mgmt 478 strategic planning and strategy formulation fall 2005
TRANSCRIPT
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Mgmt 478Mgmt 478
Strategic Planning and Strategy Formulation
Fall 2005Fall 2005
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Strategic PlanningFirst step to develop strategic thinking
Allows organizations to understand its own direction and purpose and main variables that influence strategy
It provides a framework to formulate and control strategies
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The BIG picture
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Strategic Planning Process
Mission Objectives Environmental Analysis Internal Analysis Strategy Formulation Control
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ObjectivesObjectives
External AnalysisExternal Analysis
Need to be clear, specific, and measurable
Long and short-term
Mission and VisionMission and Vision
Provide direction to the business and includes values, culture, and relation to stakeholders
Determine impact of external variables on firms’ strategy and performance
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Strategy FormulationStrategy Formulation
ControlControl
Series of fits’ determination that include SWOT analysis to formulate strategies
Prevents, compares, and corrects strategic performance according to objectives established
Internal AnalysisInternal AnalysisIdentifies strengths and weaknesses todetermine how they can lead to sustainablecompetitive advantage
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The StrategicThe StrategicManagementManagement
ProcessProcess
The StrategicThe StrategicManagementManagement
ProcessProcessChapter 3Chapter 3InternalInternal
EnvironmentEnvironment
Chapter 2Chapter 2ExternalExternal
EnvironmentEnvironmentStrategic IntentStrategic Intent
Strategic MissionStrategic Mission
Strategy FormulationStrategy Formulation Strategy ImplementationStrategy Implementation
Chapter 4Chapter 4Business-LevelBusiness-Level
StrategyStrategy
Chapter 5Chapter 5CompetitiveCompetitiveDynamicsDynamics
Chapter 6Chapter 6Corporate-LevelCorporate-Level
StrategyStrategy
Chapter 8Chapter 8InternationalInternational
StrategyStrategy
Chapter 9Chapter 9CooperativeCooperative
StrategiesStrategies
Chapter 7Chapter 7Acquisitions &Acquisitions &RestructuringRestructuring
Chapter 10Chapter 10CorporateCorporate
GovernanceGovernance
Chapter 11Chapter 11StructureStructure& Control& Control
Chapter 12Chapter 12StrategicStrategic
LeadershipLeadership
Chapter 13Chapter 13Entrepreneurship & InnovationEntrepreneurship & Innovation
Str
ateg
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puts
Feedback
Str
ateg
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utc
omes
Str
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trat
egic
Act
ion
sA
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StrategicStrategicCompetitivenessCompetitivenessAbove AverageAbove Average
ReturnsReturns
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FeedbackVision
Mission
Objectives
SWOTAnalysis
Control
Strategic Planning Process
External Environment
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Mission and VisionMission and VisionInspiring statement designed to motivate firm’s stakeholders to agree with top management objectivesIndicates direction and purpose of firm, its main business, unique culture, and relation to employees, stakeholders, and community
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Sounds FamiliarSounds Familiar ?VISIONThe Iowa State University College of Business aims to become a nationally significant professional school with a nationally prominent faculty providing unique disciplinary and interdisciplinary focuses reflecting the science and technology strengths of Iowa State University, and to be recognized among the top ten Colleges of Business in land-grant universities in the United States
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COB’s MissionCOB’s Mission
To prepare tomorrow's business leaders through educational experiences that link theory with practice and reflect the multi-disciplinary demands of a business world that is increasingly global, technologically-oriented, and diverse. These challenging educational experiences result from the discovery activities by the College’s faculty, a challenging learning environment, state-of-the-art technology, and faculty, staff, and students engaged on campus and with the business community .
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ISU - Strategic plan
Vision:
Create, share, and apply knowledge to make Iowa and world a better place
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Microsoft mission
To enable people and businesses throughout the world to realize their full potential The tenets central to accomplishing our mission stem from our core company values: Broad Customer Connection, A Global, Inclusive Approach, Excellence, Trustworthy Computing, Great People with Great Values, Enabling People to Do New Things
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Starbucks mission
Establish Starbucks as the premier purveyor of the finest coffee in the world while maintaining our uncompromising principles while we grow.
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15Starbucks mission
The following six guiding principles will help us measure the appropriateness of our decisions: Provide a great work environment and treat each other with respect and dignity. Embrace diversity as an essential component in the way we do business. Apply the highest standards of excellence to the purchasing, roasting and fresh delivery of our coffee. Develop enthusiastically satisfied customers all of the time. Contribute positively to our communities and our environment. Recognize that profitability is essential to our future success
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Environmental mission statement
Starbucks is committed to a role of environmental leadership in all facets of our business We fulfill this mission by a commitment to: Understanding of environmental issues and sharing information with our partners. Developing innovative and flexible solutions to bring about change. Striving to buy, sell and use environmentally friendly products. Recognizing that fiscal responsibility is essential to our environmental future. Instilling environmental responsibility as a corporate value. Measuring and monitoring our progress for each project. Encouraging all partners to share in our mission.
