Evolution of Strategic Management
Global considerations impact virtually all strategic decisions.
± Geographical boundaries no longer define the limits of our imaginations. ± The survival of businesses hinges on the perception of others about your business. ± The success of St. Mgt depends upon the manager¶s degree of understanding of competitors, markets, prices, suppliers, distributors, governments, creditors, shareholders, and consumers on worldwide basis.

Evolution of Strategic Management
Technological Changes Electronic Commerce (e-commerce) has become a vital St. Mgt tool.
± Companies getting competitive advantage by using internet for direct selling and comm. with suppliers, customers, creditors, partners/shareholders, clients and competitors dispersed globally. ± E- Commerce allows firms to sell products, advertise, purchase supplies bypassing intermediaries, track inventory, eliminate paperwork and share information. ± E-commerce is reducing expense, time, distance and space in doing business thus giving better customer service, greater efficiency improved product and higher profitability.

may lead to regulation on consumers in future. ± It promotes endless comparison shopping thus enabling consumers worldwide to band together to demand discounts. ± It has transferred power from businesses to individuals . ± Buyers can get best price and service by quickly scanning hundreds of vendor offerings. . friends neighbors etc.Evolution of Strategic Management Internet and PCs are changing our lifestyle the way we interact with our families.

. ± According to seventy four percent Americans in a survey. the Internet will change society more than telephone and television combined. e-Trade. e-commerce. ± Business to Business e-commerce is five time greater than consumer e-commerce.Evolution of Strategic Management Internet has changed the economics of business in every single industry worldwide. e-mail and e-toys have become integral part of everyday life worldwide. ± Slogans and company¶s like e-Bay.

production /operations. ‡ The purpose of strategic management is to exploit and create new and different opportunities for tomorrow. marketing. . finance/ accounting.Strategic Management Definition The art and science of formulating implementing and evaluating cross-functional decisions that enable an organization to achieve it¶s objectives. research and development. ‡ It focuses on integrating management. and computer information systems to achieve organizational objectives.

It attempts to organize qualitative and quantitative information in a way that allows effective decision making under uncertainty. ± Strategy implementation. logical. Three stages of Strategic Management Process. . establishing long term objectives.Strategic Management Process Strategic Management Process It is an objective. identifying an organization¶s external opportunities and threats. determining internal strengths and weaknesses. ± Strategy evaluation. ± Strategy formulation. generating alternative strategies and choosing particular strategy to pursue. systematic approach for making major decisions in an organization. Strategy Formulation Developing a vision and mission.

The first choice is the best choice.Strategic Management Process Vision Statement What do we want to become? A vision statement of an eye clinic. . and being the best is what Atlanta Web pledges to work hard at being ± every day. ³ Our vision is to take care of your vision´ A vision statement of Atlanta Web Printers. ³ To be the first choice in the printed communication business.

A clear mission statement is essential for effectively establishing objectives and formulating strategies.Strategic Management Process Mission Statement An enduring statement of purpose that distinguishes one organization from other similar is a declaration of an organization¶s ³ reason for being ³answering the pivotal question ³ what is our business´. . .

time and performance parameters can be assessed and controlled. .Strategic Management Process Importance of Vision and Mission Statements ‡ ‡ ‡ ‡ Ensure unanimity of purpose within the organization. Establish a general tone or organizational climate. Provide a basis. ‡ Specify organization¶s purpose and then translate these into objectives in such a way that cost. Facilitate the translation of objectives in to work structure involving the assignment of tasks to responsible elements in organization. or standard. for allocating organizational resources.

demographic. governmental. social. technological or competitive trends. Firms to formulate strategies to take advantage of external opportunities and to avoid/reduce the impact of external threats. cultural. They are largely beyond the control of a single organization-thus the word external. . legal.Strategic Management Process External Opportunities and Threats The trends and events that could significantly benefit or harm an organization in the future are referred to external opportunities and threats like economic. political. environmental.

.Strategic Management Process Internal Strengths and weaknesses An organization¶s controllable activities that are performed especially well or poorly. research and development and management information system activities of a business. ‡ They arise in the management. ‡ Organizations strive to pursue strategies that capitalize on Internal strengths and eliminate internal weaknesses. finance/accounting. marketing. production/ operations.

Strategic Management Process ‡ Strengths and weaknesses are determined relative to competitors. production efficiency. ‡ Strengths and weaknesses can be determined by elements of being rather than performance. advertising effectiveness and customer loyalty. . ‡ Internal factors can be determined by computing ratios. measuring performance and comparing to past periods and industry averages. ‡ Strengths and weaknesses can be determined relative to a firm¶s own objectives. ‡ Survey method could be used to determine employee morale.

motivating and controlling activities.Strategic Management Process Long Term Objectives Specific results that an organization seeks to achieve in pursuing its basic mission during a period of more than one year. organizing. aid in evaluation. . reveal priorities. focus coordination and provide a basis for effective planning. Objectives should be challenging. create synergy. Objectives state direction. measurable. reasonable and clear. consistent.

liquidation and joint venture. Business strategies may include geographic expansion. Strategies are potential actions thus future.oriented having multifunctional or multidivisional consequences for the organization. product development. retrenchment. market penetration.Strategic Management Process Strategy It is the means by which long-term objectives can be achieved. diversification. acquisition. .

Whether to enter international market.Strategic Management Process Strategy formulation issues ‡ ‡ ‡ ‡ ‡ ‡ ‡ Deciding what new business to enter What businesses to close. Whether to merge or form a joint venture How to avoid a hostile takeover. Whether to expand operations or diversify. How to allocate resources. .

and Linking employee compensation to organizational performance . It entails establishment of annual objectives. motivate employees.Strategic Management Process Strategy Implementation It is also called ³the action stage of strategic management´. devise policies. Developing a strategy-supporting culture Creating an effective organizational structure. Preparing budget. and allocate resources so that formulated strategies can be executed. Developing and utilizing information systems. Redirecting marketing efforts. Strategy Implementation includes.

requires good intuitive and analytical skills Strategy implementation .Strategic Management Process Implementing Strategies Strategy implementation is different than strategy formulation.focuses on efficiency Strategy formulation ± primarily an intellectual process Strategy implementation ± primarily an operational process strategy formulation . Strategy formulation ± positioning forces before the action Strategy implementation ± managing forces during the action Strategy formulation .focuses on effectiveness Strategy implementation .requires special motivation and leadership skills .

large.requires coordination among many individuals Strategy formulation .varies substantially among different types and sizes of organizations .Strategic Management Process Strategy formulation .requires coordination among a few individuals Strategy implementation . for profit or nonprofit organizations Strategy implementation .concepts and tools similar for small.

