Organizational Renewal Strategies
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Transcript Organizational Renewal Strategies
Chapter 7
Corporate Strategies
Melissa Dunlop
Jose Medina
Mona Shafer
Alma Pena
Raul Guerrero
Laura Randall
Explain What Corporate
Strategy is
A strategy with choices of what business(es) to be
in and what to do with those businesses.
The corporate strategy for
Under Armour is Integration
Position
Single- and Multiple-Business
Organization
Single-business organization is primary in one
industry.
Ex. Under Armour
Multiple-business organization is in more than
one industry
Why is the distinction important?
Because it influences an organization’s overall
strategic direction, what corporate strategy is
used, and how that strategy is implemented
and managed
Corporate, Competitive, and
Functional Strategy
Is important to whether the organization does
what its in business to do and whether it
achieves its strategic goals
Without resources, capabilities, and
competences being developed and used in the
competitive and functional strategy; the
corporate strategy can’t be implemented
The competitive and functional strategies that
are implemented must support the overall
strategic direction and corporate strategy
What Are the Corporate Strategic
Directions
1. Moving an Organization forward
Means an organization’s strategic manager’s hope
to expand the organization's activities or
operations- that is to grow. Growth
2. Keeping an Organization as is
Means it’s not growing, but also isn’t falling behind.
Stability strategy
3. Revering an Organization’s decline
Describes situations in which an organization has
problems and may be seeing declines in one or
more performance areas. Renewal
Organizational Growth
Strategies
Types of Growth Strategies
Concentration::focuses on main line of business and
tries to meet its goals by growth in its core business
Adding products or opening new locations; Under Armour
choosing to start selling footwear
Product-market exploitation::increase the sales in current
products in its current market; creating incentives for customers
Product development::producing new products for a
company’s current market by adding new features or options
to the product
Market development::selling current product in a new market
possibly in different geographic regions; Under Armour making
deal with Tottenham FC in EPL
Advantage of concentration growth is that a company can
become very good at it
Types of Growth Strategies
International::looking at global markets for new opportunities
Vertical Integration: growth through control of a company’s
inputs(backward) or outputs(forward)
Backward VI::a company becomes its own supplier of the resources that it
needs
Forward VI::company becomes its own distributer ; Wal-mart with Great value
or outlet stores such as Apple
Horizontal Integration::the combining of operations with its
competitors
Able to expand market share and strengthen market position
For horizontal integration to work it has to be found legal by the FTC in that it
will not decrease overall competition and not make the consumer worst off
Diversification::movement into a different industry
Related::movement into a different industry but similar to the company’s
current business, trying to find a strategic fit
Unrelated::moving a completely different industry that has nothing to do with
the company’s current strategy or resources; done when there is a lack of
growth in an industry
Implementing The Growth
Strategies
Mergers-Acquisitions
Internal Development
Strategic Partnering
Mergers-Acquisitions
Merger
A legal transaction in which two or more
organizations combine operations through an
exchange of stock and create a third entity
Between organizations of similar size are usually
friendly
Acquisition
Outright purchase of an organization by another
Between organizations of different sizes and can
be friendly or hostile
Mergers- Acquisitions
Used when:
Maturity stage of industry life cycle
High barriers to entry
New industry not closely related to existing
one
Unwilling to accept time frame and
development costs of starting new
business
Unwilling to accept risks of starting new
business
Internal Development
Grows by creating and developing new
business activities itself
Have the necessary resources, distinctive
capabilities, and core competencies
Under Armour
Internal Development
Used when:
Embryonic or growth stage of industry life
cycle
Low barriers to entry
New industry closely related to existing one
Willing to accept time frame and
development costs of starting new business
Willing to accept risk of starting new business
Strategic Partnering
Two or more organizations establish a
legitimate relationship by combining their
resources, distinctive capabilities, and core
competencies for some business purpose
Examples
Organization-suppliers/distributors
Organization-competitor
Organization-related industry organization
Strategic Partnering
Joint Venture
Two or more separate organizations form
a separate independent organization for
strategic purposes
Both own equal shares
Used when partners do not want to or
cannot legally join together permanently
Ex: Clorox Company and Procter &
Gamble
Strategic Partnering
Long-Term Contract
Legal contract between organizations
covering a specific business purpose
Used between organizations and suppliers
Both partners understand the importance
of developing resources, capabilities, and
core competencies for a competitive
advantage
Under Armour and Dick’s Sporting Goods
Strategic Partnering
Strategic Alliance
Two or more organizations share resources,
capabilities, or competencies to pursue some
business purpose
No separate entity formed
Used to:
Encourage product innovation
Bring stability to cyclical businesses
Expand product line offerings
Cement relationships with suppliers, distributors,
or competitors
Ex: PepsiCo and Lipton
Organizational Stability Strategy
Organizational Stability
An organization might want to stay as it is
although there are times when its
resources, distinctive capabilities, and
core competencies are stretched to their
limits
Growing might risk the organization’s
competitive advantage.
Stability Strategy: is one in which an
organization maintains its current size and
current activities.
When is Stability an Appropriate
Strategic Choice?
When an industry is in a period of rapid upheaval with several key industry
and general external forces drastically changing.
If an industry is facing slow or no growth opportunities.
