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What is a business?
What is the objective of business?
Strategic position v/s operational effectiveness Cost/Differentiation/Both Economies of scale Barriers to market entry Product differentiation
Average Returns
Returns equal to those an investor expects to earn from other investments with a similar amount of risk.
Above-average Returns
Returns in excess of what an investor expects to earn from other investments with a similar amount of risk.
Do you believe
All industries influenced by the environment - Key dimensions, how is it evolving, opportunities, threats
What is dynamic??
New Government policies (Excise, Tax-holidays, SEZs, Environment) Economic growth, liberalisation, entrepreneurship & competition Technologies (product as well as the way the product is delivered internet, store-formats) New growth industries (Services, Telecom, Education, Agri processing, Bio-tech etc. Competition Product profiles across price and value segments People skills, migration New management tools (JIT, Six sigma, Zero defect)
Do you believe
All industries influenced by the environment - Key dimensions, how is it evolving, opportunities, threats Every firm has a competitive strategyimplicit or explicit
Issues in Strategy
1.Product /Process ? 2.Strategy development 3.Strategy Implementation
Definition of Strategy
An integrated and coordinated set of commitments and actions designed to exploit core competencies and gain a competitive advantage.
What is strategy
Strategy Development - developing a set of answers to five interlinked questions 1. What are our broad aspirations for our organization & the concrete goals against which we can measure our progress? 2. Across the potential field available to us, where will we choose to play and not play? 3. In our chosen place to play, how will we choose to win against the competitors there? 4. What capabilities are necessary to build and maintain to win in our chosen manner? 5. What management systems are necessary to operate to build and maintain the key capabilities?
The trick is to have five answers that are consistent with one another and actually reinforce one another.
Classical approach
Ends (Goals/Objectives/Mission etc.) Means (Policies/tactics etc.) The wheel of competitive strategy the importance of the hub(goals) and the spokes (policies), need of the spokes to be connected to each other
Policies need to be broken down into operational goals
Classical approach
4 key factors in Context
Internal factors
Company strengths and weaknesses (assets and relative skills, financials, technical competence, brand image etc.) Personal values of the Key Implementors
External factors
Industry Opportunities & Threats (Economical as well as Technical) Broader Societal Expectations (Govt Policy, social concerns, evolving mores etc.)
Tata Steel
The Environment
Industry analysis (key factors of success) Competitor analysis (present & future, possible future moves) Societal analysis (Policy changes etc.) Strengths and Weaknesses (relative to present and future competitors
core ideology remains relatively constant- are independent of industry structure and the product life cycle
Mission (statement)
Expression of the business vision Communicates the firm's core ideology and visionary goals phrasing may change with the times, but the underlying ideology remains constant
Tactics involves the detail, the procedure, and the order of how to achieve the desired results particular to the strategy Paradigm: the whole conceptual framework embracing our most deeply held, unconscious assumptions and values. It encompasses the things we take for granted in any situation. It therefore determines our expectations, frames the questions we ask, and structures the way we do things
paradigm becomes so embedded that new ideas that do not fit the paradigm, are not welcome, and are treated as anomalies only when anomalies mount up to cause major disruption, that changes occur and a paradigm shift take place
Valuable
Rare
Core Competencies
Nonsubstitutable
Costly to Imitate