CORPORATE STRATEGY

By: Dr. Ayesha Farooq Assistant Professor DBA,AMU,Aligarh

Environmental and Organizational Appraisal  Corporate strategies  Competitive strategies  Strategic alternatives and choices  Strategy implementation  Strategy evaluation and control 

Checklist for a PESTEL Analysis
Political Future ‡ Political parties and alignments at local, national or regional trading block level. ‡Legislation, e.g. on taxation and employment law ‡Relations between government and the organization (possibly influencing the preceding terms in a major way and forming a part of future corporate strategy) ‡Government ownership of industry and attitude to monopolies and competition Socio- Cultural Future ‡Shifts in values and culture ‡Change in lifestyle ‡Attitudes to work and leisure ‡Education and health ‡Demographic changes ‡Distribution of income Economic Future ‡Total GDP and economic condition ‡Inflation ‡Consumer expenditure and disposable income

‡Interest rates ‡Currency inflation and exchange rates ‡Unemployment ‡Energy costs, transport costs, communications costs, raw materials costs Technological Future ‡Government and investment policy ‡Identified new research initiatives ‡New patents and products ‡Speed of change and adoption of new technology ‡Level of expenditure on R&D by organization¶s rivals ‡Development in nominally unrelated industries that might be applicable Environmental Future ‡µGreen¶ issues that affect the environment ‡Level and type of energy consumed-renewable energy? ‡Rubbish, waste and its disposal Legal Future ‡Competition law and government policy ‡Employment and safety law ‡Product safety issues

Issue priority matrix Probable Impact on Corporation High Medium Low High High Priority High Priority Medium Priority Probability of Occurrence Medium High Priority Medium Priority Low Priority Low Medium Priority Low Priority Low Priority .

determine what the industry will look like in near future. Attempt to ascertain the likely impact (from low to high) of each of these trends on the corporation being examined. Identify a number of likely trends emerging in the societal and task environments.those important trends that.Identifying external strategic factors Strategic Myopia. 3. if they occur. These are strategic environmental issues. .willingness to reject unfamiliar as well as negative information 1. 2. Assess the probability of these trends actually occurring from low to high.

5 3.0 2.0 2.15 .15 .0 .13 .tariff barriers * The most important external factors are identified in the EFAS table as shown here.05 .0 3.05 .18 .05 .15 . .13 .60 .0 3.5 3.05 .30 Well positioned Well positioned APL weak comparatively Questionable Non.60 .10 .30 .15 2 4.45 4 5 Consolidation in decorative segment End user awareness Low APL presence in Asia Exterior and economy segments Alliances required Threats T1 Liberal Government policies T2 Strong Chinese competition T3 ICI and Berger strong globally T4 New product advances T5 Strict environmental laws world over . O5 Promising auto and white goods industry .45 .0 3 .10 2.5 4.5 3.13 .External Factor Analysis Summary (EFAS): Asian Paints Limited (APL) as Example (Selection of Strategic Factors)* External Factors Weight Rating Weighted Score Comments 1 Opportunities O1 Boom in construction industry O2 Demographics favor mass customization O3 Economic development of Asia and India O4 Growth in rural Indian market.

5 2.10 .0 2.15 .15 2 2.0 3.13 .10 Name of µAsian¶ in outside Asia market Concentration on decorative segment Nature of job and hygienically unsafe industry Low investment in other than decorative segment Slow in new products .60 .05 0.0 4.5 4.5 3.52 4 5 Know the paint industry In.05 3.05 .0 2.13 .5 2.15 0.15 .5 3 .20 .10 0.Internal Factor Analysis Summary (IFAS Table): Asian Paints Limited (APL) as Example (Selection of Strategic Factors) Internal Factors Weight Rating Weighted Score Comments 1 Strengths S1 Experienced top management S2 Vertical Integration S3 Current assets management S4 Distribution network S5 International orientation Weaknesses W1 Global positioning W2 Product portfolio W3 Employee relations W4 Manufacturing facilities W5 Process oriented R&D 0.house manufacturing of key raw material Good automated inventory control system Strong distribution capabilities Steady international expansion .60 .05 0.53 .0 .10 .35 .

