Académique Documents
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Management
Prof. Shashank Divekar
Pune, India.
shashankd@yahoo.com
LEVELS OF STRATEGY
Corporate level strategy
It decides the business you should be in. Is concerned
with the overall purpose and scope of an organisation
and how value will be added to the different parts
(Business units) of an organisation.
Business Unit strategy
Also known as Competitive Strategy, it decides the tactics to
beat/ overcome the competition. Is about how to compete
successfully in particular markets. The concerns are about
competitors, opportunities and new products or services.
LEVELS OF
STRATEGY
Operational strategy
External
Audit
Vision &
Mission
Statements
LongTerm
Objectives
Generate,
Evaluate &
Select
Strategies
Implement
Strategies
Mgnt.
Issues
Implement
Strategies Functional
Measure &
Evaluate
Performance
Internal
Audit
Strategy Formulation
Strategy Implementation
Strategy
Evaluation
Strategy
Development
Strategy
Implementation
Mintzbetgs 5 Ps of Strategy
Henry Mintzberg has described Strategy in different viewpoints. He
argued that it is difficult to give a specific and concise definition of
Strategy, since the word is used in different ways, by different people
in different circumstances.
It is important to understand Strategy in the right context, for a
meaningful review and analysis of the same.
Strategy is defined as
1. Plan
2. Ploy
3. Pattern
4. Position
5. Perspective.
Mintzbetgs 5 Ps of Strategy
Strategy as a PLAN : This is the most commonly understood concept
of strategy. This is the default, automatic approach.
Mintzbetgs 5 Ps of Strategy
Strategy as a PLOY: According to Mintzberg, Strategy involves getting
better of the competitors, by plotting to disrupt, dissuade, discourage,
or otherwise influence them. In this sense, strategy is seen as a Ploy.
As a Ploy, strategy is a killer move, a technique for dealing with
impending troubles or problems.
Mintzbetgs 5 Ps of Strategy
Strategy as a POSITION: How you decide to position yourself in the
marketplace can also be a strategy in itself. In this way, strategy helps
you explore the fit between your organisation and your environment,
and it helps you develop a sustainable competitive advantage.
By this definition, strategy becomes a mediating forcce, a Match
according to Hofer and Schendel, between organisations and
environment.
Strategy as a PERPECTIVE : This is about the corporate philosophy,
priorities and values behind every decision.
Under this conceept, strategy is all about how the organisation
perceives the market, its own status and its own way of conducting
business. In this sense, strategy is to the organisation, what
personality is to an individual.
Environment is complex
Environment is Dynamic
Environment is multi-faceted
Far-reaching impact
Carries risks, uncertainties & opportunities
MACRO
ENVIRONMENT
GOVERNMENT
POLITICAL
CULTURAL
TECHNOLOGICAL
GLOBAL
Economy Growing
Opportunity
Threat
RESOURCES
Strategy needed
to direct
activities of its
people, finance,
factories etc.
Environment
Environment
Threat
Opportunity
Customers excited
about new products
& services
Suppliers becoming
more aggressive
Environment
Substitutes
Suppliers
Legislation &
Regulation
Technology
Firm
Rivals
Buyers
New Entrants
Population
Demographics
NATURE OF IMPACT
ECONOMIC
MARKET
GLOBAL
NATURE OF IMPACT
POLITICAL
REGULATORY
SOCIAL
Changing attitudes,
acceptance of new social
values and norms, new ideas
and liberal outlook.
NATURE OF IMPACT
TECHNOLOGY
Cheaper technology
development, skilled and
trained indigenous talent.
SUPPLIERS
Vision refers to the category of intentions that are broad, allinclusive and forward-thinking. It is the image that a business
must have of its goals before it sets out to reach them.
A vision statement is a broad declaration of overall intent to
eventually achieve a widely acknowledged state of existence an aspiration for the future.
Internal Analysis
Select strategy
Implement the operating plan
Review strategies
Strategy Choice
Michael Porters Five Generic Strategies
1. Cost Leadership Low cost
2. Cost Leadership Best Value
3. Differentiation
Unrelated
Diversification :
Defensive
Retrenchment : Regrouping through cost and asset reduction to
reverse declining sales/ profits
Divestiture :
Liquidation :
Strategy Alternatives
Stability
Expansion
Retrenchment
Intensification
Market
Penetration
Market
Development
Combination
Diversification
Product
Development
Forward
Vertically
Integrated
Concentric
Diversification
Backward
Conglomerate
Diversification
Strategy Implementation
Strategy Implementation concerns the managerial exercise of
putting a freshly chosen strategy into place.
Characteristics of Strategy Implementation :
Action Oriented
Comprehensive in scope
Requires varied skills
Wide-ranging involvement
Integrated Process
Managing strategy implementation and execution is an
operations-oriented activity aimed at shaping the performance
of core business activities in a strategy-supportive manner.
