| p


 

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| major policies and plans for achieving these goals stated in such a way so as to define
| what business the company is in or is to be and the kind of company it is or is to beµ
| This definition refers to the business definition.
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| among the organizations, activities and product markets, that defines the essential
| nature of business that the organization was or planned to be in futureµ.
| The definition stressed on the commonality of approach that exists in diverse
| organizational activities.
| 
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| of rational planning. ««««.a pattern in a stream of decisions and actions.
| The definition makes a distinction between intended strategies and emergent
| strategies.
| 


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| guidance of organizational behavior.
| This definition has changed drastically what Ansoff had said earlier in 1965.
| ""' " 0 #'!& #'#
| integrated plan that relates the strategic advantage of the firm to the challenges of the
| environment and is designed to ensure that basic objectives of the enterprise are
| achieved through implementation processµ
peeping a track of strategies
| Ú1" !&
| Úorporate level strategy fundamentally is concerned with the selection of businesses in which
the company should compete and with the development and coordination of that portfolio of
businesses.
| Úorporate level strategy is concerned with:
| Reach - defining the issues that are corporate responsibilities; these might include identifying the
overall goals of the corporation, the types of businesses in which the corporation should be
involved, and the way in which businesses will be integrated and managed.
| Úompetitive Úontact - defining where in the corporation competition is to be localized. Take the
case of insurance: In the mid-1990's, Aetna as a corporation was clearly identified with its
commercial and property casualty insurance products. The conglomerate Textron was not. For
Textron, competition in the insurance markets took place specifically at the business unit level,
through its subsidiary, Paul Revere. (Textron divested itself of The Paul Revere Úorporation in
1997.)
| Managing Activities and Business Interrelationships - Úorporate strategy seeks to develop
synergies by sharing and coordinating staff and other resources across business units, investing
financial resources across business units, and using business units to complement other
corporate business activities. Igor Ansoff introduced the concept of synergy to corporate
strategy.
| Management Practices - Úorporations decide how business units are to be governed: through
direct corporate intervention (centralization) or through more or less autonomous government
(decentralization) that relies on persuasion and rewards.
| Úorporations are responsible for creating value through their businesses. They do so by
managing their portfolio of businesses, ensuring that the businesses are successful over the long-
term, developing business units, and sometimes ensuring that each business is compatible with
others in the portfolio.
| ?xpansion strategies
| Stability strategy
| Retrenchment strategy
| Úombination strategy
| Úoncentration strategies³ansoff mix
| Integration strategies ²backward/forward
| diversification
| + 21" !&
| A strategic business unit may be a division, product line, or
other profit center that can be planned independently from the
other business units of the firm.
| At the business unit level, the strategic issues are less about the
coordination of operating units and more about developing and
sustaining a competitive advantage for the goods and services
that are produced. At the business level, the strategy formulation
phase deals with:
| positioning the business against rivals
| anticipating changes in demand and technologies and adjusting
the strategy to accommodate them
| influencing the nature of competition through strategic actions
such as vertical integration and through political actions such as
lobbying.
| Michael Porter identified three generic strategies (cost leadership,
differentiation, and focus) that can be implemented at the business
unit level to create a competitive advantage and defend against
the adverse effects of the five forces.
| Industry structure
| Positioning of the firm
| Úompetitive advantage
| Difrentiation
| Market leader/follower/challenger/nicher
| Strategies based on ² plc of industry
| Area of operation
| Digitalisation
|  "1" !&
| The functional level of the organization is the level of the
operating divisions and departments. The strategic issues
at the functional level are related to business processes
and the value chain. Functional level strategies in
marketing, finance, operations, human resources, and
R&D involve the development and coordination of
resources through which business unit level strategies
can be executed efficiently and effectively.
| Functional units of an organization are involved in higher
level strategies by providing input into the business unit
level and corporate level strategy, such as providing
information on resources and capabilities on which the
higher level strategies can be based. Once the higher-
level strategy is developed, the functional units translate
it into discrete action-plans that each department or
division must accomplish for the strategy to succeed.
M?TAL BOX INDIA LTD
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R N D WAS NOT US?D

MANAG?M?NT RIGID DO?S NOT ADDAPTS TO Ú ANGING TIM?

ÚOSTING OF GOODS FOLLOW?D IN A TRADITIONAL FULL ÚOSTING

APPROÚ

PARTIALISM ?XIST?D IN MANAG?M?NT

?MPLOY? APPR?ÚIATION AND MOTIVATION WAS ABS?NT

ALLOÚATION OF TASp N R?SPONSIBILITY TO ?MPLOY? NOT ÚL?AR

LONG D?LIV?RY P?RIODS

J?ALOUSY N ID FAÚTOR ÚAM? B?TW??N OLD AND N?W

MANAG?M?NT
 DIAGNOSIS --?XT?RNAL
--?XT?RNAL
NO ?XP?RTIS? IN MARp?TING

N?V?R FAÚ? ÚOMP?TITION B?FOR?

FAILS IN Ú ALL?NGING T ? PRIÚ? OF ÚOMP?TITOR

Poor after sales sevices

Golden handshake
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The basic cylindrical design(s) could be formed
by slight modification of current technology.

Taratala plant can manafacture plastic container

with bit changes in tecnology

The printing department suggested a pilfeproof

design.
Some reserch for keeping quality intact required
Already we produce Non pilfer proof caps from tin
and later from a plastic material
l3 piece tin container, cost three times more
than the non pilfer proof container's

lSlow in implementing great idea

lReluctant to recognize great opportunity

lÚould not protect from competitor