGHLIGHT
HIGHLIGHT 2.1
2.1
LO 2-1 Explain the role of vision, mission, and values in the strategic
management process.
LO 2-2 Describe and evaluate the role of strategic intent in achieving longterm goals.
LO 2-3 Distinguish between customer-oriented and product-oriented
missions and identify strategic implications.
LO 2-4 Critically evaluate the relationship between mission
statements and competitive advantage.
LO 2-5 Explain why anchoring a firm in ethical values is essential for longterm success.
LO 2-6 Compare and contrast strategic planning, scenario planning, and
strategy as planned emergence, and discuss strategic implications.
Product-Oriented Missions
Define the firm in terms of products or services
U.S. Railroads: "Safest North American railroad
LO 2-1 Explain the role of vision, mission, and values in the strategic
management process.
LO 2-2 Describe and evaluate the role of strategic intent in achieving longterm goals.
LO 2-3 Distinguish between customer-oriented and product-oriented
missions and identify strategic implications.
LO 2-4 Critically evaluate the relationship between mission statements and
competitive advantage.
LO 2-5 Explain why anchoring a firm in ethical values is essential for
long-term success.
LO 2-6 Compare and contrast strategic planning, scenario planning, and
strategy as planned emergence, and discuss strategic implications.
Enron
One of the largest bankruptcies in U.S. history
Over 50,000 jobs lost (Enron and Arthur Andersen)
LO 2-1 Explain the role of vision, mission, and values in the strategic
management process.
LO 2-2 Describe and evaluate the role of strategic intent in achieving longterm goals.
LO 2-3 Distinguish between customer-oriented and product-oriented
missions and identify strategic implications.
LO 2-4 Critically evaluate the relationship between mission statements and
competitive advantage.
LO 2-5 Explain why anchoring a firm in ethical values is essential for long
term success.
LO 2-6 Compare and contrast strategic planning, scenario planning,
and strategy as planned emergence, and discuss strategic
implications.
The
The
Evolution
of
Strategic
Management
TheEvolution
Evolutionof
ofStrategic
StrategicManagement
Management
DOMINANT
DOMINANT
THEME
THEME
MAIN
MAIN
ISSUES
ISSUES
CONCEPTS
CONCEPTS
&&
TECHNIQUES
TECHNIQUES
IMPLEMENTIMPLEMENTATION
ATION
1950s
1950s
1960s
1960s
Early-mid
Early-mid
1970s
1970s
Late1970s
Late1970s
early
early1980s
1980s
Budgetary
Budgetary
planning
planning&&
control
control
Corporate
Corporate
planning
planning
Corporate
Corporate
strategy
strategy
Analysis
Analysisofof
industry
industry&&
competition
competition
Financial
Financialcontrol
control
Planning
Planninggrowth
growth
DiversificaDiversifica- Positioning
Positioning
ion
ion
Competitive
Competitive
advantage
advantage
Budgeting
Budgeting
project
projectappraisal
appraisal
Forecasting &
Forecasting &
investment
investment
planning
planning
Portfolio
Portfolio
planning.
planning.
Synergy
Synergy
market
market
share
share
Resource
Resource
analysis.
analysis.
Case
Case
competences
competences
Emphasis
Emphasison
on
financial
financial
management
management
Rise
Riseofof
corporate
corporateplanning
planning
departments
departments
&&formal
formal
planning
planning
DiversifiIndustry/market
DiversifiIndustry/market
cation.
selectivity.
cation.
selectivity.
Quest
for
Active
Quest for
Activeasset
asset
global
management
global
management
market
marketshare
share
Analysis of
Analysis of
industry
industry&&
competition
competition
Late
Late1980s
1980s
early
1990s
early 1990s
Late
Late1990s
1990s
early
2000s
early 2000s
Quest
Questfor
for
competitive
competitive
advantage
advantage
Strategic
Strategic
innovation
innovation
The New
The New
Economy
Economy
Innovation
Innovation&&
knowledge
knowledge
Dynamic
Dynamic
sources
sourcesofof
advantage
advantage
Knowledge
Knowledge
management
management
cooperation
cooperation
Restructuring
Restructuring Virtual
VirtualorgaorgaBPR.
nization.
BPR.
nization.
Refocusing
Refocusing Alliances
Alliances
Outsourcing
Outsourcing Quest
Questfor
for
critical
criticalmass
mass
17
assess
environmental
factors
Identify
current
mission
and
strategic
goals
Conduct
competitive
analysis:
strengths
weakness
opportunity
threats
Develop
specific
strategies:
corporate
business
functional
carry out
strategic
plans
maintain
strategic
control
assess
organisational
factors
619
EXHIBIT 2.2
STRATEGY
STRATEGY HIGHLIGHT
HIGHLIGHT 2.2
2.2
123
EXHIBIT 2.3
Strategy
Strategy
Making
Design
or
Process?
