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Definitions
• Strategy:The basic, central direction of the firm.
• Strategic Management (traditional):The comprehensive alignment of a firm’s resources and capabilities with the external environment.
–Operational Effectiveness
Definitions• Strategic Management (modern):
The pursuit of differentiation through–Innovation–Revolution–Hypercompetition
The Strategic Management Process
• Environmental _______ and analysis
• Strategy _________
• Strategy _________
• Evaluation and ________
External Environment:The Macro-Environment
• Demographics
• ______
• Natural
• Political/Legal
• _________
• Global
• _______________
External Environment:The Industry Environment
• _______
• Suppliers
• _______
• Substitutes
• __________
Internal Environment
• Strengths/Weaknesses
• ________ Skills– Marketing, Production, etc.
• Resources– _________: Physical & Financial– _________: Human, Brands, Image,
Copyrights, Cultural
StakeholdersINTERNAL• Stockholders• Employees• Managers• Board Members
EXTERNAL• Customers• Suppliers• Rivals• Substitutes• Governments• Unions• Local Community• General Public
Levels of Strategy
Corporate
Business Business Business
Marketing Production Hum. Res. Accounting Logistics
Facets of Strategy
Strategy is a combination of what you
• ________(external environment)
• ________(internal)
• ________(managerial)
• ________(ethical, social responsibility)
The Strategy Model
________Strategy
_________Strategy
_________Strategy
UnrealizedStrategy
EmergentStrategy
The Strategic Management Process
Scanning Formulation Implement Evaluate& Control
Business Level Strategy
How a firm competes within an industry.
Modified Building Blocks ofCompetitive Advantage
_________ _______
Quality
Innovation/Creativity
EfficiencyCompetitive Advantage:
______________
Where to compete:– Product/Service
– __________
– __________
– Niches/Segments
• Develop _______ in current and future needs of the arena
• Develop ____________to meet needs– Product/Service development
– Marketing
– ________
Strategic Arena
Quality
Product/Service quality
• __________
• __________
• __________
• Design/Features
• Image
An achieved quality advantage often is leveraged through ______________.
Efficiency
Cost to _______• Materials (volume)• Production (scale)• __________• __________
Leveraging an efficiency advantage:• Lower ______ (higher market share)• Market ______ (higher profit margin)
Innovation/Creativity
Organization-wide _________ to innovation and creativity
• Create a new _______________• Create new/improved versions of existing
products• Find new _________ for existing product • Discover _______________ to perform
organizational processes
Innovation/CreativityInnovation approaches:• Prospector
– ______mover, cutting edge, looking for the big hit.
• Analyzer– _______mover, improves upon the efforts of
the prospectors.
• Defender– Not interested in new space. Creative in
protecting its current position.
Modified Building Blocks ofCompetitive Advantage
___________________
Quality EfficiencyCompetitive Advantage:
_____________
Innovation/Creativity
Which Blocks?
Historically, firms chose between Quality and Efficiency as their main source of advantage, then used _______________ accordingly.
Today firms are encouraged to strive for ___________ in all four areas to maintain ____________.
The 7-S Framework
Structure
Strategy
Systems
_____
_____
SharedValues
_____
The Value Chain
Company Infrastructure
Human Resources
Research & Development
SUPPORT ACTIVITIES
PRIMARY ACTIVITIES
MaterialsManagement
_________ Marketing& Sales
_______
Information Systems/technology
Learning Organizations
Skilled at ________, acquiring, and transferring ________
&
at modifying its behavior to reflect the new _________________.
The Culture of Learning
• Information gathering
• Problem solving (opportunity)
• Learn from experience
• _____________: New products/approaches
• Evaluate status quo: Products, methods and approaches
• ____________
• Free flow of _____________
Levers of Learning• Challenge the __________ to learn
• Invest in _________ and training
• Organize to _________ learning (structure)
• Reward _______: success and failure
• Set the ____ level
• Eliminate ____________ competition
• Ensure _________ reaches implementation
• Benchmark
Learning by Benchmarking
• Benchmark the __________at the activity of interest, not just within your industry.
• _____ the benchmark to your organization’s specific needs and abilities.
• Set __________ for your organization in attaining the benchmark.
HypercompetitionHighly _______ industry environment.
– Caused by existing firms or new entrants– ________ is a key block for success
Continual disruption of the status quo, usually for ________________.– Predict _____________ in customer needs– Develop ________ to meet those needs– Speed and _______– Shift the ______ of the game
Design Strategy (Creativity)
Going from Knowledge to _______. Key is to be able to continually do the following:
• Observe _________ using your products and/or related products
• Try out many ______ quickly by __________ (3D printing, models, videos, etc.) to speed product launch
• Place new products within an ___________ that connects with consumers
P&G and GE currently lead the way in this.