‡Legislation. national and European or regional trading block level. transport costs.Checklist for a PESTEL Analysis Political Future ‡ Political parties and alignments at local. raw materials costs Technological Future ‡Government and EU investment policy ‡Identified new research initiatives ‡New patents and products ‡Speed of change and adoption of new technology ‡Level of expenditure on R&D by organization¶s rivals ‡Development in nominally unrelated industries that might be applicable Environmental Future ‡µGreen¶ issues that affect the environment ‡Level and type of energy consumed-renewable energy? ‡Rubbish.Cultural Future ‡Shifts in values and culture ‡Change in lifestyle ‡Attitudes to work and leisure ‡µGreen¶ environmental issues ‡Education and health ‡Demographic changes ‡Distribution of income Economic Future ‡Total GDP and GDP per head ‡Inflation ‡Consumer expenditure and disposable income ‡Interest rates ‡Currency inflation and exchange rates ‡Cyclicality ‡Unemployment ‡Energy costs. e. communications costs.g. on taxation and employment law ‡Relations between government and the organization (possibly influencing the preceding terms in a major way and forming a part of future corporate strategy) ‡Government ownership of industry and attitude to monopolies and competition Socio. waste and its disposal Legal Future ‡Competition law and government policy ‡Employment and safety law ‡Product safety issues .

Environmental Turbulence Repetitive Expanding Changing Surprising Complexity National Familiar National Extrapolable Changeability Familiarity of events Regional Technological Global Economic Discontinuous Novel Rapidity of Change Predictability Visibility of future Slower than response Recurring Comparable to response Predictable Partially predictable Faster than response Unpredictable surprises Turbulence level 1 Low 2 3 4 High Assessing the dynamics of the environment .

 The purpose of five-forces analysis is to diagnose the principal competitive pressures in a market and assess how strong and important each one is.Five-Forces Analysis The five forces are industry forces that impact on a company¶s ability to compete in a given market.  .

Porter¶s Five Forces Model of Competition Threat of Threat of New New Entrants Entrants Bargaining Power of Suppliers Rivalry Among Competing Firms in Industry Bargaining Power of Buyers Threat of Substitute Products .

Threat of New Entrants Economies of Scale Barriers to Entry Product Differentiation Capital Requirements Switching Costs Access to Distribution Channels Cost Disadvantages Independent of Scale Government Policy Expected Retaliation .

Bargaining Power of Suppliers Suppliers are likely to be powerful if: Supplier industry is dominated by a few firms Suppliers exert power in the industry by: * Threatening to raise prices or to reduce quality Powerful suppliers can squeeze industry profitability if firms are unable to recover cost increases Suppliers¶ products have few substitutes Buyer is not an important customer to supplier Suppliers¶ product is an important input to buyers¶ product Suppliers¶ products are differentiated Suppliers¶ products have high switching costs Supplier poses credible threat of forward integration .

Bargaining Power of Buyers Buyer groups are likely to be powerful if: Buyers are concentrated or purchases are large relative to seller¶s sales Purchase accounts for a significant fraction of supplier¶s sales Products are undifferentiated Buyers face few switching costs Buyers¶ industry earns low profits Buyer presents a credible threat of backward integration Product unimportant to quality Buyer has full information Buyers compete with the supplying industry by: * Bargaining down prices * Forcing higher quality * Playing firms off each of other .

Threat of Substitute Products Products with similar function limit the prices firms can charge Keys to evaluate substitute products: Products with improving price/performance tradeoffs relative to present industry products .

Rivalry Among Existing Competitors Cutthroat competition is more likely to occur when: Numerous or equally balanced competitors Slow growth industry High fixed costs High storage costs Lack of differentiation or switching costs Capacity added in large increments Diverse competitors High strategic stakes High exit barriers .

Line Breadth Full Menu .STRATEGIC GROUP ANALYSIS Mapping Strategic Groups in the Indian Food Retail Industry High Restaurants in star Hotels like Oberoi Pizza Hut Kentucky Fried Chicken Barista Price Haldiram¶s Saravana Bhawans Domino¶s Burger King Mc Donald¶s Nirula¶s Dhabas and Local small food outlets Low Limited Menu Product.