± Measuring performance. Strategy evaluation is necessary because success today is no guarantee of success tomorrow . ± Taking corrective actions.Strategic Management Process Strategy Evaluation It is the means for management to determine whether the strategy is working or otherwise. Three fundamental strategy evaluation activities are. All strategies are subject to future modifications because of persistent changes in the external and internal environment of an organization. ± Review external and internal environment factors which are bases for current strategies.

Decide who will be responsible for each step. Two common types of single-use plans are programs and projects. ± 2. ± 1. Determine the logical sequence of steps. ± 3. ± 4. . To develop a program.Strategic Planning Types of Plans Single use plan A plan designed to fit one-time situation. managers. Divide the course of action into steps. The plan becomes obsolete when its one-time goals have been achieved. Establish and provide the sources necessary to complete each step. Program A complex single-use plan consisting of a set of interrelated actions aimed at achieving a one-time major goal.

Standing plans A plan for guiding management decisions and activities in situations that recur repeatedly. Three commonly used types of standing plans are policies. and ± 6. for example. Prepare a schedule for implementation. . Projects integrate fewer activities and resources than programs and are often developed as subunits of programs. Bhasha Dam project in the national program of provision of electricity to the whole country.Policy ± a standing plan that provides broad guidelines for directing managerial activities in pursuit of organizational goals . Gauge the time needed to finish each step. procedures. Project A single-use plan that is narrower in scope than a program and aimed at achieving a specific one-time goal.Strategic Planning -5. and rules.

Strategic Planning ± Procedure ± a standing plan encompassing a series of detailed steps to be followed in particular recurring situation. ± Rule ± a standing plan specifying the circumstances in which certain activities can or cannot be performed. . Contingency Plans Alternative courses of actions to be followed if unforeseen environmental shifts occur.

3 years Operational Plans .5 years Tactical Plans .1 year .Strategic Planning Levels of Planning Strategic Tactical Operational General Time Period Considered for Plans Strategic Plans .

The Managerial Pyramid Mission Strategic Goals/ Plans (organization as a whole) Tactical Goals/ Plans (major divisions. functions) Operational Goals/ Plans (departments and units) .

Strategic Planning
Who Does the Planning?
Small businesses: ± Entrepreneurs do most of the planning. Large firms: ± Traditional: ‡ A central corporate planning group works with top management and each division to solicit, challenge, and refine the company¶s plan. ± Current: ‡ Planning is decentralized and includes the firms¶ product and divisional managers, aided by small headquarters advisory groups.

Strategic Planning
How to Develop a Plan
1. 2. 3. 4. 5. 6. Set an objective. Evaluate the situation. Determine the procedures. Set a timetable. Assign responsibility. Check the plan for feasibility and cost

Strategic Planning
1.Resources 2.Methods 3.Tasks 4.Sequence 5.Individuals 6.Location 7.Deadlines 8.Stop points 9.Measurement

Businesses show significant improvement in sales.Strategic Planning Benefits of Strategic Planning Financial Benefits Organizations using strategic management concepts are more profitable and successful than those who do not. High performing firms do systematic planning to prepare for future fluctuations in their external and internal environment. These firms generally exhibit superior long-term financial performance relative to their industry. . profitability and productivity.

Reduced resistance to change. Increased employee productivity.Strategic Planning Nonfinancial Benefits Strategic management offers. Enhanced awareness of external threats An improved understanding of competitors¶ strategies. Strategic management enhances the problem-prevention capabilities of organizations because it promotes interaction among managers at all divisional and functional levels. . Clear understanding of performance-reward relationships.

Strategic Planning Benefits of Strategic Planning Allows for identification. prioritization and exploitation of opportunities. Helps integrate the behavior of individuals into a total effort. avoiding piecemeal decision making. Directs decision making to support established objectives. Provides a basis for clarifying individual responsibilities. Creates a framework for internal communication among personnel. Facilitates managerial control through setting of standards for monitoring and measuring performance. . Allows more effective allocation of time and resources to identified opportunities. Encourages forward thinking. Presents a framework for improved coordination and control of activities. and provides a unifying framework.

Content with success ± they think no need to plan because things are fine as they stand. Fire-fighting ± busy in crisis management and not finding time to plan. Waste of time ± see planning as waste of time since no marketable product is produced. Too Expensive ± culturally opposed to spending resources.Strategic Planning Reasons For No Strategic Planning By Firms Poor reward structure ± often fail to reward success but ready to punish for failure. ( time spent on planning is investment). Laziness ± may not want to put effort needed for planning. .

cumbersome. Overconfidence ± as individuals amass experience. no risk of failure.Strategic Planning Fear of failure ± not doing anything. Honest difference of opinion ± sincerely believe the plan is wrong as they are watching the situation from different viewpoing. or privilege through effectively using old system. they may rely less on formal planning. like anything else. or inflexible. can also be done badly. of aptitude with new system or of their ability to take on new roles. there is some risk of failure. However whenever something worthwhile is attempted. . he/she sees anew plan as threat. Self-interest ± when some one has achieved status. Planning. However. impractical. Fear of Unknown ± uncertain of abilities to learn new skills. being overconfident or overestimating experience can bring failure Prior bad experience ± plans have been long.

Types of Strategies Integration Strategies Intensive Strategies Diversification Strategies Defensive Strategies Michael Porter¶s Generic Strategies Strategy is choosing among the alternatives. According to Hansen and Smith. . Strategic planning involves ³choices that risk resources´ and ³tradeoffs that sacrifice opportunity´. you cant follow a combination strategy for too long.