StrategyMaking
Making:::Design
Designor
orProcess?
Process?
Strategy
Strategyas
asDesign
Design
Strategy
Strategyas
asProcess
Process
Planning
Planningand
and
rational
rationalchoice
choice
Many
Manydecision
decisionmakers
makers
responding
respondingto
tomultitude
multitudeof
of
external
externaland
andinternal
internalforces
forces
INTENDED
INTENDED
STRATEGY
STRATEGY
EMERGENT
EMERGENT
STRATEGY
STRATEGY
REALIZED
REALIZEDSTRATEGY
STRATEGY
Mintzbergs
Critique
of
Formal
Strategic
Planning:
Mintzbergs
Critique
of
Formal
Strategic
Planning:
Mintzbergs
Critique
of
Formal
Strategic
Planning:
The
fallacy
of
prediction
the
future
isisunknown
The
fallacy
of
prediction
the
future
The
fallacy
of
prediction
the
future
isunknown
unknown
The
fallacy
of
detachment
-impossible
to
divorce
formulation
from
The
fallacy
of
detachment
-impossible
to
divorce
formulation
from
The
fallacy
of
detachment
-impossible
to
divorce
formulation
from
implementation
implementation
implementation
The
fallacy
of
formalization
--inhibits
flexibility,
spontaneity,
The
fallacy
--inhibits
flexibility,
spontaneity,
of
formalization
The
fallacy
of
formalization
--inhibits
flexibility,
spontaneity,
intuition
and
learning.
intuition
and
learning.
intuition and learning.
27
STRATEGY
STRATEGY HIGHLIGHT
HIGHLIGHT 2.3
2.3
Starbucks
Autonomous action of mid-level manager
Tenacity and persistence of a store manager in
Southern California
Risk of failure
128
An
An optimal
optimal decision
decision
isis possible
possible
All
All relevant
relevant information
information
isis available
available
All
All relevant
relevant information
information isis
understandable
understandable
All
All alternatives
alternatives are
are known
known
Managers
Managers as
as
decision
decision makers
makers
Assumptions
Assumptions of
of the
the
Rational
Rational Model
Model
Rational
Rational
decision
decision
making
making
All
All possible
possible outcomes
outcomes known
known
9
29
Time
Time constraints
constraints
Limited
Limited ability
ability to
to
understand
understand all
all factors
factors
Inadequate
Inadequate base
base
of
of information
information
Limited
Limited memory
memory of
of
decision-makers
decision-makers
Managers
Managers as
as
decision
decision makers
makers
Satisficing
Satisficing
Satisficing
Satisficing
decision
decision
making
making
Poor
Poor perception
perception of
of factors
factors
to
to be
be considered
considered
in
in decision
decision process
process
10
30
Improving Strategic
Decision-Making
1-40
Illusion
of
Control
Prior
Hypothesis
Bias
Reasoning
by
Analogy
Escalating
Commitment
Representativeness
31Copyright
Illusion of invulnerability
Belief in the inherent morality of the group
Stereotyped views of members of
opposing groups
Application of pressure to members who
express doubts about the groups shared
allusions or question the validity of
arguments proposed
Practice of self-censorship
Appointment of mindguards
14-25
32
Dialectical
Inquiry
Groupthink
Use conflict-inducing decision-making techniques to
help prevent groupthink and lead to better decisions.
Copyright 2005 by The McGraw-Hill Companies, Inc. All rights reserved.
14-24
33
14-29
Take-Away Concepts
Explain the role of vision, mission, and values in the strategic
management process.
LO 2-1
Describe and evaluate the role of strategic intent in achieving longterm goals.
LO 2-2
Strategic intent finds its expression in stretch goals that exceed the firms existing
resources and capabilities by a large margin.
Effective use of strategic intent creates at all levels of the organization an
obsession with winning that can help companies ascend to global leadership.
Take-Away Concepts
LO 2-3 Distinguish between customer-oriented and product-oriented
missions and identify strategic implications.
Customer-oriented missions define businesses providing solutions to
customer needs.
Product-oriented missions define a business in terms of a good or
service provided.
Customer-oriented missions provide managers with more strategic
flexibility than product-oriented missions.
LO 2-4 Critically evaluate the relationship between mission
Take-Away Concepts
LO 2-5
LO 2-6