STRATEGIC MANAGEMENT  CHAPTER 1 Gregory G. Dess and G. T.

Lumpkin
McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
 Chapter
One

Strategic Management:
Creating Competitive
Advantages
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Learning After studying this chapter, you should have
Objectives a good understanding of:
• the definition of strategic management and its four key
attributes
• the strategic management process and its three interrelated and
principal activities
• why stakeholder management is so critical in the strategic
management process and how “symbiosis” can be achieved
among an organization’s stakeholders
• the key environmental forces that are creating more
unpredictable change and requiring greater empowerment
throughout the organization
• how an awareness of a hierarchy of strategic goals can help an
organization to achieve coherence in its strategic direction

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TRANSPARENCY-4
Exhibit 1.1
Strategic Management Concepts
Definition: “Strategic management consists of the analysis,
decisions, and actions an organization undertakes in order
to create and sustain competitive advantages.”

Key Attributes of Strategic Management:

 Directs the organization toward overall goals and objectives.
 Involves the inclusion of multiple stakeholders in decision
making.
 Needs to incorporate short-term and long-term perspectives.
 Recognizes tradeoffs between efficiency and effectiveness.

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 The Strategic Management Process
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Exhibit 1.2

Chapter 1
Analyzing Goals
and Objectives

Chapter 2 Chapter 3
Analyzing the Analyzing the
External Internal
Environment Environment
Chapter 4
Assessing Intellectual
Capital

Strategy Analysis

Chapter 5 Chapter 9
Formulating Business-Level Implementation:
Strategies Strategic Controls

Chapter 6 Chapter 7 Chapter 10 Chapter 11

Formulating Formulating Implementation: Strategic Leadership:
Corporate-Level International Organization Design Excellence, Ethics, and
Change
Strategies Strategies
Chapter 12
Chapter 8
Strategic Leadership:
Formulating Internet
Fostering Entrepreneurship
Strategies

Strategy Formulation Strategy Implementation

Chapter 13
Case Analysis
STRATEGIC MANAGEMENT  CHAPTER 1 Gregory G. Dess and G. T. Lumpkin
McGraw-Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
TRANSPARENCY-6
Exhibit 1.3 Excellent versus Poor Boards of Directors
Fortune magazine recently pinpointed some of the key attributes of some excellent and poor boards of
directors.

Hall of Fame Hall of Shame

A good board is hard to find, but a few draw raves Entrenched, clubby, blind to shareholder
year after year. concerns: These boards just don’t get it.

Coca-Cola This feisty board isn’t afraid to make waves, Advanced Micro Devices Talk about weak: This
nixing CEO’s Doug Daft’s plan to acquire Quaker Oats board slavishly kowtows to omnipotent
last year. founder/CEO Jerry Sanders.
Intel Its big-name directors regularly assess one Archer Daniels Midland As the stock falls near
another’s performance, a rarity in the boardroom. ten-year lows, the family-controlled board
Pfizer This year the Wharton School named this board— twiddles its thumbs.
packed with heavy hitters—the second best in the nation. Maxxam With loads of common and preferred
Target The proof is in the performance. This unflashy stock, CEO/Chairman Charles Hurwitz has most
board has presided over years of solid returns. of the voting power.
Texas Instruments Deadly serious about good Occidental Petroleum Its board pays CEO Ray
governance, TI’s board had near-perfect attendance in Irani obscene amounts even as the company
2000. underperforms its peers.
Warnaco This board, dominated by
Chairman/CEO Linda Wachner, seems to exist
solely to redefine excessive CEO pay.
Source: Boyle, M. 2001. The dirty half-dozen: America’s worst boards. Fortune, May 14: 250. With permission.

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TRANSPARENCY-7

Exhibit 1.4 Social Responsibility at McDonald’s:

Some Elements
• Supporting more than 200 Ronald McDonald Houses in 19 countries
(providing comfort and care to children and their families)
• Eliminating 150,000 tons of recycled products and more than one
million tons of corrugated cardboard in the U.S. over a ten-year period
• As part of their diversity program, more than 30 percent of their
franchisees are now women or minority and in 1999, McDonald’s
purchased approximately $3 billion worth of goods and services from
women and minority suppliers
• Providing about $5 million in educational assistance through a variety
of scholarships
• Partnered with Chicago’s Field Museum to restore Sue—the largest
Tyrannosaurus Rex fossil ever discovered in a laboratory for public
viewing

Source: McDonald’s Corporation 1999 Annual Report, page 6.

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TRANSPARENCY-8
Exhibit 1.5 Brainpower Weighs In

PRODUCT PRICE WEIGHT PRICE

in pounds per pound
Pentium III 800MHz microprocessor $851.00 0.01984 $42,893.00
Viagra (tablet) $8.00 0.00068 $11,766.00
Gold (ounce) $301.70 0.0625 $4,827.20
Hermès scarf $275.00 0.14 $1,964.29
Palm V $449.00 0.26 $1,726.92
Saving Private Ryan on DVD $34.99 0.04 $874.75
Cigarettes (20) $4.00 0.04 $100.00
Who Moved My Cheese? by Spencer Johnson $19.99 0.49 $40.80
Mercedes-Benz E-class four-door sedan $78,445.00 4,134.00 $18.98
The Competitive Advantage of Nations by Michael Porter $40.00 2.99 $13.38
Chevrolet Cavalier four-door sedan $17,770.00 2,630.00 $6.76
Hot-rolled steel (ton) $370.00 2,000.00 $0.19

Source: Colvin, G. 2000. We’re worth our weight in Pentium Chips. Fortune, March 20: 68.

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TRANSPARENCY-9
Exhibit 1.6 Comparing Wellpoint Health Network’s
Vision and Mission
Vision
WELLPOINT will redefine our industry:
Through a new generation of consumer-friendly
products that put individuals back in control of their
future.

Mission
The WELLPOINT companies provide health security by
offering a choice of quality branded health and related
financial services designed to meet the changing
expectations of individuals, families and their sponsors
throughout a lifelong relationship.

Source: Company Records

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 Strategic Objectives
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Exhibit 1.7

Strategic Objectives (Financial)

• Increase sales growth 6 to 8 percent and accelerate core net earnings per share growth
to 13 to 15 percent in each of the next five years (Procter & Gamble)
• Generate Internet-related revenue of $1.5 billion. (Automation)
• Increase the contribution of Banking Group earnings from investments, brokerage and
insurance from 16 percent to 25 percent (Wells Fargo)
• Cut corporate overhead costs by $30 million per year (Fortune brands)

Strategic Objectives (Nonfinancial)

• Capitalize on e-commerce (Federal Express)
• We want a majority of our customers,when surveyed, to say they consider Wells
Fargo the best financial institution in the community (Wells Fargo)
• We want to operate 6,000 stores by 2010—up from 3000 in the year 2000
(Walgreen’s)
• Develop a smart card strategy that will help us play a key role in shaping online
Source: Company
Documents and payments (American Express)
Annual Reports

• Reduce greenhouse gases by 10 percent (from a 1990 base) by 2010 (BP Amoco)
STRATEGIC MANAGEMENT  CHAPTER 1 Gregory G. Dess and G. T. Lumpkin
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