± Franchising . retail outlets .Types of Strategies Integration Strategies Forward integration Backwind integration Horizontal integration Forward Integration Gaining ownership or increased control over distributors or retailers by. ± Establishing websites to sell products directly to consumers..costs and opportunities are spread across many individuals. ± Opening company¶s stores.

forward integration reduces organization¶s ability to diversify if it¶s basic industry falters. Availability of quality distributors is limited. Advantages of stable productions are high. . unreliable or incapable of meeting the firms distribution needs. When profit margins for distributors or retailers are high. When organization has both the capital and human resources. Organizations present distributors are expensive. however.Types of Strategies Situations when forward integration may be an effective strategy. When the industry is growing and expected to continue growing. firms having forward integration are availing competitive advantage. organizations can increase the predictability of the demand through forward integration.

Types of Strategies Backward Integration A strategy of seeking ownership or increased control of a firm¶s suppliers particularly in situations when firm¶s suppliers are unreliable. Global competition is prompting firm¶s to reduce number of suppliers and to demand higher level of service and quality from selected ones. Firms increasingly use websites on backward integration opportunities. too costly or cannot meet firm¶s requirements Firms having global sources of supply opt for deintegration. .

When an organization competes in an industry that is growing rapidly. . or incapable of meeting the firms needs. unreliable.Types of Strategies Situations when backward integration may be an effective strategy When present suppliers are expensive. when the number of suppliers is small and the number of competitors is large. When an organization has both capital and human resources to manage the new business of supplying its own raw material.

Types of Strategies Situations when backward integration may be an effective strategy (contd) When the advantages of stable prices are particularly important. When present supplies have high profit margin. . as organization can stabilize the cost of its raw materials and associated products through backward integration. tempting to invest into the venture. When an organization needs to acquire a needed resource quickly.

Types of Strategies Horizontal Integration A strategy of seeking ownership of or increased control over a firm¶s competitors. . Mergers between direct competitors create efficiencies because of potential for eliminating duplicate facilities. It is increasingly being used by the firms as growth strategy. acquisitions and takeovers among competitors allow for increased economies of scale and enhanced transfer of resources and competencies. Mergers.

When increased economies of scale provide major competitive advantage. When the firm has the necessary resources of capital and human talent to manage the expanded organization. and overall industry sales are declining.Types of Strategies Situations when horizontal integration may be an effective strategy When an organization can gain a monopolistic characteristics without being challenged by the law (SECP). when competitors are faltering due to lack of managerial expertise or a need for particular resources that an organization possesses. . when a firm competes in a growing industry.( not if competitors are doing poorly.

. advertising expenditure. Market penetrations includes increasing number of salespersons. publicity efforts or offering extensive sales promotion items.Types of Strategies Intensive Strategies Requires intensive effort from the firm to improve it¶s competitive position with existing products. Market Penetration Market Development Product Development Market Penetration This strategy seeks to increase market share for present product or services in present markets through greater marketing efforts.

Increased economies of scale provide major competitive advantage. The usage rate of present customers could be increased significantly.Types of Strategies Situations when market penetration may be an effective strategy Current markets are not saturated with a particular product or service. Market shares of major competitors have been declining while total industry sales have been increasing. . The correlation between dollar sales and dollar marketing expenditure has been high.

inexpensive and good quality channels of distribution are available. Organization¶s basic industry is becoming global. Situations when market development may be an effective strategy New. Organization has excess production capacity. New untapped or unsaturated markets exist. .Types of Strategies Market Development It involves introducing present products or services into new geographic areas. Organization has the necessary resources to expand operations. reliable. Organization is very successful at what it does.

Situations when Product development may be an effective strategy Organization¶s successful product has reached the maturity stage and organization wants its customers to try it¶s new or improved product. . It normally entails large R & D expenditure.Types of Strategies Product Development A strategy that seeks increased sales by improving or modifying present products or services. Organization competes in an industry that is characterized by rapid technological development.

Concentric. especially when the company is competing in an un attractive industry. but related. Organization competes in a high-growth industry. . products or services.Types of Strategies Major competitors offer better -quality products at comparable prices. Organization has strong research and development capabilities Diversification Strategies Diversification strategy is followed to avoid dependence on any single industry. There are three types of diversification strategies. Horizontal and conglomerate. Concentric Diversification Acquiring new.

When an organization has strong management team. When the company¶s products are in the declining stage of the product¶s life cycle. When adding new but related products would significantly enhance the sales of current products. . When new related products have seasonal sales levels that counterbalance a company¶s existing peaks and lows.Types of Strategies Situations when Concentric diversification may be an effective strategy When an organization competes in a no-growth/ slowgrowth industry. When new related products could be offered at highly competitive prices.

unrelated products or services for present customers. Revenue of the organization would increase significantly. Organization competes in a highly competitive and / or a no growth industry yielding low returns and profit margins. Organization¶s present marketing channels can be used to market new products to current customers. . The new product has countercyclical sales patterns compared to an organization¶s present products. Situation when Horizontal Diversifications may be an effective strategy.Types of Strategies Horizontal Diversification Adding new.

Organization¶s basic industry is experiencing decline in sales / profits. Organization has the capital and managerial talent to successfully compete in a new industry. unrelated products or services. Antitrust action could be charged against an organization that has concentrated on a single industry. The existing markets for company¶s present products are saturated.Types of Strategies Conglomerate Diversification Adding new. There exists financial synergy between the acquired and acquiring firms. . Situations when conglomerate diversification may be an effective strategy. Organization has the opportunity to purchase unrelated business providing an attractive investment opportunity.

Entails selling off land and buildings to raise needed cash. Also called a turnaround or reorganization strategy. is designed to fortify an organization¶s basic distinctive competence.. closing obsolete factories. Bankruptcy can be an effective type of retrenchment strategy.Types of Strategies Defensive Strategies Retrenchment. Retrenchment An organization regroups through cost and asset reduction to reverse declining sales and profits. pruning product lines. Divestiture and Liquidation are defensive strategies. allowing a firm to avoid major debt obligations and to void union contracts. reducing the number of employees and controlling expenses. . automating processes. closing marginal businesses.

could not capitalize on external opportunities.Types of Strategies Situations when retrenchment may be an effective strategy. The organization¶s strategic managers have failed. and pressure from stakeholders to improve performance. The organization is plagued by inefficiency. poor employee morale. low profitability. take advantage of internal strengths and overcome internal weaknesses overtime. . The organization is a weaker competitor in the industry. minimize external threats. An organization has failed to meet it¶s objectives and goals repeatedly overtime. Organization has grown so large so quickly that major internal reorganization is needed.

