s4 planificación estratégica
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8th edition
Steven P. RobbinsMary Coulter
PowerPoint Presentation by Charlie Cook
Copyright 2005 Prentice Hall, Inc.All rights reserved.
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Copyright 2005 Prentice Hall, Inc. All rights reserved. 82
L E A R N I N G O U T L I N EFollow this Learning Outline as you read and study this chapter.
The Importance of Strategic Management
Define strategic management.
Explain why strategic management is important.
Discuss what studies of the effectiveness of strategic
management have shown.
The Strategic Management Process
List six steps in the strategic management process.
Explain why its important to know an organizations
mission. Describe what managers do when they do external and
internal analyses.
Explain the role of resources, capabilities, and corecompetencies in the internal analysis.
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L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.
The Strategic Management Process (contd)
Define strengths, weaknesses, opportunities, and threats.
Discuss what happens during strategy formulation,implementation, and evaluation.
Types of Organizational Strategies Tell what strategies each level of management is typically
responsible for.
Describe the three major types of corporate strategies.
Explain the three growth strategies. Discuss when organizations might pursue a stability
strategy.
Describe two renewal strategies.
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L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.
Types of Organizational Strategies (contd)
Discuss the BCG matrix and how its used.
Define SBUs and business-level strategies.
Describe the role of competitive advantage in business-
level strategies. Explain Porters five forces model.
Describe three generic competitive strategies.
Tell what it means to be stuck in the middle.
Define functional-level strategies.
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L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.
Strategic Management in Todays Environment
(contd)
Discuss the implications of dynamic and uncertainenvironments on organizational strategy.
Explain the rule of three and its significance to strategicmanagement.
Describe strategies applying e-business techniques.
Explain what strategies organization might use to becomemore customer oriented.
Describe innovation strategies organizations might use.
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Copyright 2005 Prentice Hall, Inc. All rights reserved. 76
What Is Planning?
PlanningA primary functional managerial activity that involves:
Defining the organizations goals
Establishing an overall strategy for achieving those
goalsDeveloping a comprehensive set of plans to integrate
and coordinate organizational work.
Types of planning
Informal: not written down, short-term focus; specific toan organizational unit.
Formal: written, specific, and long-term focus, involvesshared goals for the organization.
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Why Do Managers Plan?
Purposes of PlanningProvides direction
Reduces uncertainty
Minimizes waste and redundancy
Sets the standards for controlling
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Planning and Performance
The Relationship Between Planning AndPerformance
Formal planning is associated with:
Higher profits and returns of assets.
Positive financial results.
The quality of planning and implementation affectsperformance more than the extent of planning.
The external environment can reduce the impact ofplanning on performance,
Formal planning must be used for several yearsbefore planning begins to affect performance.
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How Do Managers Plan?
Elements of PlanningGoals (also Objectives)
Desired outcomes for individuals, groups, or entireorganizations
Provide direction and evaluation performance criteria
Plans
Documents that outline how goals are to beaccomplished
Describe how resources are to be allocated andestablish activity schedules
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Types of Goals
Financial GoalsAre related to the expected internal financial
performance of the organization.
Strategic Goals
Are related to the performance of the firm relative tofactors in its external environment (e.g., competitors).
Stated Goals versus Real Goals
Broadly-worded official statements of the organization(intended for public consumption) that may beirrelevant to its real goals (what actually goes on inthe organization).
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Types of Plans
Strategic PlansApply to the entire organization.
Establish the organizations overall goals.
Seek to position the organization in terms of itsenvironment.
Cover extended periods of time.
Operational Plans
Specify the details of how the overall goals are to beachieved.
Cover short time period
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Types of Plans (contd)
Long-Term PlansPlans with time frames extending beyond three years
Short-Term Plans
Plans with time frames on one year or less Specific Plans
Plans that are clearly defined and leave no room forinterpretation
Directional PlansFlexible plans that set out general guidelines, provide
focus, yet allow discretion in implementation.
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Types of Plans (contd)
Single-Use PlanA one-time plan specifically designed to meet the
need of a unique situation.
Standing Plans
Ongoing plans that provide guidance for activitiesperformed repeatedly.
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Approaches to Establishing Goals
Traditional Goal SettingBroad goals are set at the top of the organization.
Goals are then broken into subgoals for eachorganizational level.
Assumes that top management knows best becausethey can see the big picture.
Goals are intended to direct, guide, and constrainfrom above.
Goals lose clarity and focus as lower-level managersattempt to interpret and define the goals for theirareas of responsibility.