Business-level Strategy• Built on _____________ that support core
building blocks that give advantage• _____________________ cause a firm to
need multiple blocks to succeed• __________ in multiple blocks is difficult
and stretches resources and competencies• Learning helps a firm handle ___________• Design Strategy forces learning into the
___________ in the form of creativity
Reasons For Seeking an International Presence
Reasons For Seeking an International Presence
• Growth/seek new markets
• _________________
• Access local natural resources
• _________________
• Follow institutional customers
Three International Strategies
Three International Strategies
• Market
• Entry Mode
• Expansion/Location
Market StrategyDecision based on strategist’s view of
foreign markets compared to their home or existing markets.
• Markets are similar• Pure Global strategy (standardization)
• Markets differ• Multi-domestic strategy (adaptation)
Strategic Decisions of Market Strategy
Global Multi-D
________ Standard Adapted
Strategy (B-level) Standard Adapted
_____________ Central Local
Decision authority Central Local
_____________ Worldwide Local
Marketing & Dist. Coordinated Adapted
The TransnationalGlobalGlobal scale __________scale __________
National-levelNational-level________________________
Cross-market capacityCross-market capacityto leverage _________to leverage _________
BusinessBusinessManagersManagers
CountryCountryManagersManagers
FunctionalFunctionalManagersManagers
Entry ModesEntry Modes
• Wholly-owned subsidiaries
• Joint ________
• Strategic _________
• Licensing/__________
• Exporting
Wholly-owned Subsidiary
• Only one ________ owner (no partner)
• Full ______________ control
• Higher risk: All _______ are from one firm
• Established through ________ or internal development
Joint Venture
Equity __________: Two firms go together to form a third entity.
•Alternate forms: ______, partial acquisition.
•Majority/Minority owned
•Less ____ for each partner, resource commitments are ______.
•Less _______; joint decision making
Strategic Alliance
__________ partnership; Two firms share resources to take advantage of an __________.
•Usually _________
•Joint _____________
•Shared ________________
License/FranchiseLicense:• _________; providing
local firm with know-how, technology, etc.
• Local firm ________ your product; then either sells in local market or ____ to you.
Franchise:• ________; providing
local _____________ with materials, brand name, and process knowledge.
• Local firm sells your product/service in ___________.
• ______ Franchisee
Exporting
• Shipping product across national borders
• _________________: Shipping, tariffs, taxes, warehousing, etc.
• Variable ______________ and resource commitment
Expansion/Location Strategies
• Strategies for ultimately reaching a ___________________ in many countries:– Geographic Diversification—go to many
fast and then ________________ in each
– Geographic Concentration—go to one or a few and __________ before going to others
Diversification versus Concentration Strategies
ConcentrationDiversification
______ growth High Low
_____ stability High Low
Comp. ________ Long Short
________ effects Low High
Product _________ High Low
Constraints High Low
Combining the International Strategies
Combining the International Strategies
Expansion ------------ Market
Concentrate
Diversify
Pure Global
1) Export 2) WOS
1) WOS 2) Maj.
JV (with exporting)
Multi-Domestic
1) JV 2) License
1) License 2) Min JV
Definitions• Corporation
A firm that operates ___________ in more than one industry.
• Corporate-level StrategyThe rationale behind the mix of
___________ held by a corporation.
Corporate Growth Strategies
• Concentration
• Vertical __________
• ________ Diversification
• ________ Diversification
• ________ Diversification
ConcentrationSingle Business: Not diversified.• No ________ from core business.
• Vulnerable to ____________ (economic, competitive, etc.)
ConcentrationHorizontal Expansion: Firm expands into
___________ of its current industry.• Change in degree of _______, product
features, etc.
• Success in one segment does not _________ success in others.
• Hotels, __________, Beer, etc.
ConcentrationDominant Business: A single business
company pursues diversification for the first time.
• Management mindset favors core business.
• Maintain focus in core while expanding growth opportunities.
• Provides buffer against downturns in the core industry.
Vertical Integration
• ______ of one business is the _____ for another business.
• Backward vs. forward integration• Can you _______ all businesses as
well as the industry “specialists”?• Example: Petroleum companies
Wholesale/Logistics
Customer (Retail)
Assembly
Components
Materials
Raw Materials
Related Diversification
Businesses share at least one leveragable link in their core _________________.
• Synergy– Links _____________ one or more of the Building
Blocks of Competitive Advantage
• Marketing, Management, & Operating fit
• Beware of _______ Synergy
Unrelated Diversification
No exploitable links exist between businesses, or potential links are not exploited by choice.