Divestiture can be apart of an overall retrenchment strategy to rid an organization of businesses that are unprofitable. The strategy is used to raise capital for further strategic acquisition or investments. that require too much capital. . or that do not fit well with the firm¶s other activities.Types of Strategies Divestiture Selling a division or part of an organization.

customers.Types of Strategies Situations when Divestiture may be an effective strategy. A large amount of cash is required quickly and cannot be obtained from other sources. values or needs. A division is misfit with the rest of an organization. A division needs more resources to be competitive than the company can provide. A division is responsible for an organization¶s overall poor performance. The organization has pursued a retrenchment strategy but failed to accomplish needed improvements. managers. Government antitrust action threatens an organization . may be due to different markets. employees.

than liquidation is the only way to orderly get max cash from firm¶s assets. When only alternative left is bankruptcy. It is better to cease operating than to continue loosing large sums of money. . in parts. Situations when liquidation may be an effective strategy to pursue. for their tangible worth is called liquidation. When stockholders of a firm can minimize their losses by selling the organization¶s assets. Liquidities is a recognition of defeat and therefore. can be an emotionally difficult strategy.Types of Strategies Liquidation Selling all of a company¶s assets. Organization has pursued both a retrenchment strategy and divestiture strategy and both have failed.

These strategies imply different organizational arrangements. control procedures and incentive systems. Differentiation and focus. . Differentiation strategy aims at producing unique products for relatively price sensitive consumers and focus means producing products & services to fulfill the needs of small groups of consumers. Cost leadership emphasis on producing standardized products at a very low per unit cost for price sensitive consumers. Large firms with greater resources compete on a cost leadership and or differentiation basis while small firms often compete on focus basis. cost leadership.Types of Strategies Michael Porter¶s Generic Strategies. Strategies allow organizations to gain competitive advantage from three different bases.

. It is an effective strategy in situations where customers are price sensitive. Pursue cost leadership in conjunction with differentiation. Perform cost-benefit analysis to evaluate ³sharing opportunities´ of resources and knowledge among firm¶s existing and potential business units.Types of Strategies Cost Leadership Strategy Reason for forward. backward and horizontal integration is to gain cost leadership. buyer are not bothered about brands and there are large no. there is few ways of achieving product differentiation. of buyers with significant bargaining power.

limited perks. Competitors imitation of strategy may result in lowering overall Industry profits. lower overheads. . technology break through make strategy ineffective. buyer¶s interest switching to other differentiating features beside price. rewards linked with cost containment.Types of Strategies Implies high efficiency. intolerance of waste.

useful life. engineering design. gas mileage or ease of use.Types of Strategies Differentiation Strategy. spare parts availability. Special features could be superior service. product performance. Follow a strategy after careful study of buyers needs and preferences to determine and incorporation of one or more differentiations features. Strategy requires strong coordination between R&D and marketing functions. gain customer loyalty. Will allow a firm to charge high price. .

or on a particular product-line segments in order to serve a well defined but narrow market better than competitors who serve a broader market.Types of Strategies Focus Strategies To concentrate on a particular group of customers. . Market Penetration and Market Development strategies offer substantial focusing advantages. ± Rival firms are not attempting to specialize in the same target market. Focus Strategies are most effective when. ± Consumers have distinctive preferences or requirements. geographic market.

The possibility of many competitors recognizing the successful focus strategy and copying it.Types of Strategies Medium to large firms can pursue focus strategies only in conjunction with differentiation or cost leadership-based strategies. . Risks of pursuing Focus Strategies. The consumer preferences drifting towards the product attributes desired by the market as a whole.

± Cross-distribution agreements. ± Cross-licensing agreements.Types of Strategies Means For Achieving Strategies Joint Venture / Partnership It is a popular strategy when two or more companies form a temporary partnership or consortium for the purpose of capitalizing on some opportunity. The sponsoring firms normally form a separate organization with shared ownership. Other types of cooperative arrangements could be. ± Research and development partnerships. .

The venture may not be supported equally by both partners. problems arise. if supported unequally. 3. and ± Joint-bidding consortia. Common Problems Leading To Failure Of Joint Ventures 1. 2.Types of Strategies ± Cross-manufacturing agreements. .The venture may begin to compete more with one of the partners than the other.Managers who must collaborate daily in operating the venture are not involved in forming or shaping the venture.

.If the acquisition is desired by both firms.When a merger or acquisition is not desired by both parties.Types of Strategies Merger / Acquisition Merger ± When two organizations of about equal size unite to form one enterprise.when a large organization purchases (acquires) a smaller firm. Friendly Merger . Takeover/Hostile Takeover . Acquisition. or vice versa.

Not all mergers are effective and successful ± about half produced negative returns to shareholders (Wall Street Journal studies) .Types of Strategies Forces driving Mergers/ Acquisitions Technological Change Excess capacity Inability to boost profits through price increases A depressed stock market Need to gain economies of scale Bargains galore as companies struggle and while stock prices are low.

distributors. To reduce managerial staff. products and creditors. To gain new technology. To gain economies of scale To smooth out seasonal trends in sales. To gain access to new suppliers. customers. . To make better use of the existing sales force.Types of Strategies Reasons for Mergers and Acquisitions To provide improved capacity utilization. To reduce tax obligations.

Types of Strategies
First Mover Advantages The benefits a firm may achieve by entering a new market or developing a new product or service prior to rival firm is known as first mover advantages. It may include;
± Securing access to rare resources. ± Gaining new knowledge of key factors of issues, and ± Carving out market share and a position that is easy to defend and costly for rival firms to overtake.

Risk associated being first mover ± unexpected and unanticipated problems and costs may occur being the first firm doing business in the new market.