Prospectors .Strategic Types-Miles and Snow .Reactors .Defenders .Analyzers .

Competitor Analysis FUTURE OBJECTIVES ‡How do our goals compare to competitors¶? ‡Where will emphasis be placed in the future? ‡What is the attitude toward risk? RESPONSE CURRENT STRATEGY ‡How are we currently competing? ‡Does this strategy support changes in the competitive strategy? ‡What will our competitors do in future? ‡Where do we hold an advantage over our competitors? ‡How will this change our relationship with competitors? ASSUMPTIONS ‡Do we assume the future will be volatile? ‡Are we operating under a status quo? ‡What assumptions do our competitors hold about the industry and ourselves? CAPABILITIES ‡What are our strategies and weaknesses? ‡How do we rate compared to our competitors? .

Analyzing co.operation: the Four links Model Informal co-operative links and networks Government links and networks THE ORGANIZATION Complementors Formal co.operative links .

Dynamics of Internal Environment (Resource Based View ) Strategic Competitiveness/Advantage Competitive Advantage Organisational Capability Competencies Synergistic Effects Strenghts and Weaknesses Organisational Organisational Resources Behaviour .

. Will environmental changes make our core competencies obsolete? Are substitutes available for our core competencies? Are our core competencies easily imitated? . Capabilities and Core Competencies to create VALUE for customers? And..Key Questions for Managers in Internal Analysis How do we assemble bundles of Resources.

among others.Resources  An asset is anything the firm owns or controls.O. Tangible assets are the easiest to value. of course. Although tangible resources may be essential to a firm¶s strategy. Loosely. and raw materials. they rarely are a source of competitive advantage. ³Asset´ is to Accounting as ³Resource´ is to Management. production facilities. and often are the only resources that appear on a firm¶s balance sheet. . There are. They include real estate. due to their standard nature. notable exceptions.

brand names. fast product development. The list of organizational capabilities includes a set of abilities describing efficiency and effectiveness: low cost structure. ³lean´ manufacturing. technological knowledge. and firm value. they are complex combinations of assets people. Intangible  assets include such things as companyreputations. cultures. and accumulated learning and experience. Organizational capabilities are not factor inputs like tangible and intangible assets. patents and trademarks. and processes that organizations use to transform inputs into outputs. high quality production. These assets often lay an important role in competitive advantage (or disadvantage). .

Strengths and Weakness form a basis for INTERNAL analysis By examining strengths. vulnerabilities. and erroneous assumptions about existing strategies. you can identify gaps in performance.  .  By examining weaknesses. you can discover untapped potential or identify distinct competencies that helped you succeed in the past.

competitiveness. A distinctive competence is a competitively valuable capability that a company performs better than its rivals.   . not peripheral. and profitability.Competencies  A competency is an internal capability that a company performs better than other internal capabilities. to a company¶s strategy. A core competency is a well-performed internal capability that is central.

such as firm-specific knowledge or trust-based relationships and which can be organised by the firm. usually due to unique historical conditions. current or potential competitors Rare Costly to Imitate Resources that other firms cannot develop easily. Nonsubstitutable/ Organisable .Core Competencies Core Competencies must be: Valuable Resources that either help a firm to exploit opportunities to create value for customers or to neutralize threats in the environment resources that are possessed by few. causal ambiguity or social complexity Resources that do not have strategic equivalents. if any.

VRIO Framework.Barney Is the R/C valuable? Is the R/C difficult or Is the costly to R/C rare? imitate? Is the R/C organisable Competitive ? Consequences Performance Implications No Yes Yes Yes No No Yes Yes No No No Yes No Yes/No Yes/No Yes Competitive Disadvantage Competitive Parity Temporary Advantage Sustainable Competitive Advantage Below AIR AIR AIR to Above AIR Above AIR Resource = R Capability = C AIR = Average Industry Returns .

