Management II :Chapter One Strategic Management Lecturer: Dr. Mazen Rohmi ?What Is Strategic Management
Strategic management is what managers do to
develop the organization‘s strategies.
Strategic management is "A unified,
comprehensive and integrated plan designed to assure that the basic objectives of the enterprise are achieved." Strategic management is “ the process through which organization analyze and learn from their internal and external environments, establish strategic direction; create strategies that are intended to help achieve establish goals and executes; - strategies, all in an effort to satisfy key organizational stakeholders.” It is an important task involving all the basic management functions—planning, organizing, leading, and controlling. What are an organization’s ?strategies They are the plans for how the organization will do whatever it’s in business to do, how it will compete successfully, and how it will attract and satisfy its customers in order to achieve its goals. Business Model One term often used in strategic management is business model, which simply is how a company is going to make money. business model focuses on two things: (1) whether customers will value what the company is providing, and (2) whether the company can make any money doing that. An Example Dell pioneered a new business model for selling computers to consumers directly online instead of selling through computer retailers like other manufacturers. Did customers ―value that? Did Dell make money doing it that way? Definitely, as managers think about strategies, they need to think about the economic viability of their company‘s business model. The Importance of Strategic Management Strategic Management is important due to the following main reasons: It results in higher organizational performance. It requires that managers examine and adapt to business environment changes. It coordinates diverse organizational units, helping them focus on organizational goals. It is very much involved in the managerial decision- making process. The Strategic Management Process The strategic management process is a six-step process that encompasses strategy planning, implementation, and evaluation. Although the first four steps describe the planning that must take place, implementation and evaluation are just as important! Even the best strategies can fail if management does not implement or evaluate them properly. Step 1: Identifying the Organization’s Current Mission, Goals, and Strategies Every organization needs a mission—a statement of its purpose. Defining the mission forces managers to identify what it is in business to do. For instance, the mission of BPC (Birzeit Pharmaceutical Company) is ―to be the backbone of the health care security system in Palestine and the region with superior quality products" . The mission of Facebook is ―a social utility that connects you with the people around you. Components of a Mission Statement
Customers: Who are the firm‘s customers?
Markets: Where does the firm compete geographically? Concern for survival, growth, and profitability: Is the firm committed to growth and financial stability? Philosophy: What are the firm‘s basic beliefs, values, and ethical priorities? Concern for public image: How responsive is the firm to societal and environmental concerns? Products or services: What are the firm‘s major products or services? Technology: Is the firm technologically current? Self-concept: What are the firm‘s major competitive advantage Step 2: Doing an External Analysis Analyzing that environment is a critical step in the strategic management process. Managers do an external analysis so they know, for instance, what the competition is doing, what awaiting legislation might affect the organization, or what the labor supply is like in locations where it operates. In an external analysis, managers should examine the economic, demographic, political/legal, sociocultural, technological, and global components to see the trends and changes. Once they have analyzed the environment, managers need to pinpoint opportunities that the organization can exploit and threats that it must counteract or defense against. Opportunities are positive trends in the external environment; threats are negative trends. Step 3: Doing an Internal Analysis
Assessing organizational resources, capabilities, and
activities: Strengths create value for the customer and strengthen the competitive position of the firm. Weaknesses can place the firm at a competitive disadvantage. Analyzing financial and physical assets is fairly easy, but assessing intangible assets (employee‘s skills, culture, corporate reputation, and so forth) isn‘t as easy.
Steps 2 and 3 combined are called a SWOT
analysis. (Strengths, Weaknesses, Opportunities, and Threats). Step 4: Formulating Strategies
As managers formulate strategies, they should
consider the realities of the external environment and their available resources and capabilities in order to design strategies that will help an organization achieve its goals. The three main types of strategies managers will formulate include corporate, competitive, and functional. Step 5: Implementing Strategies
Once strategies are formulated, they must be
implemented. No matter how effectively an organization has planned its strategies, performance will suffer if the strategies are not implemented properly. Step 6: Evaluating Results
The final step in the strategic management process
is evaluating results. How effective have the strategies been at helping the organization reach its goals? What adjustments are necessary? Types of Organizational Strategies Organizations use three types of strategies: corporate, competitive, and functional.
Top-level managers typically are responsible for
corporate strategies.
Middle-level managers for competitive strategies.
Lower-level managers for the functional strategies.
?What Is Corporate Strategy
A corporate strategy is one that determines what
businesses a company is in or wants to be in, and what it wants to do with those businesses. It is based on the mission and goals of the organization and the roles that each business unit of the organization will play. What Are the Types of Corporate ?Strategy The three main types of corporate strategies are growth, stability, and renewal. A growth strategy is when an organization expands the number of markets served or products offered, either through its current business or through new business. Because of its growth strategy, an organization may increase revenues, number of employees, or market share. Organizations grow by using concentration, vertical integration, horizontal integration, or diversification. An organization that grows using concentration focuses on its primary line of business and increases the number of products offered or markets served in this primary business. A company also might choose to grow by vertical integration, either backward, forward, or both.
In backward vertical integration, the organization
becomes its own supplier so it can control its inputs. In forward vertical integration, the organization becomes its own distributor and is able to control its outputs. For example, Apple has more than 287 retail stores worldwide to distribute its product. In horizontal integration, a company grows by combining with competitors. For instance, French cosmetics giant L‘Oreal acquired The Body Shop.
