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STRATEGIC PLANNING
Introduction
Corporate Strategy
The Stages of Corporate Strategy Formulation
The Stages of Corporate Strategy Implementation
Strategic Alternatives
Strategic Planning
• A strategy is an overall approach, based
on an understanding of the broader
context in which you function, your
own strengths and weaknesses, and
the problem you are attempting to
address. A strategy gives you a
framework within which to work, it
clarifies what you are trying to achieve
and the approach you intend to use. It
does not spell out specific activities.
• It is concerned with the overall purpose and scope of the business to meet
stakeholder expectations. This is a crucial level since it is heavily influenced
by investors in the business and acts to guide strategic decision-making
throughout the business. Corporate strategy is often stated explicitly in a
"mission statement".
• Corporate strategy spells out the growth objective of the firm, the direction,
extent, pace, and timing of firms growth.
• Prepares for long term, well thought out and prepared responses to various
• The process set out above includes strategy formulation and its
implementation, what has been referred to as strategic management
process.
Stages of Corporate Strategy
Formulation – Implementation Process
• What directional path a company should take based on current market position
and its future prospects with respect to product, customer, market, and
technology constitutes strategic vision of the company.
• Mission and Strategic intent overall strategic direction should be clear and
precise that is what organization is seeking to achieve. This will help organization
galvanize motivation and enthusiasm throughout the organization.
• Questions like short term profits vs. long term growth, related business vs.
diversified business, global coverage vs. regional coverage, internal innovation
and new products vs. acquisition of other business etc., needs to be addressed
for better strategic choice.
2. Setting Objectives
• Corporate objectives flow from the mission and growth ambition of the
corporation.
• Financial and strategic objectives include both short term (yearly) objectives that
delivers immediate performance improvements and long term (3-5 years)
objectives that deliver Profitability, Productivity, Competitive Position, Employee
Development, Employee Relations, Technological Leadership, and Public
Responsibility.
• Long term objectives represent results expected from pursuing certain strategies.
Qualities of long term objectives are Acceptable, Flexible, Measurable,
Motivating, Suitable, Understandable, and Achievable.
• Short term obj. differ from long term obj. when elevating organizational
performance but it cannot be done in one year time
Concept of Strategic Intent
• There is need for objectives at all organizational levels that are supportive
rather than conflicting. The objectives need to be broken down in
performance targets for each separate business, product line, functional
department, individual work unit.
• Such division will help the company move down the chosen strategic path
and produce the desired results.
3. Crafting a Strategy
• The goal is to develop a strategy that exploits business strength and competitors
weakness, and neutralize business weakness and competitors strength.
• In making strategic decisions , inputs from variety of assessments are relevant viz.
Organizational Strength and Weakness, Competitor Strength and Weakness,
Market Needs, Attractiveness, and Key Success Factors
3. Crafting a Strategy
Organizational
Strength and
Weakness
Strategic Decisions:
Strategic Investment,
Competitor Functional Area
Strength and Strategies,
Weakness
Sustainable
Competitive
Advantage
Market Needs,
Attractiveness,
and Key
Success
Factors
4. Implementation and Executing the Strategy
• Tying rewards and incentives to achievement of objectives and good execution strategy.
• This strategy involves the organisation aiming to be the lowest cost producer
and/or distributor within their industry. The organisation aims to drive cost down
for all production elements from the sourcing of materials, to labour costs.
• To achieve cost leadership a business will usually need large scale production so
that they can benefit from "economies of scale".
• Large scale production means that the business will need to appeal to a broad part
of the market. For this reason a cost leadership strategy is a broad scope strategy.
A cost leadership business can create a competitive advantage:
• By reducing production costs and therefore increasing the amount of profit made on
each sale as the business believes that its brand can command a premium price.
• By reducing production costs and passing on the cost saving to customers in the hope
that it will increase sales and market share
Michael Porter’s Generic Strategies: Differentiation
• To be different, is what organizations strive for; companies and product ranges that appeal
to customers and "stand out from the crowd" and appeal to customers including
functionality, customer support and product quality have a competitive advantage.
• Effective sales and marketing, so that the market understands the benefits offered by
the differentiated offerings.
Michael Porter’s Generic Strategies: Focus
• Under a focus strategy a business focuses its effort on one particular segment of
the market and aims to become well known for providing products/services for
that niche market segment. Examples include Roll Royce, Bentley etc.
• Focus strategy is to ensure that you are adding something extra as a result of
serving only that market niche. The "something extra" that you add can
contribute to reducing costs (perhaps through your knowledge of specialist
suppliers) or to increasing differentiation (though your deep understanding of
customers' needs).
• Once a firm has decided which market segment they will aim their products at,
Porter said they have the option to pursue a cost leadership or a differentiation
strategy to suit that segment. A focus strategy is known as a narrow scope
strategy because the business is focusing on a narrow segment of the market.
Resources Requirement
Generic Strategy Commonly Required Skills and Common Organizational
Resources Requirements
Overall Sustained Capital Investment Tight Cost Control
Cost Leadership Access to Capital Frequent, Detailed Control Reports
Process Engineering Skills Structured Org. and Responsibilities
Intense Supervision of Labour Incentives on Quantitative Targets
Product Design for Ease in
Manufacture
• To create a competitive advantage businesses should review their strengths and pick
the most appropriate strategy cost leadership, differentiation or focus. So, when you
come to choose which of the three generic strategies is for you, it's vital that you take
your organization's competencies and strengths into account.
• Step 1: For each generic strategy, carry out a SWOT Analysis
• Step 2: Use Five Forces Analysis to understand the nature of the industry you are in.
• Step 3: Compare the SWOT Analyses of the viable strategic options with the results of
your Five Forces analysis.