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Mission
Objectives
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Mission
Objectives
Vision
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ObjectivesObjectivesNeed to be clear, specific, and measurable
“To be the best in the market”
To increase market share by 5% in the following 2 years
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Environmental AnalysisEnvironmental AnalysisDetermines impact of direct and indirect external variables that impact the institution (Threats & Opportunities)
Direct Variables: Customers, Financial Institutions, Personnel Offer, Competition
Indirect Variables: Economic, Political, Demographic, International
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Internal AnalysisInternal AnalysisDetermines firm’ s Strengths and Weaknesses and their impact on strategy
It includes analysis of resources, competencies, and competitive advantages
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Strategy FormulationStrategy FormulationGeneric Strategies
CostDifferentiationFocus
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External and Internal Analysis
-5 + 5
Variable
Variable
Variable
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SWOT Analysis
Opportunities
StrengthsWeaknesses
Threats Strategy
Strategy
Strategy
Strategy
Strategy
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EvaluationEvaluation
Strategic Measures
Market ShareSalesProductivityQualityTurnoverInnovation !!!
Accounting Measures
Stock priceROAROEROIROSFree cash flow
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Problems with Strategic Planning
Calendar driven Early consensus on right answerAdjust data to fit “right answer” Over commitment of resourcesAnalysis: preferred choice-confirming analysis
Strategic choicesArray of viable alternativesVerification assumptions Prioritize projects allocate resourcesFrom multiple options to analysis to choice
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Problems with Strategic Planning
See future as linear extrapolation Lack of focus to develop alternativesFocus on planning versus implementationAbandonment
Incomplete/erroneous strategy implementation
Analyze trends, contingenciesRealistic assessment of resources, simplicityProblem-solving tracking systemsMeeting structures for frequent reviewContinuous communication and reinforcement
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Problems with Strategic Planning
Lack of motivation to implementMisalignment personal & organizational goalsMisalignment competencies & strategyUnique focus on strategy, overlooking fitInertia
Paralysis because outcome is a plan
Alignment personal and organizational goals Tie incentives to performance Invest in employee learning & development Fit strategy-structure-processes-culture A priori establishment of accountabilities Produce a direction and an agenda
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Strategic Planning Strategic Planning can also be applied can also be applied
to individualsto individuals
Personal Example
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My MissionMy Mission
I want to be happy, wealthy, and successful in every endeavor I undertake in my whole life
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Developing a Personal MissionValues
Love, Equity, Kaizen
CultureRespect, Solidarity, Enjoyment
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Defining values
To pay Graduate School for my twoChildren “anywhere”To have $ 1 M for retirement
Stable and joyful familyPublications in Top JournalsBe in top 10 percent among College teachers
Wealthy Successful
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External Analysis+ 5- 5
US Competition
Complexity
Standards
Internationalization
Latin America
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Internal Analysis
Ideas Review Data Analysis Writing Submit
cc cc
Core Competencies
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Using Functional Analysis
Operations Marketing Finance Personnel
Defects rate
Complains
Market share
Image
ROA
Stock Price
Turnover
Training
Physical Professional Financial Spiritual
Workout
Dietary
Position/Degree
Promotion
Salary
Savings
Religion
Meditation
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Internal Analysis- 5 + 5
Idea generation
Literature Review
Working habits
Writing
Analysis
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SWOT Analysis
Weaknesses
Writing / Analysis
Strengths
Generation Ideas
Threats
US Competition/ Complexity
Opportunities
Internationalization
Learn to writeJoint Ventures
Outsource DataCollectionCopy Editor
Research & Teachin Latin America
Apply new ideasin Latin America
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Mgmt 478Mgmt 478
Strategic Management and Strategic
Competitiveness
Chapter IChapter I
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The Challenge
Firms achieve strategic competitiveness when they develop and learn how to implement a value-creating strategy
Firms satisfy all of its stakeholders obtaining returns in excess of what investors expect to earn from other investments with similar levels of risk
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21st Century Landscape
Free movement of factors in one huge, single marketSpread of economic innovationsResult is increased competition
Shorter product cycles because of increasing rates of technological changes and diffusionDifferent forms of competition because of changes in ITKnowledge prevails
Globalization
Technology
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Knowledge
A firm’s survival depends on the ability to capture intelligence, transform it into usable knowledge, and diffuse it rapidly throughout the company
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Alternative Models of Superior ReturnsAlternative Models of Superior Returns
Resource-BasedResource-BasedModelModel
Industrial Organization Industrial Organization ModelModel
The External EnvironmentThe External Environment
An Attractive IndustryAn Attractive Industry
Strategy FormulationStrategy Formulation
Assets and SkillsAssets and Skills
Strategy ImplementationStrategy Implementation
Superior ReturnsSuperior Returns
ResourcesResources
CapabilityCapability
Competitive AdvantageCompetitive Advantage
An Attractive IndustryAn Attractive Industry
Strategy ImplementationStrategy Implementation
Superior ReturnsSuperior Returns
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I/O Model of Superior ReturnsI/O Model of Superior Returns
The Industrial Organization model suggests that above-average returns for any firm are largely determined by characteristics outside the firm.