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Approaches to Establishing Goals(contd)
Maintaining the Hierarchy of Goals
Means-Ends Chain
The integrated network of goals that results from a
establishing a clearly-defined hierarchy oforganizational goals.
Achievement of lower-level goals is the means by whichto reach higher-level goals (ends).
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Strategic Management
The set of managerial decisionsand actions that determines
the long-run performanceof an organization.
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Why Strategic Management Is Important
1. It results in higher organizationalperformance.
2. It requires that managers examine and
adapt to business environment changes.3. It coordinates diverse organizational units,
helping them focus on organizationalgoals.
4. It is very much involved in the managerialdecision-making process.
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Visin
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Parte 3:
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Parte 4:http://mx.youtube.com/watch?v=n73exjlgdb4
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http://www.usem.org.mx/ebiblioteca/index.php?mod=ebiblioteca&id=173http://www.usem.org.mx/ebiblioteca/index.php?mod=ebiblioteca&id=173http://mx.youtube.com/watch?v=Uv0ybqi-G_Yhttp://mx.youtube.com/watch?v=HHZf35vEVAshttp://mx.youtube.com/watch?v=N73eXJlgDB4http://mx.youtube.com/watch?v=N73eXJlgDB4http://mx.youtube.com/watch?v=HHZf35vEVAshttp://mx.youtube.com/watch?v=Uv0ybqi-G_Yhttp://mx.youtube.com/watch?v=Uv0ybqi-G_Yhttp://mx.youtube.com/watch?v=Uv0ybqi-G_Yhttp://www.usem.org.mx/ebiblioteca/index.php?mod=ebiblioteca&id=173http://www.usem.org.mx/ebiblioteca/index.php?mod=ebiblioteca&id=173http://www.usem.org.mx/ebiblioteca/index.php?mod=ebiblioteca&id=173 -
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Strategic Management Process
Step 1: Identifying the organizations currentmission, objectives, and strategies
Mission:the firms reason for being
The scope of its products and services
Goals: the foundation for further planning
Measurable performance targets
Step 2: Conducting an external analysis
The environmental scanning of specific and generalenvironments
Focuses on identifying opportunities and threats
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Strategic Management Process (contd)
Step 3: Conducting an internal analysisAssessing organizational resources, capabilities,
activities, and culture:
Strengths (core competencies) create value for the
customer and strengthen the competitive position of thefirm.
Weaknesses (things done poorly or not at all) can placethe firm at a competitive disadvantage.
Steps 2 and 3 combined are called a SWOT analysis.(Strengths, Weaknesses, Opportunities, and Threats)
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Misin y valores
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Anlisis FODA
http://www.youtube.com/watch?v=el7I3Np4-Ao&feature=related (8 min)
http://www.youtube.com/watch?v=csQuI0xzw34&feature=related (4 min)
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http://www.youtube.com/watch?v=_alt0jn2R38http://www.youtube.com/watch?v=el7I3Np4-Ao&feature=relatedhttp://www.youtube.com/watch?v=el7I3Np4-Ao&feature=relatedhttp://www.youtube.com/watch?v=csQuI0xzw34&feature=relatedhttp://www.youtube.com/watch?v=csQuI0xzw34&feature=relatedhttp://www.youtube.com/watch?v=csQuI0xzw34&feature=relatedhttp://www.youtube.com/watch?v=csQuI0xzw34&feature=relatedhttp://www.youtube.com/watch?v=el7I3Np4-Ao&feature=relatedhttp://www.youtube.com/watch?v=el7I3Np4-Ao&feature=relatedhttp://www.youtube.com/watch?v=el7I3Np4-Ao&feature=relatedhttp://www.youtube.com/watch?v=_alt0jn2R38http://www.youtube.com/watch?v=_alt0jn2R38 -
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Strategic Management Process (contd)
Step 4: Formulating strategiesDevelop and evaluate strategic alternatives
Select appropriate strategies for all levels in theorganization that provide relative advantage overcompetitors
Match organizational strengths to environmentalopportunities
Correct weaknesses and guard against threats
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Strategic Management Process (contd)
Step 5: Implementing strategies Implementation: effectively fitting organizational
structure and activities to the environment
The environment dictates the chosen strategy;
effective strategy implementation requires anorganizational structure matched to its requirements.
Step 6: Evaluating Results
How effective have strategies been?
What adjustments, if any, are necessary?
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Copyright 2005 Prentice Hall, Inc. All rights reserved. 824
Organizational Strategies
Corporate StrategiesTop managements overall plan for the entire
organization and its strategic business units
Types of Corporate Strategies
Growth: expansion into new products and markets
Stability: maintenance of the status quo
Renewal: redirection of the firm into new markets
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Corporate-Level Strategies
Growth StrategySeeking to increase the organizations business by
expansion into new products and markets.