Core Competencies--Cautions and Reminders Never take for granted that core competencies will continue to provide a source of competitive advantage All core competencies have the potential to become Core Rigidities Core Rigidities are former core competencies that sow the seeds of organizational inertia and prevent the firm from responding appropriately to changes in the external environment Strategic myopia and inflexibility can strangle the firm¶s ability to grow and adapt to environmental change or competitive threats .

product design.   All firms have capabilities. new product launch in production. a firm will usually focus on certain capabilities consistent with its strategy. .g. The product development process involves conceptualization. etc. a firm pursuing a differentiation strategy would focus on new product development. However. Capabilities represent the firm¶s capacity or ability to integrate individual firm resources to achieve a desired objective. pilot testing. A firm focusing on a low cost strategy would focus on improving manufacturing process efficiency.Capabilities  A capability is usually considered a ³bundle´ of assets or resources to perform a business process (which is composed of individual activities) E. process debugging. For example.

advantage. .Capabilities develop over time as a result of complex interactions that take advantage of the interrelationships between a firm¶s tangible and intangible resources that are based on the development. Capabilities become important when they are combined in unique combinations which create core competencies which have strategic value and can lead to competitive advantage. transmission and exchange or sharing of information and knowledge as carried out by the firm's employees.

Product related factors 2. Factors related to sources of funds 2.Organisational Capability Factors Strategic strenghts existing in different functional areas Functional Capability 1. Factors related to usage of funds 3. Promotion related factors . Place related factors 4. Price related factors 3. Factors related to the management of funds Marketing Capability 1.

Factors related to the operations and control system 3. Factors related to industrial relations . Factors related to the HR system 2.Factors related to production system 2.Operations Capability 1. Factors related to organisational and employees characteristics 3. Factors related to the R&D system HR Capability 1.

4.Information management capability 1. Factors related to organisational climate . 2. Factors related to external relationships 4. Factors related to general managers 3. 3. Factors related to acquisition and retention of employees Factors related to processing and synthesis of information Factors related to retrieval and usage of information Factors related to transmission and dissemination General management capability 1. Factors related to general management system 2.

doc .Figure 7.2.

Possible Business Definition of an Oral Care Company CUSTOMER FUNCTIONS Form Foam Freshness Flavor Dental/ Oral Health CUSTOMERGROUPS Cosmetic Segment Paste/ Powder Different Packaging Material Different Base Material Different Flavoring Material Different additives Fluoride Segment CUSTOMER TECHNOLOGY .

Brands etc.) yCompetencies ySkills .Three Stages of Strategy & Competition Competition for Existing Market Competition for Resources Competencies Competition for Dreams Competitive Strategy Strategic Architecture Opportunity Horizon (BlueOcean Strategy) yVision of Future Markets yCorporate Ambition ySense of Purpose yIndustry Analysis yStrategic Segmentation and Positioning yCost and Differentiation Drivers yResources (Technology.

figure 7.1.doc .

Retrenchment Strategies .Grand Strategies 1. Stability Strategies 2. Expansion Strategies 3.Corporate Strategies.

Stability Strategies  Less risky.  Relatively stable environment.  Consolidation is sought through after rapid expansion.1. involves fewer changes and people feel comfortable. .  Expansion is perceived as a threat.

Expansion Strategies  Due to environmental demand.  Advantages from the experience curve and scale of operations may help.  Psychologically strategists feel more satisfied with growth prospects. .a.  Increasing size may lead to more control over the market vis.2. have pride.vis competitors.

. environment.3.  Threatening  Stability can be ensured by reallocation of resources from unprofitable to profitable business. Retrenchment Strategies  Due to continuous losses and inviability.

Dimensions of Grand Strategies:
1.

Internal/ External Dimension Related/ Unrelated Dimension Horizontal/ Vertical Dimension Active/ Passive Dimension

2.

3.

4.

STABILITY STRATEGIES 
No-

change strategy Strategy Proceed- with- caution strategy 

Profit 

Pause/

GROWTH

STABILITY

RETRENCHMENT
‡Turnaround ‡Captive Company ‡Sell- out/ Divestment ‡Bankruptcy/ Liquidation

Concentration ‡Vertical Growth ‡Horizontal Growth Diversification ‡Concentric ‡Conglomerate

‡Pause/ Proceed with caution ‡No Change ‡Profit

EXPANSION STRATEGIES Five types: a) Expansion through concentration b) Expansion through integration i) vertical c) d) e) ii) horizontal Expansion through diversification Expansion through cooperation Expansion through internationalization i) concentric diversification ii) conglomerate diversification .

