MBA 3RD SEMESTER FACULTY OF MANAGEMENT GRAPHIC ERA UNIVERSITY, DEHRDUN

Monday.DEFINING STRATEGY Strategy is the framework of the choices that determine the nature and direction of the organization. GEU 2 . FoM. Som. February 13. 2012 STRATEGIC MANAGEMENT.

y The screens. Gerad S. that determine what¶s ³in´ or ³out´ are derived from variety of sources. GEU 3 . such as current domain. Monday. FoM. 2012 STRATEGIC MANAGEMENT. does not trade with terrorist regimes or their supporters.. Som. an organization¶s domain. or alcohol. they also chose not to trade in weapons. February 13. These activities would contradict the core beliefs of its devout Hindu owners. tobacco. or the criteria.STRATEGY«FRAMEWORK y Establishes the boundaries or parameters that define the scope of business activity-in short. and shareholder and parent company interests. the organization¶s overriding beliefs and values. the competitive advantages identified. Example. A. a privately owned Swiss trading firm.

minimal corruption. y the markets (consumers. and an overall Western legal and business orientation. Monday. and y the key capabilities that it must deploy in order to take its products and services to its markets.STRATEGY«CHOICES Choices are made in three dimensions of an organization y the product or service it will offer.. customers and geographies) that it will serve. 2012 STRATEGIC MANAGEMENT. GEU 4 . Som. FoM. Example. many global firms have chosen to limit their entry into certain geographic markets based on prevalence of an acceptable business climate characterized by a solid banking structure. February 13. a minimum per capita gross domestic product (GDP).

February 13. any Disney is synonymous with µfamily entertainment¶. 2012 STRATEGIC MANAGEMENT. GEU 5 . describes its character and makes its shape recognizable. y The nature of an organization lends strategic coherence to its decision-making and communication.STRATEGY«NATURE y The nature of an organization is what exemplifies it. Mc Donald¶s is now an epitome of µfast food chain¶. Example. Som. Around the world. Monday. Intel means µchips¶. FoM.

future customers and markets. and rental/leasing) that redefine their nature. Through on going strategic choices about its direction its nature has now been redefined. y It encompasses the choices that will be made about future products and services. Ford and other automobile companies have metamorphosed to encompass both products (agriculture equipment. FoM. Strategy has much to say about future. Example.STRATEGY«DIRECTION y Also. but that no longer applies. GEU 6 . Mc Donald¶s could have been once described as a µHamburger chain¶. and even planes) and services (insurance. y Direction is our term for the organization¶s future course. Is BMW now a ³transport company´? Daimler-Chrysler a ³conglomerate´? Monday. 2012 STRATEGIC MANAGEMENT. February 13. Som. financing.

Som. Monday.FINALLY STRATEGY« Thus. Strategy describes the general direction in which an organization plans to move to attain its goals. February 13. GEU 7 . FoM. 2012 STRATEGIC MANAGEMENT.

February 13. 2012 MARKET B MARKET C 8 STRATEGIC MANAGEMENT. GEU . board of directors and other senior staff HEAD OFFICE BUSINESS LEVEL Divisional Managers and Staff DIVISION A DIVISION B DIVISION C FUNCTIONAL LEVEL Functional Managers BUSINESS FUNCTIONS BUSINESS FUNCTIONS BUSINESS FUNCTIONS MARKET A Monday.LEVELS OF STRATEGIC MANAGEMENT CORPORATE LEVEL CEO. Som. Other senior executives. FoM.

February 13. GEU Feedback Loop . Som.COMPONENTS OF STRATEGIC PLANNING PROCESS STRATEGY FORMULATION MISSION & GOALS EXTERNAL ANALYSIS: Opportunities and Threats SWOT Strategic Choice INTERNAL ANALYSIS: Strength and Weaknesses FUNCTIONAL LEVEL STRATEGY BUSINESS LEVEL STRATEGY GLOBAL STRATEGY CORPORATE LEVEL STRATEGY STRATEGY IMPLEMENTATION CORPORATE PERFORMANCE. FoM. GOVERNANCE & ETHICS IMPLEMENTING STRATEGY IN SINGLE INDUSTRY Monday. 2012 IMPLEMENTING STRATEGY ACROSS INDUSTRIES & COUNTRIES 9 STRATEGIC MANAGEMENT.

MINTZBERG¶S MODEL Monday. FoM. Som. February 13. GEU 10 . 2012 STRATEGIC MANAGEMENT.

Som. FoM. February 13.DEFINING THE BUSINESS WHO IS BEING SATISFIED? WHAT IS BEING SATISFIED? CUSTOMER GROUPS BUSINESS DEFINITION CONSUMER NEEDS HOW ARE CONSUMER NEEDS BEING SATISFIED? DISTINCTIVE COMPETENCIES Monday. 2012 STRATEGIC MANAGEMENT. GEU 11 .

2012 STRATEGIC MANAGEMENT. FoM. SERENDIPITY AND STRATEGY D. STRATEGY MAKING IN AN UNPREDICABLE WORLD B. Som.STRATEGY AS EMERGENT PROCESS A. INTENDED AND EMERGENT STRATEGIES Monday. STRATEGY MAKING BY LOW LEVEL MANAGERS C. GEU 12 . February 13.

February 13. 2012 STRATEGIC MANAGEMENT. Som. GEU 13 . FoM.EMERGENT & DELIBERATE STRATEGIES DELIBERATE STRATEGY PLANNED STRATEGY REALIZED STRATEGY UNREALIZED STRATEGY EMERGENT STRATEGY Monday.

Som. GEU 14 . FoM. STRATEGIC INTENT Monday. February 13. 2012 STRATEGIC MANAGEMENT.STRATEGY PLANNING IN PRACTICE A. INVOLVING FUNCTIONAL MANAGERS C. SCENARIO PLANNING B.

FoM. Commitment c. Vision. February 13. eloquence. The astute use of power f. Willingness to delegate and empower e. STRATEGIC LEADERSHIP AND EMOTIONAL INTELLIGENCE a. Emotional Intelligence Monday.STRATEGY LEADERSHIP & DECISION MAKING A. Being well informed d. Som. and consistency b. 2012 STRATEGIC MANAGEMENT. GEU 15 .

FoM. COGNITIVE BIASES AND STRATEGIC DECISION MAKING Cognitive bias a. 2012 STRATEGIC MANAGEMENT. GROUPTHINK AND STRATEGIC DECISIONS D. Prior hypothesis bias b. TECHNIQUES FOR IMPROVING DECISION MAKING Monday. Som. Hubris hypothesis C. Escalating commitment c. Reasoning by analogy d. Illusion of control e. February 13.STRATEGY LEADERSHIP & DECISION MAKING B. GEU 16 .

Som.PROCESSES FOR IMPROVING DECISION MAKING DEVIL¶S ADVOCACY EXPERT PLAN DIALECTIC ADVOCACY EXPERT PLAN 1 (Thesis) EXPERT PLAN 2 (Antithesis) DEVIL¶S ADVOCATE CRITIZES DEBATE (Synthesis) FINAL PLAN FINAL PLAN Monday. 2012 STRATEGIC MANAGEMENT. GEU 17 . FoM. February 13.