Strategy Formulation & Implementation

Август 22, 2022

Главная
Менеджмент
Strategy Formulation & Implementation

Содержание

2. Thinking Strategically To help managers answer questions such as: Where is the organization now? Where does
3. Strategic Management Set of decisions and actions used to implement strategies Questions to ask: What changes
4. Grand Strategy General plan of action to achieve long-term objectives 1. Growth (diversification) 2. Stability (sometimes
5. Global Corporate Strategies Need for National Responsiveness High Low Low High Need for Global Integration
6. Global Strategy Globalization: the standardization of product design and advertising strategies around the world (Theory :
7. Purpose of Strategy The plan of action that prescribes resource allocation & other activities that help
8. Three Levels of Strategy in Organizations
9. The Strategic Management Process Scan External Identify Strategic Environment Factors: - Opportunities (+) - Threats (-)
10. Situation (SWOT) analysis Strengths (int.env.) ---------------------------------------------------------------- + ---------------------------------------------------------------- Weaknesses(int.env.) ---------------------------------------------------------------- - ---------------------------------------------------------------- Opportunities(ext.env.)-------------------------------------------------------------- + ---------------------------------------------------------------- Threats
11. Checklist for Analyzing Organizational Strengths and Weaknesses Sources: Based on Howard H. Stevenson, “ Defining Corporate
12. The Five Forces Affecting Industry Competition Source: Based on Michael E. Porter, Competitive Strategy: Techniques for
14. Скачать презентацию

Слайд 2

Thinking Strategically
To help managers answer questions such as:
Where is the organization

now?
Where does the organization want to be?
What changes are among competitors?
What courses of action will help us achieve our goals?
Answers define an overall direction for the organization's grand strategy

Слайд 3

Strategic Management
Set of decisions and actions used to implement strategies
Questions to

ask:
What changes and trends are occurring?
Who are our customers?
What products or services should we offer?
How can we offer these products or services most efficiently?

Bombardier, Ski Doo’s

Слайд 4

Grand Strategy
General plan of action to achieve long-term objectives
1. Growth (diversification)
2.

Stability (sometimes called a“pause strategy”)
3. Retrenchment (ex: downsizing)
Through strategic management, executives define an overall direction for the organization, which is the firm’s strategy.

Слайд 5

Global Corporate Strategies
Need for National Responsiveness
High
Low
Low
High
Need for Global Integration

Слайд 6

Global Strategy
Globalization: the standardization of product design and advertising strategies around

the world (Theory : people everywhere want to buy the same products and live the same way. Ex: People everywhere want to drink Coca-Cola and wear Levi’s jeans).
Multi-domestic: the modification of product and promotion for each country (a multinational company is present in many countries, but it encourages marketing, advertising & product design to be modified and adapted to the specific needs of each country).
Transnational: seeks to achieve both global integration and national responsiveness (a true transnational strategy is difficult to achieve)

Слайд 7

Purpose of Strategy
The plan of action that prescribes resource allocation

& other activities that help the organization attain its goals
Strategies focus on:
Core competence (something the organization does especially well in comparison to its competitors)
Develop synergy (occurs when organizational parts interact to produce a joint effect that is greater than the sum of the parts acting alone. Can also be obtained by good relations between suppliers & customers & by strong alliances among companies)
Create value for customers (combination of benefits received and costs paid by the customer. Managers need to understand which parts of the company’s operation create value and which do not – a company can be profitable only when the value it creates is greater than the cost of resources)

Слайд 8

Three Levels of Strategy in Organizations

Слайд 9

The Strategic Management Process
Scan External Identify Strategic Environment Factors: - Opportunities (+) - Threats (-)

Implement Strategy via
Evaluate Current: Define New: Formulate Strategy: Changes in: - Mission - Mission - Corporate - Leadership - Goals - Goals - Business - Structure - Strategies - Functional - Human resources - Information, control systems
Scan Internal Identify Strategic Environment Factors: - Strengths (+)
- Weaknesses (-)

Слайд 10

Situation (SWOT) analysis
Strengths (int.env.) ----------------------------------------------------------------
+ ----------------------------------------------------------------
Weaknesses(int.env.) ----------------------------------------------------------------
- ----------------------------------------------------------------
Opportunities(ext.env.)--------------------------------------------------------------
+ ----------------------------------------------------------------
Threats (ext.env.) ----------------------------------------------------------------
-

----------------------------------------------------------------

Слайд 11

Checklist for Analyzing Organizational Strengths and Weaknesses
Sources: Based on Howard H.

Stevenson, “ Defining Corporate Strengths and Weaknesses,” Sloan Management Review 17 (spring 1976), 51-68; and M.L.Kastens, Long-Range Planning for Your Business (New York: American Management Association, 1976).

Management and Organization

Management quality

Degree of centralization

Organization charts

Planning, information, control systems

Finance

Profit margin

Debt-equity ratio

Inventory ratio

Return on investment

Credit rating

Marketing

Sales force turnover

Production

Plant location

Machinery obsolescence

Purchasing system

Quality control

Productivity/efficiency

Human Resources

Employee experience, education

Union status

Turnover, absenteeism

Work satisfaction

Grievances

Research and Development

Basic applied research

Laboratory capabilities

Research programs

New-product innovations

Technology innovations

Слайд 12

The Five Forces Affecting Industry Competition
Source: Based on Michael E. Porter, Competitive

Strategy: Techniques for Analyzing Industries and Competitors (New York: Free Press, 1980).

Potential New Entrants

Substitute Products from Other Industries

Suppliers

Buyers

The Firm’s Rivalry versus Industry Competitors

Threats of new entrants

Bargaining power of buyers

Bargaining power of suppliers

Threat of substitute products

The Vantive Company

Strategy Formulation &amp; Implementation

Содержание

Thinking StrategicallyTo help managers answer questions such as:Where is the organization

Strategic ManagementSet of decisions and actions used to implement strategiesQuestions to

Grand StrategyGeneral plan of action to achieve long-term objectives 1. Growth (diversification) 2.

Global Corporate StrategiesNeed for National ResponsivenessHighLowLowHighNeed for Global Integration

Global StrategyGlobalization: the standardization of product design and advertising strategies around

Purpose of Strategy The plan of action that prescribes resource allocation