Expansion through concentration .

Expansion through integration-Vertical .horizontal Typical Value Chain for a Manufactured Product Raw Materials Primary Manufacturing Fabrication Product Producer Distributor Retailer .

finance. machines.Firm Infrastructure (general management. (warehousing and distribution of testing) handling finished and product) warehouses) Service Marketing and Sales (installation. development) Technology Management (R&D. (advertising. pricing. accounting. strategic planning) Human Resource Management (recruiting. channel relations) Primary Activities . repair. parts) promotion. product and process improvement) Procurement (purchasing of raw materials. supplies) Profit Margin Support Activities Outbound Operations Inbound Logistics (machining. Logistics (raw materials assembling. training.

.Corporate Value Chain involves three steps: 1. Examine the ³linkages´ within each product line¶s value chain. Examine each product line¶s value chain in terms of the activities involved in producing that product or service. Examine the potential synergies among the value chains of different product lines or business units. 3. 2.

PROPOSED OUTSOURCING MATRIX Activity¶s total Value.Added to Firm¶s Products and Services LOW HIGH Taper Vertical Integration: HIGH Full Vertical Integration: Produce all Vertically Produce some Internally Activity¶s Potential for Competitive Advantage LOW Outsource Completely: Outsource Completely: Purchase with LongBuy on Open Market Term contracts .

Outsourcing errors Activities that should not be outsourced Wrong vendor selection Writing poor contract Overlooking personnel issues Hidden costs of outsourcing Failing to plan exit strategy .

Expansion through diversification i) concentric diversification ii) conglomerate diversification .

Expansion through Co.links and networks Informal co.operative links and networks THE ORGANIZATION Complementors Formal Co.operation Four.operative links .Links Model Government.

..Complementors are those companies whose products add more value to the products of base organization than they would derive from their own products.

operative environment  It may help in the achievement of sustainable competitive advantage. Deliver more sustainable relationship with those outside the organization. Produce lower costs. Open up new markets and increase business opportunities.Analyzing the co.    .

Co-operative strategies could be of the following types: i) Mergers Horizontal Mergers Vertical Mergers Concentric Mergers Conglomerate Mergers ii) Takeovers iii) Joint Ventures iv) Strategic Alliances .

To reduce competition. To increase the growth rate and make a good investment. 7. 6. . 5. compete. 8. To improve the stability of earning and sales. or diversify product line. To avail tax concessions and benefits. To take advantage of synergy.Reasons for Mergers 1. 3. 4. To increase the value of the organization¶s stock. To balance. 2. To acquire needed resources quickly.

To increase the value of the owner¶s stock and investment. To increase the growth rate. To benefit from tax legislation. To deal with top management succession problem. 2. 5.Why the seller wishes to merge: 1. 3. . 4. To acquire resources to stabilize operations.

Issues in Mergers:  Strategic  Financial  Legal  Managerial .

e) Expansion through Internationalization Four Types of International Strategies Low Global Strategy Cost Pressures International Strategy High Low Transnational Strategy Multi.Domestic Strategy Pressure for Local Responsiveness High .

3. Export Entry Modes Contractual Entry Modes Investment Entry Modes 2. .Entry Modes: 1.

‡Does not require a high resource commitment in the targeted country. ‡Does not provides experiential knowledge in the foreign market. ‡Speedy entry to foreign market. ‡Could damage the firm¶s reputation and image. ‡Can be used as a step towards a more committed mode of entry. ‡Speedy entry to foreign market. ‡Hard to enforce agreements. ‡Provides a small experiential knowledge in the foreign market. ‡High potential for opportunism. International franchising . Licensing ‡Hard to monitor partners in foreign markets. ‡Inexpensive way to gain experiential knowledge in foreign markets.cost strategy to expand sales in Order to achieve economies of scale. ‡Moderate cost strategy to expand sales in order to achieve economies of scale Disadvantages ‡Hard to control operations abroad. ‡Low. ‡High monitoring costs.cost strategy to expand sales in order to achieve economies of scale. ‡Low. ‡Requires a moderate resource commitment in the targeted country. ‡Provides very small experiential knowledge in foreign markets. ‡High potential for opportunism.Modes of Entry Export Advantages ‡Does not require a high resource commitment in the targeted country.