This model largely focuses on industry structure or attractiveness of the external environment rather than internal characteristics of the firm.
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I/O Model of Above-Average ReturnsI/O Model of Above-Average Returns
Environment determines strategies
Firms control similar resources
Resources are mobile across firms
Rational managers
Five forces Model
Underlying Assumptions
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Alternative Models of Superior ReturnsAlternative Models of Superior Returns
Actions requiredActions requiredIndustrial Organization Industrial Organization ModelModel
The External EnvironmentThe External Environment
An Attractive IndustryAn Attractive Industry
Strategy FormulationStrategy Formulation
Assets and SkillsAssets and Skills
Strategy ImplementationStrategy Implementation
Superior ReturnsSuperior Returns
AnalysisAnalysis
Profitable industryProfitable industry
Fit industry-strategyFit industry-strategy
Develop or acquireDevelop or acquire
Use firm’s strengthsUse firm’s strengths
Maintain strategyMaintain strategy
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The Resource-Based model suggests that above-average returns for any firm are largely determined by characteristics inside the firm.
The Resource-Based model suggests that above-average returns for any firm are largely determined by characteristics inside the firm.
This model focuses on developing or obtaining valuable resources and capabilities which are difficult or impossible for rivals to imitate.
This model focuses on developing or obtaining valuable resources and capabilities which are difficult or impossible for rivals to imitate.
Resource-Based Model of Superior Resource-Based Model of Superior ReturnsReturns
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Resource-based modelInternal environment more influentialFirms acquire different resources and unique capabilitiesResources not highly mobileCombination / integration resources form Competitive AdvantagesResources integratively perform tasks to develop capabilities
Underlying Assumptions
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Alternative Models of Superior ReturnsAlternative Models of Superior Returns
Resource-BasedResource-BasedModelModel
Actions requiredActions required
Relative to rivalsRelative to rivals
That outperformThat outperform
How to createHow to create
Locate industryLocate industry
Exploits resourcesExploits resources
Maintain strategyMaintain strategy
ResourcesResources
CapabilitiesCapabilities
Competitive AdvantageCompetitive Advantage
An Attractive IndustryAn Attractive Industry
Strategy ImplementationStrategy Implementation
Superior ReturnsSuperior Returns
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Competitive Advantage
Resources and capabilities have the potential to be the basis for competitive advantage when they are valuable, rare, costly to imitate, and nonsubstitutable. When these criteria are met, resources and capabilities become core competencies
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Strategic Intent
Strategic intent suggests how resources, capabilities, and core competencies will be leveraged to achieve desired outcomes in the competitive environment.
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Strategic Mission
Strategic mission specifies the product markets and customers a firm intends to serve through the leveraging of its resources, capabilities, and competencies
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Stakeholders
Strategists need to find ways to insulate the organizations from the demands of stakeholders controlling critical resources
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Stakeholders:Stakeholders: Groups who are affected by a Groups who are affected by a firm’s performance and who firm’s performance and who have claims on its wealthhave claims on its wealth
The firm must maintain The firm must maintain performance at an adequate level in performance at an adequate level in order to maintain the participation order to maintain the participation of key stakeholdersof key stakeholders
OrganizationalOrganizationalOrganizationalOrganizational
EmployeesEmployeesManagersManagersNon-ManagersNon-Managers
EmployeesEmployeesManagersManagersNon-ManagersNon-Managers
FirmFirmFirmFirm
Capital MarketCapital MarketCapital MarketCapital Market
Stock market/InvestorsStock market/InvestorsStock market/InvestorsStock market/InvestorsDebt suppliers/BanksDebt suppliers/BanksDebt suppliers/BanksDebt suppliers/Banks
Product MarketProduct MarketProduct MarketProduct Market
Primary Customers Primary Customers SuppliersSuppliersPrimary Customers Primary Customers SuppliersSuppliers
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Stakeholder InvolvementStakeholder InvolvementEach of the key stakeholders Each of the key stakeholders wants a piece of the same piewants a piece of the same pie
1111 How do youHow do you divide divide the piethe pie in order to in order to keep all of the keep all of the stakeholders stakeholders involved?involved?
How do youHow do you divide divide the piethe pie in order to in order to keep all of the keep all of the stakeholders stakeholders involved?involved?
2222
How do youHow do you increase increase the sizethe size of the pie so of the pie so that there is more to that there is more to go aroundgo around??
How do youHow do you increase increase the sizethe size of the pie so of the pie so that there is more to that there is more to go aroundgo around??
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Organizational Strategists
Final responsibility for design and execution of strategic management process, ( from a single strategist in a small company to a cadre of top managers in large corporations). Top managers make decisions about resources, prices, information flow, strategies, scope of operations, and must frequently choose among similarly attractive alternatives
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56Evolution of Strategic Management
70”s 80’s 90’s 2000’s
Origins
Planning
SWOT
BCG
Objectives
Name changes
External
International
IO
Internal
RBV
CC
SCA’s
Strg Mgmt Industry Firm
Technology
Innovation
Globalization
Flexibility
knowledge