An organization can grow through diversification,
either related or unrelated. Related diversification happens when a company combines with other companies in different, but related, industries. An example American Standard Cos., is in a variety of businesses including bathroom fixtures, air conditioning and heating units, plumbing parts, and air-filled brakes for trucks. Although this mix of businesses seems odd, the company‘s ―strategic fit is the efficiency-oriented manufacturing techniques developed in its primary business of bathroom fixtures, which it has transferred to all its other businesses. Unrelated diversification is when a company combines with firms in different and unrelated industries. An example: the Tata Group of India has businesses in chemicals, communications and IT, consumer products, energy, engineering, materials, and services. Again, an odd mix. In this case, there is no strategic fit among the businesses. A Stability Strategy
stabilitystrategy is a corporate strategy in which
an organization continues to do what it is currently doing. Examples of this strategy include continuing to serve the same clients by offering the same product or service, maintaining market share, and sustaining the organization‘s current business operations. The organization does not grow, but does not fall behind, either Renewal Strategy When an organization is in trouble, something needs to be done. Managers need to develop strategies, called renewal strategies that address declining performance. The two main types of renewal strategies are retrenchment and turnaround strategies.
A retrenchment strategy is a short-run renewal strategy used for
minor performance problems. This strategy helps an organization stabilize operations, invigorate organizational resources and capabilities, and prepare to compete once again. When an organization‘s problems are more serious, more drastic action—the turnaround strategy—is needed. Managers do two things for both renewal strategies: cut costs and restructure organizational operations. How Are Corporate Strategies ?Managed When an organization‘s corporate strategy encompasses a number of businesses, managers can manage this collection, or portfolio, of businesses using a tool called a corporate portfolio matrix. This matrix provides a framework for understanding diverse businesses and helps managers establish priorities for allocating resource. BCG Matrix The first portfolio matrix—the BCG matrix—was developed by the Boston Consulting Group and introduced the idea that an organization‘s various businesses could be evaluated and designed using a 2 * 2 matrix BCG Matrix
BCG Matrix classifies firms as:
Cash cows: low growth rate, high market share. Stars: high growth rate, high market share. Question marks: high growth rate, low market share. Dogs: low growth rate, low market share. A competitive strategy A competitive strategy is a strategy for how an organization will compete in its business. For a small organization in only one line of business or a large organization that has not diversified into different products or markets, its competitive strategy describes how it will compete in its primary or main market. For organizations in multiple businesses, however, each business will have its own competitive strategy that defines its competitive advantage, the products or services it will offer, the customers it wants to reach, and the like. The Role of Competitive Advantage Developing an effective competitive strategy requires an understanding of competitive advantage, which is what sets an organization apart— that is, its distinctive edge. That distinctive edge can come from the organization‘s core competencies by doing something that others cannot do or doing it better than others can do it. For example, Fly Emirates Airlines has a competitive advantage because of its skills at giving passengers what they want—convenient and inexpensive air passenger service. On the other hand, competitive advantage can come from the company‘s resources because the organization has something that its competitors do not have. For instance, Wal-Mart's state-of-the-art information system allows it to monitor and control inventories and supplier relations more efficiently than its competitors, which Wal- Mart has turned into a cost advantage Quality as a Competitive Advantage That emphasis on quality is still important today. Every employee has a responsibility to maintain the high quality. If implemented properly, quality can be a way for an organization to create a sustainable competitive advantage. That’s why many organizations apply quality management concepts in an attempt to set themselves apart from competitors. Michael Porter - The Five Forces Model Many important ideas in strategic management have come from the work of Michael Porter. One of his major contributions was explaining how managers can create a sustainable competitive advantage. An important part of doing this is an industry analysis, which is done using the five forces model. Five Forces Model In any industry, five competitive forces dictate the rules of competition. Together, these five forces determine industry attractiveness and profitability, which managers assess using these five factors: 1. Threat of new entrants. How likely is it that new competitors will come into the industry? 2. Threat of substitutes. How likely is it that other industries’ products can be substituted for our industry’s products? 3. Bargaining power of buyers. How much bargaining power do buyers (customers) have? 4. Bargaining power of suppliers. How much bargaining power do suppliers have? 5. Current rivalry. How intense is the rivalry among current industry competitors? The Need for Strategic Leadership
Strategic leadership - the ability to anticipate,
envision, maintain flexibility, think strategically, and work with others in the organization to initiate changes that will create a viable and valuable future for the organization. How can top managers provide effective ?strategic leadership Eight key dimensions have been identified Types of Competitive Strategies Cost Leadership Strategy: Seeking to attain the lowest total overall costs relative to other industry competitors.
Differentiation Strategy: Attempting to create a
unique and distinctive product or service for which customers will pay a premium.
Focus Strategy: Using a cost or differentiation
advantage to exploit a particular market segment as opposed to a larger market. The Need for Strategic Flexibility Strategic flexibility: the ability to recognize major external changes, to quickly commit resources, and to recognize when a strategic decision was a mistake. Developing Strategic Flexibility: the following points are key and crucial factors to set it into effect: Encourage leadership unit by making sure everyone is on the same page. Keep resources fluid and move them as circumstances warrant. Have the right mindset to explore and understand issues and challenges. Know what's happening with strategies currently being used by monitoring and measuring results. Encourage employees to be open about disclosing and sharing negative information. Get new ideas and perspectives from outside the organization. Have multiple alternatives when making strategic decisions. Learn from mistakes. First Mover FirstMover- an organization that brings a product innovation to the market or uses new process innovations. An organization that’s first to bring a product innovation to the market or to use a new process innovation is called a first mover. Being a first mover has certain strategic advantages and disadvantages .