Strategy Implementation
Focuses on effectiveness
Focuses on efficiency
Primarily an intellectual
process
Primarily an operational
process
Requires coordination
among few individuals
Requires coordination
among many individuals
Strategy formulation concepts and tools do not differ greatly for small,
large, for-profit or non-profit organisations. However, strategy
implementation varies substantially among different types.
Contd..
Support
Activities
Procurement
Primary Activities
M
A
R
G
I
N
S
Distributor
Value Chain
Organisations
Value Chain
Customer
Value Chain
BCG Matrix
The BCG Growth-Share Matrix is a portfolio planning model was
developed by Bruce Henderson of Boston Consulting Grup in the
early 1970s. It displays the various business units on a graph of the
market growth rate vs. market share relative to competitors.
This helps the company allocate resources and is used as an
analytical tool in brand marketing, product management, strategic
management, and portfolio analysis. It facilitates a comparison of
many business units at a glance.
The BCG Matrix uses two dimensions : Market Share and Market
Growth. The position of a business unit on the growth-share matrix
provides an indication of the cash generation and its cash
consumption.
BCG Matrix
Placing products or businesses in the BCG Matrix results in 4
categories in a portfolio of a company :
DOGS ( Low Growth, Low Market Share)
These neither generate nor consume large amounts of cash in
the business. However, these are cash traps because money is
tied up in a business that has little potential. They depress an
otherwise profitable companys return on assets ratio.
BCG Matrix
STARS (High Growth, High Market Share)
They consume large amounts of cash and are market leaders in a
high-growth market. Stars generate cash but on the other hand,
in order to maintain its market leadership, they also require large
infusion or investment.
Cash Cows (Low Growth, High Market Share)
Business unit that has a large market share in a mature, slow
growing industry. Cash cows require little investment and
generate cash that can be used to invest in other business units.
They are to be "milked" continuously with as little investment as
possible, since such investment would be wasted in an industry
with low growth.
Business Strengths :
Industry Attractiveness :
Growth
High
Industry
Attractiveness Medium
Low
Try Harder
Cash
Generation
High
Proceed
with care
Phased
Withdrawal
Medium
Enterprise Strength
Improve
or Quit
Phased
Withdrawal
Withdrawal
Low
Growth
High
Industry
Attractiveness Medium
Low
Try Harder
Cash
Generation
High
Proceed
with care
Phased
Withdrawal
Medium
Enterprise Strength
Improve
or Quit
Phased
Withdrawal
Withdrawal
Low
Hard Elements
Soft Elements
Strategy
Shares Values
Structure
Skills
Systems
Style
Staff
Style This spans the core beliefs, norms and management style in
the organization.
Staff It refers to the number and type of employees in the
organization. It is very important for an organization to manage its
human capital to create competitive advantage.
1+1=3
Strategic Leverage
The ability to influence a system, or an environment, in a way
that multiplies the outcome of one's efforts without a
corresponding increase in the consumption of resources.
Strategic leverage is defined as a company's maneuver (its ability
to change its competitive position in a market) multiplied by its
return (changes in revenue, market share, or both that result
from any maneuver).
Leverage refers to Doing more, using lesser resources.
Leverage strategies usually rely on the use of outside business
partners to help you market your firm. Marketing partners can
have huge multiplying effects on your marketing efforts.
Strategy Evaluation
Strategic evaluation and control is the process of determining
the effectiveness of a given strategy in achieving the
organizational objectives and taking corrective actions
whenever required.
Managers can assess the appropriateness of the current
strategy in todays dynamic world with socio-economic,
political and technological innovations. Strategic Evaluation is
the final phase of strategic management.
The significance of strategy evaluation lies in its capacity to coordinate the task performed by managers, groups,
departments etc, through control of performance.
Strategy Evaluation
The process of Strategy Evaluation consists
of the following steps :
1. Fixing benchmarks of performance
2. Measurement of actual performance
3. Analysing variance
4. Corrective action
Operations Control :
It is aimed at allocation and use of organizational resources
through evaluation of performance of organizational units,
divisions, SBU`s to assess their contribution in achieving
organizational objectives.
Operational control systems are designed to ensure that dayto-day actions are consistent with established plans and
objectives. It focuses on events in a recent period. Operational
control systems are derived from the requirements of the
management control system.
Corrective action is taken where performance does not meet
standards. This action may involve training, motivation,
leadership, discipline, or termination.
Financial
Customer
Internal Processes
Learning & Growth.
b.
c.
d.
e.
f.
g.
c. Employee Turnover
d. Job Satisfaction & Motivation
e. Innovation
Improved
Organisational
Performance
New administrative
problems
New Organisational
Structure
Organisational
performance declines
Thank You..
Prof. Shashank Divekar
Pune, India
Email : shashankd@yahoo.com