Wholly owned existing relationships with ‡Provides high experiential Ventures customers. existing market. ‡Managers of foreign subsidiary ‡The firm is seen as a foreign have a strong attachment to the firm by local stakeholders. government officials. . parent firm. customers. suppliers. ‡Low risks of technology appropriation. knowledge in foreign markets. and government officials. ‡Managers of acquired foreign ‡Could rely on preMergers and subsidiaries may have a weak existing relationships with Acquisitions attachment to the parent firm.Mode of Entry Advantages Disadvantages ‡Low risks of technology appropriation ‡Could not rely on pre‡Able to control operations abroad. subsidiaries into the parent¶s ‡Provides high experiential system. ‡Low level of conflict between the ‡Adds extra capacity to the subsidiary and the parent firm. and Greenfield Strategy knowledge in foreign markets. ‡Problem of integrating foreign ‡Able to control operations abroad. suppliers. ‡Does not add extra capacity to the market.

RETRENCHMENT STRATEGIES Turnaround Captive Company Strategy Selling out/Divestment Bankruptcy Liquidation .

6. 5. Uncompetitive products or services. Persistent negative cash flow. 2. Declining market share. Deterioration in physical facilities. High turnover of employees. low morale. Mismanagement . 3.TURNAROUND STRATEGIES: Conditions for turnaround: 1. 4.

9. 5. 8. 4.Elements in a turnaround strategy: 1. 2.building actions Neutralizing external pressures Initial control Identifying quick pay off activities Quick cost reduction Revenue generation Asset liquidation for generating cash Better internal coordination . Changes in the top management Initial credibility. 7. 3. 6.

5. 2. lack of investment.DIVESTMENT STRATEGIES Reasons: 1. 3. Survival is based on cash generated by selling off a part. 4. Negative cash flows leading to financial problems. . An acquired business proves to be a mismatch and cannot be integrated with the company. Technological up gradation required. Severity of competition and firm¶s inability to cope.

Better alternative available for investment. Divestment by one firm may be a part of merger plan. 7. .6.mutual strategic interest. 8. Not to attract the provisions of MRTP Act or owing to oversize and the resultant inability to manage a large business.

 Last resort. does not allow liquidation due to political risk involved. . most extreme and unattractive.LIQUIDATION STRATEGIES Closing down a firm and selling its assets.  Why liquidation undesirable?  Management hesitate due to fear of failure.  Govt.  Trade unions resist the loss of employment of workers.

 .  Selling assets is difficult as buyers are not found easily.Creditors and supplies desire the fulfillment of contractual obligations.

.up is the process whereby its life is ended and its property administered for the benefits of its creditors and members.  Winding.Legal Aspects of Liquidation:  Under the Companies Act. 1956. liquidation is termed as winding-up.

 Collects  Pays its debts.Act provides for the liquidator Takes control of the company. its assets.  Distributes surplus among the members according to the rights. .

Voluntary winding-up. Compulsory winding. . 3.up under the supervision of the court. Voluntary winding.up under an order of court.Liquidation is done in three ways: 1. 2.

Competitive strategies-Tactics For Business Strategies  Timing Tactics When Where   .

Market Location Tactics: 1. 4. 3. Market leaders Market Challengers Market Followers Market Nichers 2. .

.Corporate.Level Strategic Analysis  Corporate Portfolio Analysis A set of techniques that help strategists in taking strategic decisions with regard to individual products or businesses in a firm¶s portfolio.

BCG Matrix .

 GE NINE.CELL MATRIX ZONE STRATEGIC SIGNAL I N D U S T R Y A T T R A C T I V E N E S S HIGH GREEN INVEST/ EXPAND MEDIUM YELLOW SELECT/ EARN LOW RED HARVEST/ DIVEST STRONG AVERAGE WEAK BUSINESS STRENGTH/ COMPETITIVE POSITON .