• Reduce or manage supplier power.
• Reduce or manage buyer/customer power.
• Come out on top of the competitive rivalry.
• Reduce or eliminate the threat of substitution and new entry.
• Select the generic strategy that gives you the strongest set of options.
Best – Cost Provider Strategy
Stability The firm stays in current business and product markets, maintains
existing level of effort and is satisfied with incremental growth.
• Most business decisions are focused on actions and results – very few are
focused on capacity and capability – then on a very limited scale do you see
sustainable results and actual growth.
• Only if our paradigms are strategic, and we seek sustainable growth paths, that
yield and build on capacity and capability, will business become holistically
strategic.
Grand Strategies / Directional Strategies
Strategy
Alternatives
Intensification Diversification
Forward Backward
Stability Strategy
• It is strategy by a company where the company stops the expenditure on expansion, do not
venture into new markets or introduce new products.
Stability strategy is adopted by company due to following reasons:
• When the company plans to consolidate incrementally, its position in the industry in
which company is operating.
• When the economy is in recession companies want to have more cash in their balance
sheet rather than investing that cash for expansion or other such expenses.
• When company has too much debt in the balance sheet than also company stops or
postpones their expansion plans because it would not able to pay interest rate on such
debt and it may create liquidity crunch for the company.
• When the company is operating in an industry which has reached maturity phase and
there is no further scope for growth than also company adopts stability strategy. It is
safe oriented less risky strategy.
• When the gains from expansion plans are less than the costs involved for such
expansion than company follows the stability strategy.
Stability Strategy is adopted because
• It is less risky, involves less change, and people feel comfortable with things
as they are.
• Increasing size may lead to more control over the market vis-à-vis
competitors.
• A change in corporate strategy - a firm might say that they are divesting a
particular subsidiary to focus on their core business.
• Social goals - there are many political reasons why investors might reduce
investments. A notable example was the withdrawal of American firms from
South Africa during apartheid.
Divestment Strategy is Adopted When
• High Competition,
• Industry Overcapacity,
• Failure of Strategy
• Generate Resources
Retrenchment Strategy
• Divest businesses
Product Market
Expansion Grid
4. Diversification
3. Market Development Involving New Products
Expand Geographically Involving new Markets
Target New Segments Related
Unelated
Intensification: Market Penetration
• In marketing terms “penetration” means to acquire a portion of a market.
• Sell more existing products or services to existing customers
• Sell existing products or services more frequently to existing customers
• Sell more existing products or services at higher prices to existing customers
• Sell new products or services to existing customers
• Sell new products or services often to existing customers
• Sell new products or services at higher prices to existing customers
• Sell existing products or services to new customers
• Sell new products or services to new customers
• The firm directs its resources to the profitable growth of single product, in a
single market, and with a single technology.
• Market penetration poses a reduced amount of risks, in part because it
makes use of established products as opposed to new ones.
Intensification: Market Development
• A company follows a market development strategy for a current brand when it
expands the potential market through new users or new uses. New users can
be found in new geographic segments, new demographic segments, new
institutional segments or new psychographic segments. Another way is to
expand sales through new uses for the product.
• It can be achieved by adding different channels of distribution, by changing
the content of advertising or the promotional media.
• Marketing development is a market development strategy employed by a
company to increase its market, broaden its customer base, and ultimately
sell more products, all three key factors to succeed in market penetration. The
two most used marketing development approaches are attracting customers
of competing firms and branching out to a heretofore unserved market
segment.
Intensification: Product Development
• The degree to which a firm owns product – process chain, both for its
upstream suppliers and its downstream buyers determines how vertically
integrated it is.
Horizontal Integrated Diversification Strategy
Unrelated
Diversification
Related: Unrelated
• Exchange / Share Assets / • Manage and Allocate Cash Flow
competencies there by • Obtain Higher ROI
exploiting: • Obtain a Bargain Price
• Brand Name • Refocus a Firm
• Marketing Skills • Reduce Risk by Operating the
• Sales and Distribution Multiple Product Markets
Capacity • Tax Benefits
• Manufacturing Skills • Obtain Liquid Assets
• R&D • Vertical Integration
• New Product Capability • Defend Against Takeover
• Economies of Scale
Concentric Diversification Strategy
• The captive company strategy is the scenario in which a small firm sacrifices its
freedom for the security of being part of a large conglomerate. The 3M
company uses this strategy extensively. They lure in small start-up firms with
state of the are technology with the opportunity for large R&D budgets.
customer base is truly a bad place. However, if one declares bankruptcy with
protection of federal bankruptcy court to revoke its costly labor union contracts
(Good Law, 1983). After filing, Continental declared its collective bargaining
agreement void, and established new, competitive salary levels. While this
• There are two forms of turnarounds: First, one may choose contractions
(cutting labor costs, PP&E and Marketing). Second, they may decide to
consolidate. There are certain conditions or indicators which point out that
• Firms may elect to sell, close, or spin-off a strategic business unit, major
operating division, or product line. This move often is the final decision to
ignored.
Disinvestment Strategy
• Liquidation strategy means closing down the entire firm and selling its assets. It is
considered the most extreme and the last resort because it leads to serious
consequences such as loss of employment for employees, termination of future
opportunities, and the stigma of failure.
• This is very simple. Take the book value of assets, subtract depreciation and sell
the business. This may be hard for some companies to do because there may be
untapped potential in the assets. Moreover, the firm cannot expect adequate
compensation as most assets, being unusable, are considered as scrap.
• Liquidation strategy may be difficult as buyers for the business may be difficult
to find. Under Companies Act 1956 liquidation may be either by Court,
Voluntary, or Subject to Supervision by Court
• Failure of strategy
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