Types of Strategies
According to research, first mover advantages tend to be greatest when competitors are roughly the same size and possess similar resources. Otherwise, larger competitors can wait while others make initial investments and mistakes, and then respond with greater effectiveness and resources Out Sourcing Business Process Outsourcing (BPO) involves companies taking over the functional operations, such as human resource, information systems, payroll, accounting, customer service, and even marketing of other firms.

Types of Strategies
Companies choose to outsource because; It is less expensive, It allows the firms to focus on its core business, and It enables the firm to provide better service. BPO is the means for achieving strategies that are similar to partnering and joint venture.

Strategic Management Process The Organizational Environment All forces with potential to influence the organization and its performance is known as organizational environment. The organizational environment consists of the internal environment and the external environment. Within the external environment are the forces of the general environment or macro environment and the forces of the task environment or industry environment .

THE ENVIRONMENT The macro-environment Industry Operating Envrnmt Internal Environment The organization Task Environment .

evaluate and disseminate information from external and internal environment to the management. It is a tool used by corporations to avoid strategic surprise and to ensure long-term health . Thus.Strategic Management Process Environmental Scanning Scan external environment to identify possible opportunities and threats. Scan Internal environment to ascertain strengths and weaknesses Monitor. .

The IO theorist argue that the industry in which a firm competes has stronger influence on the firm¶s performance than the internal functional decisions managers make in marketing.Strategic Management Process The Industrial Organization (IO) View According to IO approach. Competitive advantage is determined largely by competitive positioning within and industry. the external (industry) factors are more important than internal factors in a firm achieving competitive advantage. IO perspective requires the firms to compete in attractive industries. finance etc. avoid weak or faltering industries. and gain a full understanding of key external factors relationships within that industry. .

However. Research findings suggest that approximately 20 percent of a firm¶s profitability can be explained by the industry. and level of competitiveness than on internal resources. product differentiation. such as economies of scale. barriers to market entry. capabilities. whereas 36 percent of the profitability is attributed to the firm¶s internal factors.Strategic Management Process Firm performance is primarily based more on industry properties. . structures. and operations.

governmental and legal forces. Creditors. Labor Unions. cultural. Managers. Products. Political. Customers. Organization¶s Operating Environment: Competitors.Strategic Management Process Key External Forces: ± ± ± ± ± Economic forces. demographic and environmental forces. Competitive forces. Trade Associations. . Services. Social. Special interest groups. Markets and Natural Environment. Technological forces. Communities. Suppliers. Stockholders. Governments. Distributors. Employees.

External opportunities /threats enable organizations to develop clear missions and strategies to achieve their objectives. .Strategic Management Process The effects/influences of external environment on organizations operating environments give rise to opportunities and threats for the organization. ± The choice of businesses to acquire or sell. Changes in external forces is reflected into: ± Changes in consumer demand for both industrial and consumer products and services. ± The nature of positioning and market segmentation strategies. External forces directly effect both suppliers and distributors.

. ± Measurable. to identify key external factors which are. List of key external factors be communicated to all in the organization. ± Important for achieving long-term and annual objectives. number of managers and employees.Strategic Management Process Get the participation of max. Gather competitive intelligence about key external force¶s trends by using print/electronic media. human resources and internet. ± Hierarchical effecting overall company and functional/ divisional areas. Evaluate and assimilate the info. ± Applicable to all competing firms.

Strategic Management Process Economic Forces The Nature and direction of economy in which firm operates. etc. The firm must consider. The level of disposable income. NAFTA. ± ± ± ± ± ± ± General availability of credit. . Low/ high value of dollar Gross domestic product trend Right sizing/ downsizing or derecruiting Deregulation of Industries to restrain inflation Emergence of economic blocs/ organizations like EEC. Consumption patterns are effected by the relative affluence of various market segments-the firm to consider economic trends in the segments that affect its industry. Interest rates. OPEC. stock prices.

markets and customers and all sorts of organizations. Cultural. demographic and environmental factors have impact on virtually all products. . Changes in social. services. Demographic and Environmental forces.Strategic Management Process Social. cultural. and all industries are challenged by the opportunities and threats arising from these changes.

subsidizers. rules for laying off employees . Political. local and foreign governments are major regulators. governmental and legal factors can represent key opportunities or threats for both small and large organizations. state. (Golden hand shake) under Govt.Strategic Management Process Political. employers and customers of organizations. Companies have to pay heavy penalty in shape of expensive severance packages. Governmental and Legal Forces Federal.

. import duty on raw materials. Changes in tax rates. or markets for their products. companies relying only on domestic market may find it difficult to survive. special tariffs can affect firms significantly. facilities. subsidies. contracts.Strategic Management Process Political forecast is vital part of external audit for industries/ firms depending on Govt. Mass communication and high technology is creating similar patterns of consumption in diverse cultures world wide. Political forecasts is critical for multinational firms that depend on foreign countries for natural resources.

Strategic Management Process Technological Forces Technological advances have brought revolution in business operations. It is changing the nature of opportunities and threats by altering the life cycle of products. erasing limitations of traditional geographical markets. New positions of CIO and CTO are being introduced in companies to effectively capitalize on e-commerce. Internet is saving companies billions of dollars in distribution and transaction from direct sales. . altering economies of scale and changing entry barriers. increasing speed of distribution .

± Change values and expectations of employees. markets. Technological breakthroughs can dramatically affect. operations.Strategic Management Process Technological forces represent major opportunities and threats which should be taken care of while formulating strategies. manufacturing processes. ± Create new more powerful competitive advantage. ± Render existing products and services obsolete. distributors. . marketing practices and competitive position. ± Change the relative cost position in an industry. ± Create shorter production runs. managers and customers. services. ± Create shortage in technical skills. customers. ± Products. suppliers.

± Bringing improvement. tired of hearing it? Too bad. ± Innovate or evaporate. The most-successful purchases are in niches that add technology or a related market.Strategic Management Process Competitive Forces It is imperative in external audit to identify rival firms and determine their strengths. ± Acquisition is essential to growth. ± Understanding and remembering precisely what is your business. ± People make a difference. not just in product but the whole company. capabilities. objectives and strategies. ± There is no substitute for quality and no greater threat than failing to be cost-effective on a global basis. . weaknesses. opportunities. Nothing quite recedes like success. ± Market share. Characteristics of a competitive firm. threats.