• Spread risks & play business cycles
• Build a stable portfolio for investors
• Seemingly unlimited growth potential
• Management expertise is key
– Allocate resources for health of all businesses
– Know when to sell/buy for overall portfolio health
Hybrid Diversification
Related ____________ grouped into divisions, divisions are not related.
• ________ created within divisions
• ___________ across divisions
• Growth opportunities _________ over pure related diversification
Cooperative Strategies
• Mergers
• Acquisitions
• Alliances
Merger
Two firms permanently ______ to integrate their operations because they have resources and capabilities that together may create a ___________________________.
– Two companies become one.– Typically a ________________, and almost
always horizontal.
AcquisitionOne firm buys an __________ in another.
• Full acquisition – acquired firm becomes a ___________ business or is assimilated.
• Partial acquisition – • ______________– Acquisition for purpose of
working together toward a goal.
• _______________ acquisition - firms remain separate entities, might not work together.
• Friendly & unfriendly.
Alliance/Partnership
• Firms __________ combine resources, capabilities, etc. to pursue __________ mutual interests in developing, manufacturing, or distributing goods or services.
• Usually __________, but could be small equity stake or equity swap.
Reasons to Cooperate• Respond to __________________• Reduce __________
– Partnership between major rivals• Eagle Snacks
• Respond to ___________– Increase market power (size)
• Airlines, petroleum, pharmaceuticals
• Reduce ___________– Telecommunications (regulations)
Effective Partnerships• Deliberate and careful ____________
– Identify “good” partners
• ______________ assets/resources– Synergy, competitive advantage
• Continual emphasis on _________ and R&D investment– Focus is on ____________
Effective Partnerships
• Friendly joining– Less _________, cultural resistance
• Major firm has ____________– Keep debt low
• Ability to manage ________– Flexibility and adaptability skills needed
in both firms
Cooperative Pitfalls
• Misrepresented competencies &/or inadequate ______ evaluation.
• Integration difficulties– Corporate _______– Financial/control systems– Management ______– Status of acquired executives
Cooperative Pitfalls
• Large _____– Acquired/partner firm
– Acquiring/merging process
• Firm becomes ________
Causes of Corporate Decline
• Poor __________
• Overexpansion
• Poor financial controls
• High _____
• New _________
• Organizational ______
Corporate Decline Strategies• Turnaround
• restore ________________ business(es) to health
• Invest/Diversify• go into new, hopefully profitable areas
• Retrenchment• reducing the scope of ____________
• Restructuring• structural changes only
• Divestiture• selling or spinning off a ___________
Steps of Turnaround & Retrenchment
• Proper leadership mindset
• Reduce cash expenditures
• Redefine the strategic focus
• Sell unwanted assets
• Improve profitability of remaining units
• Strengthen competitive position
Proper Leadership Mindset
Must view the situation objectively• ________________ are not working• No ____________________ to old strategies,
businesses, brands, traditions, etc.
Must be able to _____________• Make tough cuts in assets, personnel, etc.• Represent a __________, hope to the company• Build ___________ for the new direction
Leadership Possibilities
• _______ Managers– Stigma of failure, can they gain buy-in?– Industry/company knowledge and experience
• _____ Managers– Fresh views and ________ strategic knowledge– Need to learn _____________ of firm– Likely to bring ___________
Reduce Cash Expenditures• “Stop the bleeding”• Identify sources of cash loss and
control immediately (happens prior to the creation of a clear strategic focus).
• Plant closings, reduce duplication, layoffs, etc.
• Temporary measuresShould be reversible later if strategy dictates.
Redefine Strategic Focus• Diagnosis: What went wrong?
– __________ treatment plan
• Prognosis: What should the new firm look like?– Identify ____________, markets, and/or regions. – Building Blocks of Advantage
• Avoid ________________ to business units, markets, etc.
Sell Unwanted Assets• Businesses and/or assets not fitting the
new focus • __________ businesses that do not fit
the focus will bring the best price• Liquidate (close down and write off)
anything _______________ that will not sell
• KEEP _______ ASSETS!
Improve Profitability• ________ in labor saving
equipment/processes
• Strategic layoffs of __________ white and blue collar workers• Done according to new strategic focus
• Assign _______ responsibility to appropriate levels
• _______ financial controls
• Cut back on _________ products
Strengthen Competitive Position
• Use _____ generated from previous two steps
• Acquire businesses and make alliances that fit the ___________________
• Acquisitions/alliances that offer ________ with remaining businesses
• ______ acquisitions/alliances will put you back where you started