MIB

The Strategic
and Operational
Planning Process
Planning Dimensions
• Planning
– Determining what you want to accomplish and
developing approaches to achieving your
objectives.
• Planning Dimensions:
Exhibit 5–1
Copyright © 2006 Thomson Business and Economics. All rights reserved. 5–6
Strategic and Operational Planning
• Strategic Planning
– The process of developing a mission and long-
range objectives and determining in advance
how they will be accomplished.
• Operational Planning
– The process of setting short-range objectives
and determining in advance how they will be
accomplished.
• Strategy
– A plan for pursuing the mission and achieving
objectives.
The Strategic Planning Process
Exhibit 5–2
Strategic Planning Tools
www.free-management-ebooks.com 5–9
Strategic Planning
• Corporate-Level Strategy
– The plan for managing multiple lines of
businesses
• Business-Level Strategy
– The plan for managing one line of business
• Functional-Level Strategy
– The plan for managing one area of the business
Strategic and Operational Levels
Exhibit 5–3
Industry and Competitive Situation Analysis
• Situation Analysis
– Focuses on those features in a company’s
environment that most directly affect its options
and opportunities.
• Five Competitive Forces (Porter)
– Rivalry among competing sellers in the industry
– Threat of substitute products and services
– Potential new entrants
– Power of suppliers
– Power of buyers
Starbucks’s Five-Force
Competitive Analysis
Exhibit 5–4
PESTLE Analysis
Parts of a Company Situation Analysis
1. Assessment of the present strategy based

on performance.
2. Strengths, Weaknesses, Opportunities,

and Threats (SWOT) analysis.
3. Assessment of competitive strength and

identification of competitive advantage.
4. Conclusions concerning competitive

position.
5. Determination of the strategic issues and

problems that need to be addressed
through the strategic planning process.
Exhibit 5–5
SWOT Analysis for
Starbucks Coffee
Exhibit 5–6
ANSOFF Matrix
Competitive Strength Assessment for Starbucks Coffee
Exhibit 5–7
Competitive Advantage
• Core Competency
– A functional capability (strength) that the firm
does well and one that creates a competitive
advantage for the firm.
• Benchmarking
– The process of comparing an organization’s
products or services and processes with those
of other companies.
• Scanning the Environment
– Searching the external environment for
opportunities and threats.
Setting Objectives
• Objectives
– State what is to be accomplished in singular,
specific, and measurable terms with a target
date.
• Goals
– Are general targets to be accomplished that are
translated into actionable objectives.
Writing Effective Objectives
• Max E. Douglas’s model for writing effective

objectives:
– (1) the word to, followed by
– (2) an action verb,
– (3) a statement of the single, specific, and
measurable result to be achieved, and
– (4) a target date.
• To achieve a 6% overall return on fourth quarter
sales.
Criteria That Objectives Should Meet
Exhibit 5–8
Management by Objectives (MBO)
• Management by Objectives
Step 1. Set individual objectives and plans.
Step 2. Give feedback and evaluate performance.
Step 3. Reward according to performance.
• Sources of MBO Failures
– Lack of top management commitment and
follow-through on MBO.
– Employees’ negative beliefs about
management’s sincerity in its efforts to include
them in the decision-making process.
Corporate-Level Strategy
• Grand Strategies • Growth Strategies

– Growth – Concentration
– Stability – Backward and
forward integration
– Turnaround and
retrenchment – Related and
unrelated
– Combination
diversification
Corporate Grand and Growth Strategies
Exhibit 5–9
Portfolio Analysis: BCG Matrix
Exhibit 5–10
The Entrepreneurial
Strategy Matrix
Adapted with permission from Business Horizons 40

(May–June), 73–77. Sonfield, M. C., and Lussier, R.
N. (1997). “The Entrepreneurial Strategy Matrix. A
Model for New and Ongoing Ventures.” ©1997 by
Indiana University Kelley School of Business.
Exhibit 5–11
Business-Level Strategies
• Adaptive Strategies
– Prospecting
• Aggressively offering new products and/or entering
new markets.
– Defending
• Staying with the present product line and markets,
and maintaining or increasing customers.
– Analyzing
• A midrange approach between prospecting and
defending, moving cautiously into new markets.
Business-Level Adaptive Strategies
Exhibit 5–12
Competitive Strategies
• Differentiation
– Competing on the basis of features that
distinguish one firm’s products or services from
those of another.
• Cost Leadership
– The firm with the lowest total overall costs has a
competitive advantage in price-sensitive
markets.
• Focus
– Concentrating competitive efforts on a
particular market segment, product line, or
buyer group.
Competitive Strategy
Competitive Strategy
Competitive Strategy (Combination)
Strategies for Starbucks over the Product Life Cycle
Exhibit 5–13
Functional-Level (Operational) Strategies
• Marketing
– Responsible for determining which products to provide,
how they will be packaged, how they will be advertised,
where they will be sold and how they will get there, and
how much they will be sold for.
• Operations
– Responsible for systems processes that convert inputs
into outputs.
• Human Resources
– Responsible for working with all the other functional
departments in the areas of recruiting, selecting, training,
evaluating, and compensating employees.
Functional-Level (Operational) Strategies (cont’d)
• Finance
– Responsible for financing the business
activities by raising money through the sale of
stock or bonds or through loans, deciding on
the debt-to-equity ratio, paying off the debt and
dividends to shareholders, keeping records of
transactions, developing budgets, and reporting
financial results.
• Other Functional-Level Strategies
– Research and development (R&D) is important
to remaining competitive.
Tugas 2 : Strategic Planning
• Cari profil, visi dan misi perusahaan

• Lakukan analisis SWOT dan 5 tekanan Porter
• Lakukan analisis portofolio bisnis/produk
• Rumuskan strategi korporat berdasarkan analisis
SWOT, Porter, & strategi bisnis berdasarkan
analisis portofolio

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The Strategic

1. Assessment of the present strategy based

2. Strengths, Weaknesses, Opportunities,

3. Assessment of competitive strength and

4. Conclusions concerning competitive

5. Determination of the strategic issues and

• Max E. Douglas’s model for writing effective

• Grand Strategies • Growth Strategies

Adapted with permission from Business Horizons 40

• Cari profil, visi dan misi perusahaan

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