Strategic Management Process Competitive Intelligence (CI) A systematic and ethical process for gathering and analyzing info about competitors activities and general business trends to further a business¶ own goals. . implementation and evaluation decisions. Good competitive intelligence in business is one of the key to success. Major competitor¶s weakness can represent external opportunity and major strength may represent key threat. Competitive intelligence is equally applicable for strategy formulation. lower costs and better decision making. Benefits of corporate spying include increased revenues.

employees. distributors. and computer break-ins should not be used in CI. trade journals. online interviews with celebrities and government filings. creditors. wiretapping. Identify competitors potential moves that might endanger a firm¶s position in the market. . managers. newspaper articles. want ads. customers. suppliers. Identify areas in which competitors are vulnerable and assess the impact strategic actions would have on competitors. Sources of CI Internet. Cooperation Among Competitors Unethical tactics like bribery.Strategic Management Process Objectives of Competitive Intelligence (CI) To provide general understanding of an industry and its competitors.

A widely used approach for developing strategies in many industries. the nature of competitiveness in a given industry can be viewed as a composite of five forces. ± ± ± ± ± Rivalry among competing firms. Bargaining power of suppliers. . Bargaining Power of consumers. Potential development of substitute products.Strategic Management Process Industry Environment Competitive Analysis: Porter¶s Five-Forces Model. According to Model. Potential entry of new competitors.

Michael Porter¶s Model POTENTIAL ENTRANTS Threat of new entrants INDUSTRY COMPETITORS Bargaining power of suppliers SUPPLIERS Bargaining power of customers CUSTOMS Rivalry Among Existing Firms Threat of substitute products or services SUBSTITUTES .

adding features. The intensity of rivalry increases. ± By becoming more equal in size and capability. providing services. A successful strategy giving competitive advantage to a firm can be pursued by rival firms. enhancing quality.Strategic Management Process Rivalry among Competing firms The most powerful of five Competitive forces. Change in strategy by one firm may be met with retaliating countermoves like lowering of prices. . extending warranties or increasing advertising. ± with the increase in number of competitors.

_ Consumers can switch brands easily. ± The industry becomes Inherently unattractive. ± Industry¶s profits decline.Strategic Management Process -With decrease in demand of industry¶s products. . As rivalry among competing firms intensifies. ± When fixed costs are high. ± Barriers to leaving the market are high. ± when product is perishable. ± When mergers and acquisitions are common in the industry.

increases the intensity of competitiveness among the firms. counterattack by entrenched firms or potential saturation of the market: . sophisticated technology and know how. strong customer loyalty.Strategic Management Process Potential Entry of New Competitors Easy entry of a firm in an industry. regulatory policies. Govt. strong brand preference. Economy of scale. lack of access to raw materials. Barriers to entry include. undesirable locations. large capital requirement. possession of patents.

Strategist must identify new entrants. ± Substantial market resources.Strategic Management Process New firms enter the industry with. ± High quality products. plan counter attack if required and capitalize on existing strengths and weaknesses. their strategies. ± lower prices. .

Strategic Management Process Potential Development of Substitute Products Firms are in close competition with producers of substitute products. . paperboard. Or the firms plane for increased capacity and market penetration. Competitive strength of the substitute product could be measured by its market share. competitive pressure arise when price of the substitute product decreases or consumer¶s switching cost decreases. like plastic container producer competing with glass. or aluminum can producer. Presence of substitute put ceiling on the price of a product.

± There is large number of suppliers. . Firms may pursue a backward integration strategy to gain control or ownership of suppliers. ± There are only few substitute raw materials. This strategy is effective when suppliers are unreliable. too costly or not capable of meeting a firm¶s demand on consistant bases.Strategic Management Process Bargaining Power of Suppliers It affects the intensity of competition in industry when. ± When cost of switching raw materials is high.

Consumers can negotiate selling price. ± Products being purchased are standard or undifferentiated. ± Consumers are concentrated or large.Strategic Management Process Bargaining Power of Consumers Intensity of competition in an industry increases by the bargaining power of consumers if. . ± Buy in volume. and accessory packages. Rival firms offer extended warranties or special services to gain consumer loyalty. warranty coverage.

environmental.Strategic Management Process The External Factor Evaluation (EFE) Matrix The matrix allows the strategists to summarize and evaluate economic. technological. cultural. demographic. social. legal. and competitive information. political. governmental. . by writing opportunities first and than threats. The Matrix can be developed in five steps. ± i) List external factors identified in external audit (about 10 to 20 factors) including both opportunities and threats.

3 = the response is above average.0 (very important).0. and 1 = the response is poor. The weight indicates the relative importance of that factor in success of the firm¶s industry.0 (not important) to 1. . ± iii) Assign a rating of 1 to 4 to each key external factor to indicate how effectively the firm¶s current strategies respond to the factor. Appropriate weight can be determined by comparing successful with unsuccessful competitors or by discussing the factor and reaching a group consensus. The total of all weight assigned to the factors must be equal 1.Strategic Management Process ± ii) Assign each factor a weight ranging from 0. 2 = the response is average. ‡ ‡ ‡ ‡ 4 = the response is superior. where.

0 and the lowest 1. The average total weighted score is 2. whereas the weights in step 2 are industry based. ± iv) Multiply each factor¶s weight by its rating to determine a weighted score. The highest possible total weighted score for an organization is 4. ± v) Sum the weighted score for each variable to determine the total weighted score for the organization. .5.0.Strategic Management Process Ratings are based on effectiveness of the firm¶s strategies thus company-based. The score of 4. or taking advantage of opportunities and minimizing effects of threats.0 indicates that the organization is responding in an outstanding way to existing opportunities and threats in its industry.

10 .05 4 4 3 4 3 3 4 3 3 .05 .15 .05 .15 .15 .05 .V Increasing free cash flow Owns one mile on beach Strong management team Buffet at most facilities Long-range planning Reputation as family friendly Financial ratios Weight Rating Weighted Score .05 .20 .05 .15 .15 .Strategic Management Process A SAMPLE INTERNAL FACTOR EVALUATON MARTRIX Key Internal Factors Internal Strength Largest Casino in country Room Occupancy 95% in L.20 .05 .40 .15 .60 .

