example lecture plan

Strategic PlanningAn introduction to classic concepts

Aims of today

•The what

•The how

•The where

•Case study

What does strategy mean to

you?

Text book definition of strategy

• Where is the business trying to get to in the long-term?

• Which markets should a business compete in and what kind of activities are involved in such markets?

• What resources are required in order to be able to compete?

• What external, environmental factors affect the businesses’ ability to compete?

• What are the values and expectations of the stakeholders of the business?

Source: Johnson and Scholes - Exploring Corporate Strategy

Get it right...

Get it wrong...

$135 in 12 months

$200M in six years

1999 2009

So how do you go about creating a successful

strategy?

Popular strategy tools

•SWOT

•PEST

•Porter’s Five Forces

•Mintzberg’s 5 Ps

SWOT

OpportunitiesOpportunities

StrengthsStrengths

ThreatsThreats

WeaknessesWeaknesses

PEST

PP

EE

SS

TT

Political factors

Environmental factors

Socialcultural factors

Technological factors

Porter’s Five Forces

Mintzberg’s Five Ps for strategy

• Plan - an intended course of action

• Ploy - manoeuvre to outwit a competitor

• Pattern - consistency in behaviour over time

• Position - particular products for particular markets

• Perspective - an organisation’s fundamental way of doing things, e.g. the McDonald’s way

Where to start

Starting blocks

•Have goals - short and long term

•Select the right tools for the job

•Decide an initial time frame

•Be flexible

•Always have an end game

Case Study: Motorola

• Motorola was the #1 mobile manufacturer in the world for years

• Much of this success was down to it being first to market

• It lost market share when it failed to keep up with consumer needs

• Flawed strategy which relied too heavily on single hero products

• Poor plan of succession

• Will Motorola repeat the same mistake with Android?