Académique Documents
Professionnel Documents
Culture Documents
ANALYSIS
(7th edition, John Wiley & Sons Ltd., 2010)
Robert M. Grant
OUTLINE
The role of strategy in success A framework for strategy analysis The evolution of strategic management What is strategy? Strategy making: Design or process? The role of strategy
2
Components of Success
MADONNA GIAP & NORTH VIETNAMESE LANCE ARMSTRONG
GOALS
UNDER-STANDING Identified emerging trends Intimate knowledge of THE in popular culture. terrain Understanding ENVIRONMENT Understood key success U.S. political system. factors in showbiz
Diagnosis of the physical, psychological and strategic determinants of individual and team performance
RESOURCE APPRAISAL
Recognized limited raw talent. Exploited strengths in self-promotion, product development & relationship management
Recognized economic Systematic development and military of individual stamina and weaknesses and core team capabilities political strengths
IMPLEMENTATION
Clear delineation of individual roles. Alignment of incentives with team goals. Nurturing esprit de corp 3
Successful strategy
EFFECTIVE IMPLEMENTATION
Long-term, simple and agreed objectives Profound understanding of the competitive environment Objective appraisal of resources
The Basic Framework Strategy: the Link between the Firm and its Environment
THE FIRM
Goals & Values
Resources & Capabilities Structure & Systems
Customers
Suppliers
1. Changing concept of strategy 2. Changing processes of strategy formulation 1990s & early 2000s 3. New tools of strategy analysis Quest for Shareholder Value: Late 1970s & 1980s
What is Strategy?
Distinguishing strategy from tactics:
Strategy is the overall plan for deploying resources to establish a favorable position. Tactic is a scheme for a specific maneuver.
ATTRACTIVENESS
CORPORATE STRATEGY
COMPETITIVE ADVANTAGE
BUSINESS STRATEGY
8
Describing Strategy: Competing for the Present; Preparing for the Future.
STATIC Where are we competing? - Product market scope - Geographical scope - Vertical scope How are we competing? DYNAMIC What do we want to become? - Vision statement
Strategy as Process
Many decision makers responding to multitude of external and internal forces
EMERGENT STRATEGY
10
Strategy as Target
12