75 .05 .10 2.00 1 2 2 1 .05 .10 .05 .10 1.05 .Strategic Management Process Key Internal Factors Internal Weaknesses Most properties located in L. not high Recent loss of joint venture Total Weight Rating Weighted Score .10 .V Little diversification Family reputation.

Critical success factors in a CPM include both internal and external issues. The weights and total weighted scores in both a CPM and EFE have the same meaning. However. ± 4 = major strength ± 3 = minor strength ± 2 = minor weakness ± 1 = major weakness . where. therefore the ratings refer to strengths and weaknesses.Strategic Management Process The Competitive Profile Matrix (CPM) The CPM identifies a firm¶s major competitors and its particular strengths and weaknesses in relation to a competitor firm¶s strategic position.

Other than critical success factors. location of facilities.Strategic Management Process For example critical success factors for firms may include advertising. management. production capacity and efficiency. proprietary or patent advantages. product quality. effectiveness of sales distribution. global expansion and market share. . price competitiveness. experience. union relations. technological advantages and e-commerce expertise. financial position customer loyalty. could be. breadth of product line.

Three critical ingredients of a successful strategy. ± Strategy be carefully executed. Involvement of representatives of managers and employees from throughout the firm to determine firm¶s internal strengths and weaknesses . provide the basis for establishing objectives and strategies. ± Strategy to place realistic requirements on the firm¶s resources.Strategic Management Process Internal Environment Analysis The Importance of Internal Analysis Internal strengths/ weaknesses coupled with external opportunities/threats and a clear statement of mission. ± Strategy be consistent with conditions in competitive environment.

technology. internal resources are more important for a firm than external factors in achieving and sustaining competitive advantage. and organizational resources. Physical Resources Plant and equipment. human resources. The organizational performance will primarily be determined by internal resources. raw materials and machines. Three Basic Resources Physical resources. . location. which can be grouped into three categories.Strategic Management Process The Resource-Based View (RBV) According to RBV approach.

information systems. and abilities Organizational Resources Firm structure. amount. trademarks. training. type. planning processes. accumulated experience within organization and so on. . and nature of a firm¶s internal resources first in devising strategies that can lead to sustainable competitive advantage. patents. RBV theory asserts that sources are actually what helps a firm exploit opportunities and neutralize threat. copyrights. The firm must consider the mix. databases. intelligence. knowledge. skills. experience.Strategic Management Process Human Resources All employees.

Strategic Management Process Organizational Abilities The skills. and processes that a company uses to transform inputs into outputs. . nurtured and deployed throughout the firm. abilities and ways of combining assets. Finely developed capabilities can be a source of sustained competitive advantage. either with greater efficiency in the processes or greater quality in the output or both. Core Competence A capability or skill running through a firm¶s businesses and that once identified. They enable the firm to take the same input factors as rivals and convert them into products and services. becomes the basis for lasting competitive advantage. people.

Easy to imitate.Strategic Management Process What Makes a Resource valuable? Competitive Superiority : Does the resource help fulfill a customer¶s needs better than those of the firm¶s competitors? Resource scarcity: Is the resource in short supply? Inimitability: Is the resource easily copied or acquired? Inimitability doesn¶t last for ever. competitors will match or better any resource sooner than later. . ± Commodities. ± Cash.

± Unique assets (mineral rights). ± Patents. ± Unique locations. ± Reputation for fairness. Cannot be Imitated. ± Employee Satisfaction. ± capacity ± Economy of scale Difficult to Imitate ± Brand loyalty. .Strategic Management Process Can be imitated (but may not be).

Strategic Management Process Durability: How rapidly will the resource depreciate? Substitutability: Are other alternatives available? Using Resource.Based View in Internal Analysis. Involves identifying and evaluating firm¶s resources that possess strategic value and can provide basis for future competitive advantage. .

Strategic Management Process Methods to identify resources with strategic value. Use value chain approach to identify capabilities. Separating tangible and intangible assets as well as organizational capabilities can uncover value-building resources and activities. . Look at organizational processes and combinations of resources and not only at isolated assets or capabilities. Utilize a functional perspective. activities and processes having potential competitive advantage. Disaggregate resources: Break them into more specific competencies rather than stay with broad categorizations.

window decorations ± Table layout ‡ Table materials . ± External Signs/ welcome Offering a delightful ambiance ± Floor design. ± Door Positioning and style.Strategic Management Process Disaggregating a Restaurant¶s Customer Service Resource. ‡ Theme. Providing ease of access ± Parking (where appropriate). color scheme. ± Features/décor. floor materials. ± Bar positioning.

± Marketing literature. . ± Entertainment for queuers. ± Visible queuing system.Strategic Management Process Providing a Special welcome ± Host greeting ± Welcome drinks/ eats ± Menu introduction ± Table decoration Ensuing waiting time at the table is´ as expected´ and as enjoyable as possible.

‡ Daily Meetings. ‡ Menu training. ± System of gaining waiter¶s attention .Strategic Management Process Providing a customer with delightful service Developing a special relationship between waiter/ waitress and table ± Waiter selection ± waiter training/ development ‡ Personality training ‡ Assessing customers ‡ Handling disasters ‡ Coping with pressures. coaching process ‡ Discipline system. ‡ Job experience Motivation awards.