Types of Growth Strategies
Concentration
Vertical integration
Horizontal integration
Diversification
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Growth Strategies
ConcentrationFocusing on a primary line of business and increasing
the number of products offered or markets served.
Vertical Integration
Backward vertical integration: attempting to gaincontrol of inputs (become a self-supplier).
Forward vertical integration: attempting to gain controlof output through control of the distribution channel
and/or provide customer service activities (eliminatingintermediaries).
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Growth Strategies (contd)
Horizontal IntegrationCombining operations with another competitor in the
same industry to increase competitive strengths andlower competition among industry rivals.
Related DiversificationExpanding by merging with or acquiring firms in
different, but related industries that are strategic fits.
Unrelated Diversification
Growing by merging with or acquiring firms inunrelated industries where higher financial returns arepossible.
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Growth Strategies (contd)
Stability StrategyA strategy that seeks to maintain the status quo to
deal with the uncertainty of a dynamic environment,when the industry is experiencing slow- or no-growth
conditions, or if the owners of the firm elect not togrow for personal reasons.
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Growth Strategies (contd)
Renewal StrategiesDeveloping strategies to counter organization
weaknesses that are leading to performance declines.
Retrenchment: focusing of eliminating non-critical
weaknesses and restoring strengths to overcomecurrent performance problems.
Turnaround: addressing critical long-term performanceproblems through the use of strong cost elimination
measures and large-scale organizational restructuringsolutions.
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Corporate Portfolio Analysis
BCG MatrixDeveloped by the Boston Consulting Group
Considers market share and industry growth rate
Classifies firms as:
Cash cows: low growth rate, high market share
Stars: high growth rate, high market share
Question marks: high growth rate, low market share
Dogs: low growth rate, low market share
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Matriz BCG
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Business-Level Strategy
Business-Level StrategyA strategy that seeks to determine how an
organization should compete in each of itsbusinesses (strategic business units).
Low-cost providerDifferentiation
Focus/Niche
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The Role of Competitive Advantage
Competitive AdvantageAn organizations distinctive competitive edge that is
sourced and sustained in its core competencies.
Quality as a Competitive Advantage
Differentiates the firm from its competitors.
Can create a sustainable competitive advantage.
Represents the companys focus on quality
management to achieve continuous improvement andmeet customers demand for quality.
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The Role of Competitive Advantage(contd)
Sustainable Competitive Advantage
Continuing over time to effectively exploit resourcesand develop core competencies that enable an
organization to keep its edge over its industrycompetitors.
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Five Competitive Forces
Threat of New EntrantsThe ease or difficulty with which new competitors can
enter an industry.
Threat of Substitutes
The extent to which switching costs and brand loyaltyaffect the likelihood of customers adopting substitutesproducts and services.
Bargaining Power of Buyers
The degree to which buyers have the market strengthto hold sway over and influence competitors in anindustry.
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Five Competitive Forces
Bargaining Power of SuppliersThe relative number of buyers to suppliers and
threats from substitutes and new entrants affect thebuyer-supplier relationship.
Current Rivalry Intensity among rivals increases when industry
growth rates slow, demand falls, and product pricesdescend.
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Five Competitive Forces
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Competitive Strategies
Cost Leadership StrategySeeking to attain the lowest total overall costs relative
to other industry competitors.
Differentiation StrategyAttempting to create a unique and distinctive product
or service for which customers will pay a premium.
Focus Strategy
Using a cost or differentiation advantage to exploit aparticular market segment rather a larger market.
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Strategic Management Today
The Rule of ThreeThe competitive forces in an industry, if unfettered,
will inevitably create a situation where threecompanies (full-line generalists) will dominate any
given market
Some firms in the same market become super nicheplayers and while others end up as stuck-in-the-ditchdwellers.
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Strategies for Applying e-BusinessTechniques
Cost Leadership
On-line activities: bidding, order processing, inventorycontrol, recruitment and hiring
Differentiation Internet-based knowledge systems, on-line ordering
and customer support
Focus
Chat rooms and discussion boards, targeted websites
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Customer Service Strategies
Giving the customers what they want. Communicating effectively with them.
Providing employees with customer service
training.
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Innovation Strategies
Possible EventsRadical breakthroughs in products.
Application of existing technology to new uses.
Strategic Decisions about Innovation
Basic research
Product development
Process innovation
First MoverAn organization that brings a product innovation to
market or use a new process innovations
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Plan estratgico Peugeot
http://www.psa-peugeot-citroen.com/es/psa_grupo/estrategia_b2.php
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