 CORPORATE PARENTING ANALYSIS Low Heartland MISFIT BETWEEN CRITICAL SUCCESS FACTORS AND PARENTING CHARACTERISTICS Ballast Edge.Trap High FIT BETWEEN PARENTING OPPORTUNITIES AND PARENTING CHARACTERISTICS .ofheartland Alien Territory High Low Value.

goals. Strategies budget for the purpose of resource allocation. major opportunities and threats and critical success factors. mission. Strategies chosen and the assumption under which the strategies would be relevant contingent strategies under different conditions.Strategic Plan         A clear statement of strategies intent covering vision. Proposed organizational structure and major organizational systems for strategic implementation. Functional strategies and the mode of their implementation. business definition. and weaknesses and core competencies. Measures to be used to evaluate performance and assess the success of strategy implementation. and objectives. Results of environmental appraisal. major strengths. . Results of organization appraisal.

Strategy implementation Project  Procedural  Resource  Structural  Functional  Behavioral  .

Project Implementation      Conception Phase Definition Phase Planning and Organizing Phase Implementation Phase Clean-up Phase .

Procedural Implementation            Formation of a company Licensing procedures Securities and Exchange Board of India requirements Foreign collaboration procedures Foreign Exchange Management Act requirements Import and export requirements Patenting and trademarks requirements Labour legislation requirements Environmental protection and pollution control requirements Consumer protection requirements Incentives and facilities benefits .

Nature of strategy and organizational structure    Nature of strategy  Likely organizational structure      Single business-one major set of strategies for business Range of products extending across a single business.several strategies for each product area but business still runs as one entity Separate businesses within groups with limited links Separate businesses within group with strong link needed across parts of the group Unrelated businesses-series of businesses each with its own strategic issues Ideas factory-strategy needs to be strongly experimental Functional Functional but monitor each range of products using separate profit and loss accounts Divisional Matrix Holding company      Innovative structure .

Structure follows strategy ± ±New strategy is created ±New administrative problems emerge ±Economic performance declines ±New appropriate structure is invented ±Profit returns to previous level .

work systems. and sourcing. cost and quality control. product. extent of vertical integration. or service design. inventory. material supply. maintenance systems and procedures. patent rights. etc   . Technical collaboration and support. Factors related to the operations control system: Aggregate production planning.Functional Implementation Production Strategies  Factors related to the production system: Capacity. etc Factors related to the R & D system: Technology. procurement.

Strategic Questions      What types of production processes to adopt? What should be the plant and facility design? Where should the plant be located? How to procure resources? What type of technology to be used? .

heavy R&D spends. economies of scale. operations smoothing. investment in facility and plant. cut in volume and size. product modifications. capacity enhancement. capacity reduction. contracting and joint venture. sale of facility and asset.Production Strategies vis-à-vis Grand Strategies  Expansion: Technology innovation. production efficiencies. process improvement. resources cuts   . outsourcing. Retrenchment: Technology transfer. Stability: Technology diffusion. plant upgradation. optimization of plant use. vertical integration. recouping of costs. depletion of inventories and stocks. continuous production.

HR values and culture. standards etc. communication.HR Strategies    Factors related to the personnel system: system for manpower planning. commitment. motivation and morale etc. etc Factors related to industrial relations: Labor-management relationship. procedures. compensation. development. perception about the organization as an employer. appraisal. selection. . employees satisfaction. Factors related to organizational and employees characteristics: corporate image. quality of personnel. position of the personnel department within the organization. skills and knowledge base. training. policies. collective conditions.

Strategic Questions What type of personal systems and processes to adopt?  What should be the HR values and systems?  What type of skills to look for and build?  How to maintain harmonious industrial relations?  How to motivate and satisfy?  .

outsourcing. voluntary retrenchment. removal of causal and temporary workers. heavy investment in training and development. post ±induction training. performance management. retraining.HR Strategies vis-à-vis Grand Strategies  Expansion: Organizational manning and staffing. Stability: Internal promotions. increasing work load with commensurate rewards. external hiring. redeployment and relocation. employee retention. Retrenchment: Lean staffing. shift working and productivity improvements.   . increase in compensations budget. relocations and transfers. growth and improvement in employability. skills consolidation. curtailment of outsourcing and contracting.