± Kitchen queuing system ± Service standards Reducing the pain of paying the bill. ± Size of Menu ± Material Menus made off ± Menu dishes ± Menu layout Providing speed of service appropriate to the occasion.Strategic Management Process Ensuring that Menu is fun to use and caters to the diners¶ needs. .

stories. myths. legends. . rites. metaphors. beliefs. This definition emphasizes the importance of matching external with internal factors in making strategic choices. rituals. and heroines. and feel. heroes. symbols. thing. language.Strategic Management Process Organizational Culture A pattern of behavior (that has been) developed by an organization as it learns to cope with its problem of external adaptation and internal integration. Cultural products or dimensions include values. ceremonies. saga. and that has worked well enough to be considered valid and to be taught to new members as the correct way to perceive.

aggressive. friendly. conservative. implementation. harsh. liberal. An organization¶s culture must support the collective commitment of its people to a common purpose. Every organization like an individual¶s personality have different cultures ± they could be warm. It must foster competence and enthusiasm among managers and employees . and evaluation activities. The strategic management process takes place largely within a particular organization culture. innovative. open.Strategic Management Process These dimensions are levers that strategists can use to influence and direct strategy formulation. or likable.

like strong work ethic or highly ethical beliefs. and evaluation of strategies.Strategic Management Process Organizational culture significantly affects business decisions and thus must be evaluated during an internal strategic management audit. strategic changes may be ineffective or even counterproductive. then management can implement changes swiftly. If strategies can capitalize on cultural strengths. However. The challenge of strategic management is to bring about the changes in organizational culture and individual mindsets that are needed to support the formulation. implementation. . If the firm¶s culture is not supportive.

an unquestioned belief about the practical benefits of certain techniques and behaviors that is not supported by facts.Strategic Management Process Cultural Products or Dimensions Rites . Myth ± A dramatic narrative of imagined events. but seldom produce intended. planned sets of activities that consolidate various forms of cultural expressions into one event.Relatively elaborate. dramatic. Also. Ceremonial ± A system of several rites connected with a single occasion or event. technical consequences of practical importance. . detail set of techniques and behaviors that manage anxieties. usually for the benefit of an audience. carried out through social interactions. usually used to explain origins or transformation of something. Ritual ± A standardized.

Language ± A particular form or manner in which members of a group use sounds and written signs to convey meanings to each other. act. Legend ± A handed down narrative of some wonderful event that is based on history but has been blown up with fictional details. sometimes a combination of truth and fiction. Symbol ± Any object. usually in heroic terms.Strategic Management Process Saga ± A historical narrative describing the unique accomplishments of a group and its leaders. Story ± A narrative based on true events. event. usually by representing another thing. Folktale ± A completely fictional narrative. or relation that serves as a vehicle for conveying meaning. .

.Strategic Management Process Metaphors ± Shorthand words used to capture a vision or to reinforce old or new values. Heroes/Heroines ± Individuals whom the organization has legitimized to model behavior for attitudes that serve as behavioral guidelines. Belief ± An understanding of a particular phenomenon. Values .

and planning is the essential bridge between the present and the future that increases the likelihood of achieving the desired results.Strategic Management Process Management The function of management are five basic activities. Planning enables a firm to gather the resources needed and carry out tasks in the most efficient way. and controlling. planning. Planning is an up-front investment in success. Planning The only thing certain about the future of any organization is change. motivating. . organizing. staffing. Planning enables a firm to take into account relevant factors and focus on the critical ones.

why. . Successful organizations strive to control their own futures rather than merely react to external forces and events as they occur. when. Strategic management can be viewed as a formal planning process that allows an organization to pursue proactive rather than reactive strategies. and how needed to achieve desired objectives. Planning helps ensure that the firm can be prepared for all reasonable eventualities and for all changes that will be needed. what.Strategic Management Process Planning enables a firm to identify precisely what is to be achieved and to detail precisely the who. where.

Resources are allocated more effectively and used more efficiently in a well organized firm than in a disorganized firm. ± Breaking tasks down into jobs ( work specialization ). The organization function consist of three sequential activities. and ± Delegation authority. . ± Combining jobs to form departments ( departmentalization).Strategic Management Process Organizing The purpose of organizing is to achieve coordinated efforts by defining tasks and authority relationship. Organizing means determining who does what and who reports to whom.

and chain of command. . deleted. divisional. Combining jobs to form departments results in an organizational structure. or merged. span of control. strategic. and matrix. Changes in strategy often require changes in structure because positions may be created. business unit.Strategic Management Process Breaking tasks down into jobs require development of job description and job specification. The most common forms of departmentalization are functional. which lead to specialization and according to Adam Smith (Wealth of Nations published 1776) would lead to higher productivity.

and to be held accountable for results Delegation of authority is embedded in strategic management process. Employees of today are more educated and capable of participation in organizational decision making. They expect to be delegated authority and responsibility.Strategic Management Process Delegation authority is an important activity as evidenced in old saying ³ you can tell how good a manager is by observing how his/her department functions when he or she is not there´. .

Motivating .

challenging. ± ± ± ± ± ± ± Growth in assets. Earning per share and Social responsibilities. Objectives should be quantitative. hierarchical. Profitability.Strategic Management Process Strategic Objectives Strategic objectives or long-term objectives represent the results expected from pursuing certain strategies. Growth in sales. Market share. Objectives are commonly stated in terms of. Degree and nature of diversification. and obtainable. understandable. . measurable. realistic.

They provide basis for consistent decision making by managers whose values and attitudes differ.Strategic Management Process Clearly stated objectives help stakeholders understand their role in an organization. an organization can minimize potential conflicts later during implementation . By making objectives through consensus.

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Strategy Analysis And Choice
Identifying and evaluating alternative strategies should involve maximum number of managers and employees. All the participant should have the firm¶s external and internal audit information by their sides. The firm¶s external/internal audit, coupled with mission statement, will help participants to crystallize the particular strategy that could benefit the firm most. All the feasible alternate strategies be discussed and ranked in the order of attractiveness, like; ± 1. Should not be implemented.

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± 2. Possibly should be implemented. ± 3. Probably should be implemented. ± 4. Definitely should be implemented. The process will result in prioritized list of best strategies reflecting the collective wisdom of the group.

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Unethical Behavior Conduct that is considered µwrong¶ or µbad¶ in the context of a moral code. Ethical Behavior Conduct that is considered µright¶ or µgood¶ in the context of a governing moral code.Internal Environment Analysis Business Ethics and Social Responsibility Ethics A system of behaviors. It conforms not only to the law. . expectations and morals comprising standards of conduct for a population or profession. but also to broader set of moral principles expected by all or by a segment of society.

Ethical Standard A guidelines governing moral conduct of a particular group. and ethical rules.Code Of Ethics A formal statement of the organization¶s values. . ethical principles.