Keep organizations working at current levels before any strategic
movements into new industries.
If an organization has been growing rapidly and needs some “down” time
in order to build up its resources and capabilities again.
i.e. Staples Inc.
Large Firms in an industry that is in the maturity stage of the industry life
cycle.
Small business owners may follow a stability strategy indefinitely.
Feel their business is successful
Accomplished personal goal
Under Armour is growing at a fast rate but is not looking to stability yet.
Implementing Stability Strategy
Involves no growing but also not allowing
the organization to decline
No new products
No new programs
No adding production capacity
Gives an opportunity for the organization
to “take a breather” and prepare itself
for pursuing growth.
Stability As a Short-Run Strategy
If an organization become too
complacent it is susceptible to losing its
competitive position.
If significant organizational weaknesses
exist or performance is declining, then it
may be necessary to look at a different
strategy such as organizational renewal.
Organizational Renewal
Strategies
Renewal Strategies- Used when an
organization’s situation is declining and
strategic managers want to reverse the
decline and put the organization back on a
more appropriate path to achieving its goals
Two Kinds
Retrenchment
Turnaround
What Leads to Performance
Declines?
Strategic decisions taken by managers may
create conditions that may keep the
organization from developing or exploiting a
sustainable competitive advantage
Primary cause of performance decline is Poor
Management
If strategic managers are inept, incompetent, or
incapable of strategically managing all aspects
of the organization, then organizational
performance is likely to suffer
What Leads to Performance
Declines?
Inadequate
Financial
Controls
Overexpansion
or Too Rapid
Growth
Slow or No Response
to Significant External
or Internal Changes
Poor
Management
Uncontrollable
Costs or Too
High Costs
New
Competitors
Unpredicted Shifts
in Consumer
Chapter 3 in Strategic
Demand
Management and MKT 3350Porter’s Five Forces Model
What Leads to Performance
Declines?
Signs of Declining Performance
Excess Number of Personnel
Unnecessary and cumbersome administrative
procedures
Fear of conflict or taking risks
Tolerating work incompetence at any level or in
any area of the organization
Lack of clear visions, mission, or goals
Ineffective or poor communication within various
units and between various units
Renewal Strategies
Retrenchment Strategy- is a short-run strategy
designed to address organizational weaknesses
that are leading to performance declines
Doesn’t necessarily have negative financial
returns
Instead, organization hasn’t been able to meet
its strategic goals
Turnaround Strategy- is a renewal strategy that’s
designed for situations in which the organization’s
performance problems are more serious
Examples: Sears, Delta Airlines, Kmart, Chrysler,
General Motors, Ford Motor, Motorola, Mitsubishi,
Intuit, Apple, and others
Implementing Renewal Strategies
COST CUTTING
Cost cutting alone has little to do with developing a sustainable
competitive advantage.
Instead, the need to cut costs is approached as a way to bring
the organization’s performance results back in line with
expectations.
How to cut costs?
Redundancies
Inefficiencies
Waste in work activities
Ex. UPS-Light bulbs
ACCT 5305- “Chainsaw” Al Dunlop
Implementing Renewal
Strategies
RESTRUCTURING
Divestment-
selling a business to another organization
where it will continue as an ongoing business
Sell to investors, companies, or anyone
Under Armour and new cotton products
Spin-off- setting up a business as a separate,
independent business by distributing its shares of stock
Liquidation- shutting down a business completely
Business will no longer continue as business
Often strategic action of last resort
Implementing Renewal Strategies
Downsizing- individuals are laid off from their jobs
Dangerous
Can increase shareholder wealth when done for
strategic purposes
Bankruptcy- is the failure of a business in which it’s
dissolved or reorganized under the protection of
bankruptcy legislation
Reorganize-Chapter 11 bankruptcy
Liquidate their assets-Chapter 7 bankruptcy
Companies can use a combination of any of these
strategic actions. What is important though, is that the
organization’s competitive advantages are enhanced
and strengthen by these actions
How is Corporate Strategy
Evaluated?
Evaluation is a crucial part of the strategic
management process
Corporate Goals
Efficiency, Effectiveness, and Production
Benchmarking
Portfolio Analysis
Corporate Goals
Goals become the standard the standards
against which actual performance is
measured
Goals are
Quantitative
Qualitative
Efficiency, Effectiveness, and
Productivity Measures
Overall output of goods and services/by the
inputs used in generating the output
Represent corporation's ability to use limited
resources strategically in achieving high
levels of corporate performance
Benchmarking
Search for best practices inside or outside
the organization
The Benchmark is the Standard
Portfolio Analysis
Two-dimensional matrices that summarize
internal and external factors through various
business units
BCG Matrix
McKinsey-GE Stoplight Matrix
Product Market Evolution Matrix
Four Takeaways
Corporate strategy is a strategy that’s concerned with the
choices of what business(es) to be in and what to do with
those businesses.
A growth strategy is one that expands the products
offered or markets served by an organization or expands its
activities or operations either through current business(es)
or through new business(es).
A stability strategy is one in which an organization
maintains its current size and activities.
Renewal Strategies are used when an organization’s
situation is declining and strategic managers want to
reverse the decline and put the organization back on a
better path to achieving its goals.
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