Price. mode of payment. allowances etc. look. variants. transportation. inventory.     . etc. Integrative and systematic factors: Marketing mix. smell. coverage. packaging etc. features. Place. size. intermediaries. warehousing etc. channels.related factors: distribution. credit terms. logistics. personal selling. public relations. storage.related factors: Market price. mark-up price. discount.Marketing Strategies  Product related factors: Quality. Promotion related factors: Advertising. models. sales promotion.

Strategic Questions
What types of products to offer?  What price to be charged?  Which distribution channel to be used?  Which promotional tools to be used? 

Marketing Strategies vis-à-vis Grand Strategies  



Expansion: aggressive promotion, sales promos, heavy ad spends, push marketing, incentives, market and product development, rapid market penetration, brand extension, price differentiation , multiple channel and wide coverage , extensive distribution and networking Stability: slow market moves, brand building , market consolidation, gradual market skimming Retrenchment: demarketing , receding promotions, ad spend cuts, price increases , distribution cuts.

Finance Strategies
To provide the organization with funds and a capital structure to suit the strategic requirements 1. Sources of funds(capital mix decisions) Internal vs external and 2. Usage of funds Linking allocation to strategies Prioritizing projects and activities Capital expenditure vs. working capital 3. Management of funds Dividend mgt., accounts and audit, capital structure management, compensation 

Strategic Questions What balance between internal and external funds? Permissible risks? Priorities for allocation?  Cash flow needs?  Credit policies?  .

centralised expenditure. decentralised expenditure  Retrenchment: rescue operations. pruning and cuts  . working capital needs. long term investments. fixed assets.Finance Strategies vis-à-vis Grand Strategies Stability: daily operations..reallocation of funds. current assets  Expansion: capital budgeting. cash mgt.

Behavioral Implementation Leadership implementation  Strategy-Corporate Culture Fit  Corporate Power and Politics  Values and Ethics  .

Influence People Teams Culture Organizational Environment Monitor* Refine Establish Energize* Attune Mission Align Business Ideas Connect* Unify Focus Vision ³Strategic´ What? How? Strategy Decision Empower* Engage Enable Goal What? Task Why? Results ³Tactical´ *Representative Leadership ³Linking Pin´Actions .

Is the planned strategy compatible With the current culture? Yes No Tie changes into the culture Can the culture be modified to make it more compatible with the new strategy? No Yes Introduce minor culturechanging activities Is management willing and able to make major organizational changes and accept probable delays and a likely increase in costs? Yes No Manage around the culture by establishing a new structural unit to implement strategy. Yes Is management still committed to implementing the strategy No Find a joint.venture partner or Contract with another company to carry out the strategy Formulate a Different strategy .

Methods of Managing the Culture of an Acquired Firm Very Much Not at All Very Attractive Integration Assimilation Perception of the Attractiveness of the Acquirer Not at All Attractive Separation Deculturation .

Gap Analysis Desired Performance Present Performance Performance Gap Performance Time t1 t2 .

venture partner or Contract with another company to carry out the strategy Formulate a Different strategy .Did the existing strategies produce the desired results? Yes Were strategies poorly executed? No Tie changes into the culture Can the culture be modified to make it more compatible with the new strategy? No Yes Introduce minor culturechanging activities Is management willing and able to make major organizational changes and accept probable delays and a likely increase in costs? Yes No Manage around the culture by establishing a new structural unit to implement strategy. Yes Is management still committed to implementing the strategy No Find a joint.

ISSUE Y N Did the existing strategies produce the desired results? Were strategies poorly executed? Were the underlying Assumptions valid? Were strategies and their requirements N communicated effectively? CONCLUSIONS N Y Y Were alternate Scenarios defined And assessed? N Y Did management N commit to & follow through the strategies? Y Were results monitored N And strategies Revised as needed? Poor Communication Weak commitment of operating management Y Were the current N situations and important trends properly diagnosed? Y Was strategy formulation adversely affected? N Inconsistent N Were supporting functional functional plans Strategies consistent with Incorrect assessment the business unit strategies? of resource Y N requirements Were resource allocation consistent with the strategy? Failure to establish Proper feedback mechanism Invalid planning bases: Y Incorrect strategy formulation Successful strategy and results .

Thank you .

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