Principles of Management. Mason Carpenter, Talya Bauer, and Berrin Erdogan

Transcription

1 Principles of Management Mason Carpenter, Talya Bauer, and Berrin Erdogan

2 Chapter 5 Strategizing See how strategy fits in the P-O-L-C framework Better understand where strategy comes from Understand the concept of strategic focus Conduct internal analysis to develop strategy Conduct external analysis to develop strategy Formulating organizational and personal strategy with the strategy diamond 2010 Jupiterimages Corporation

3 Understand How Strategy Fits in the P-O-L-C Framework

4 Where Strategy Fits in Planning The strategy is how the firm aims to realize its mission and vision Mission & Vision Strategy Goals & Objectives Goals and objectives are the indicators of how well the strategy is succeeding

5 Strategic Management Process The process by which a firm manages the formulation and implementation of its strategy The coordinated means by which an organization achieves its goals and objectives

6 Strategizing in P-O-L-C Planning Organizing Leading Controlling 1. Vision & Mission 1. Organization Design 1. Leadership 1. Systems/Processes 2. Strategizing 3. Goals & Objectives 2. Culture 3. Social Networks 2. Decision Making 3. Communications 2. Strategic Human Resources 4. Groups/Teams Strategy Formulation 5. Motivation Strategy Implementation

7 Corporate & Business Strategy Strategizing Corporate Strategy Business Strategy What business or business should we be in? How does being in one business help us compete in our other businesses? How should we compete?

8 Diversification Synergy Corporate Strategy

9 SWOT Analysis An of the company's workings and an examination of external and (1) what can we do? (3) what might we do? (2) what do we want to do? (4) what do others expect us to do?

10 SWOT Analysis Strengths Threats SWOT Weaknesses Opportunities

11 Effective strategies Sustainable competitive advantage take advantage of strengths minimize the disadvantages posed by any weaknesses An organization s strengths cannot be easily duplicated or imitated by other firms

12 Strengths and Opportunities (SO) How can you use your strengths to take advantage of the opportunities? Strengths and Threats (ST) How can you take advantage of your strengths to avoid real and potential threats? Weaknesses and Opportunities (WO) How can you use your opportunities to overcome the weaknesses you are experiencing? Weaknesses and Threats (WT) How can you minimize your weaknesses and avoid threats?

13 Internal Analysis Tools External Analysis Tools Value chain VRIO PESTEL Industry analysis

14 Discussion What is the difference between strategy formulation and strategy implementation? What is the difference between business strategy and corporate strategy? What are some of the forms of diversification and what do they mean? What do you learn from a SWOT analysis? In SWOT analysis, what are some of the tools you might use to understand the internal environment (identify strengths and weaknesses)? In SWOT analysis, what are some of the tools you might use to understand the external environment (identify opportunities and threats)?

15 Strategy provides managers with an organizational compass and a roadmap for the future 2010 Jupiterimages Corporation

16 Various Factors can undermine a strategy the plan is poorly constructed competitors undermine the advantages envisioned by the plan the plan was good, but poorly executed

17 Intended, Deliberate, Realized, and Emergent Strategies

18 Mintzberg s Conclusion The realized strategy is a consequence of deliberate and emerging factors

19 Discussion What is an intended strategy? What is a realized strategy? Why is it important to understand the difference between intended and realized strategies? Why is there not a perfect match-up between realized and intended strategies? What might interfere with the realization of an intended strategy? How might you manage the balance between design and emergence strategizing processes in an organization?

20 What is Strategic Focus? Strategic focus is seen when an organization is very about its mission and vision, and has a, wellarticulated for achieving them strategy as strategy as

21 Porter s Generic Strategies

22 Differentiation or Price Leadership Strategy? Southwest Airlines has combined cost cutting measures with differentiation, proving that it is possible to succeed using combination strategies 2010 Jupiterimages Corporation

23 What are Value Disciplines? Operational excellence Product leadership Customer intimacy Only One Discipline

24 Discussion What is strategic focus and why is it important? What are Porter s three generic strategies? Can a firm simultaneously pursue a low-cost and a differentiation strategy? What are the three value disciplines? What four rules underlie the three value disciplines? How do Porter s generic strategies differ from other approaches?

25 DEVELOPING STRATEGY THROUGH INTERNAL ANALYSIS analysis tells the strategist what is the organization An internal analysis helps answer the question, what can we?

26 Measuring Value with Core Competencies Product s performance characteristics Value Attributes for which customers are willing to pay

27 The Value Chain

28 Building Blocks (VRIO) of Building and Maintaining Competitive Advantage Value Rarity Inimitability Organization

29 Discussion What is the objective of internal analysis? What is the difference between a resource and a capability? What is the difference between a tangible and an intangible resource or capability? What is a core competency? What framework helps you identify those resources, capabilities, or core competencies that provide competitive advantage? Why might competitive advantage for a firm be fleeting?

30 DEVELOPING STRATEGY THROUGH EXTERNAL ANALYSIS An external analysis tells the strategist what is outside the organization. Begin with the general environment Continue toward the focal industry

31 2010 Jupiterimages Corporation An external analysis helps answer the question, what opportunities can we exploit?

32 Six General Environment Segments PESTLE Analysis legal political environmental economic technical social

33 AN ORGANIZATION S MICRO-ENVIRONMENT Industry A group of firms producing products that are close substitutes Upstream Markets industries that provide the raw material or inputs for the focal industry Downstream Markets industries (sometimes consumer segments) that consume the industry outputs

34 Porter s Five Forces New Entrants Suppliers Rivalry Buyers Substitutes

35 Porter s Attractiveness and Profitability Analysis Likely to Profit Is the industry to enter? Is there limited? Are buyers relatively? Are suppliers relatively weak? Are there substitutes? Challenges to Profit Is the industry to enter? Is there a of rivalry between firms within the industry? Are buyers? Are suppliers strong? Is it easy to to alternatives?

36 Discussion What are the six dimensions of the environment that are of broad concern when you conduct a PESTLE analysis? Which of the PESTLE dimensions do you believe to be most important, and why? What are the key dimensions of a firm s micro-environment? What is the difference between a monopoly and an oligopoly? What are the five forces referred to in the Porter framework? Is there a dimension of industry structure that Porter s model appears to omit?

37 ORGANIZATIONAL AND PERSONAL STRATEGY WITH THE STRATEGY DIAMOND Arenas Differentiators Economic Logic

38 The Strategy Diamond

39 Planning and Your Personal Growth and Development Strategy What type of work do I want to do? What leisure activities do I like? Where do I want to live? What capabilities (differentiators) do I need to participate in these arenas? What organizations value these capabilities (differentiators)? Personal Mission & Vision Personal Strategy for Growth & Development Personal Goals & Objectives What capabilities (differentiators) do I want to have and excel in?

40 Discussion What are the five facets of the Hambrick & Fredrickson strategy diamond? What is the relationship between arenas and differentiators if the strategy yields a positive economic logic? If a firm is performing poorly financially, what might this say about the differentiators, arenas, or both? Why is it important to consider vehicles as part of an organization s strategy? What is the difference between staging and pacing in terms of the strategy diamond? What are some ways that you might apply staging and pacing to an organization s strategy?