Strategic Management Framework
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Transcript Strategic Management Framework
TOWARDS A FRAMEWORK FOR
STRATEGIC ANALYSIS
Objectives:
To assess perspectives of strategy
To outline the importance of strategy
To define the concept of strategy
To understand the strategic management process
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STRATEGIC MANAGEMENT: RELEVANCE
INDUSTRY, BUSINESS AND ECONOMIC CYCLES ARE HIGHLY
VOLATILE, UNSTABLE, DYNAMIC AND TURBULENT
THERE HAS BEEN A PARADIGM SIFT FROM
PROGECTIONISM → LIBERALIZED REGIME
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STRATEGIC MANAGEMENT: RELEVANCE
▪ LIBERALISATION/ GLOBALIZATION: CRITICAL COMPONENTS
Delicensing And Deregulation
Liberalization Of Trade
Reduction In Direct And Indirect Tariffs
PSU Disinvestment And Privatization
Inflow of FDI/ FII Investments
THE CONSEQUENCES
Integration of World Markets
Free Movement Of Capital, Labour, Goods And Services
Promotion of Trade and Investments and reduced Entry And
Trade barriers
Vulnerable To Social, Political, and Economic Shocks
Aggravate Competition
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STRATEGIC MANAGEMENT: RELEVANCE
■
STRATEGIES TO BE “CUSTOMER CENTRIC”
■
OPPORTUNITIES TO BE “DISCOVERED AND
EXPLOITED” DESPTE IMMENSE AN DFIERCE
COMPETITION.
■
“POTENTIALLY DANGEROUS” TO FULFILL ALL
ASPECTS OF CUSTOMER NEEDS AND EXPECTATIONS
■
STRATEGIES → “CREATE AND ADD VALUE”
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STRATEGIC MANAGEMENT: RELEVANCE
PRE LIBERALIZATION
SCENARIO
POST LIBERALIZATION
SCENARIO
Protected Market
High Restrictions
High Tariffs/ Regulation
Competition Limited
Liberalized Market
Reduced restrictions
Reduced Tariffs
Low Entry Barriers
Severe Competition
3 Things to Remember:
1. Strategies to Survive
2. Strategies to Grow and Excel
3. Strategies to Sustain
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STRATEGIC MANAGEMENT: USEFUL APPROACHES
Morrison and Lee (1989)
Strategy formulation involves knowing:
The competitive environment
How to allocate resources
How to structure organizations
How to implement plans
Being able to react to events
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STRATEGIC MANAGEMENT: USEFUL APPROACHES
Johnson and Scholes (1999)
Strategy is the direction and scope of an organization over
the long term which achieves advantage for the
organization through its configuration of resources within
a changing environment to meet the needs of markets and
to fulfill stakeholder expectations.
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STRATEGIC MANAGEMENT: USEFUL APPROACHES
Thinking strategically – the three big strategic questions
1. Where are we now?
2. Where do we want to go?
3. How will we get there?
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STRATEGIC MANAGEMENT: USEFUL APPROACHES
1. Where are we now?
Involves thinking strategically about the company’s external
market environment and its internal situation & capabilities
2. Where do we want to go?
Involves thinking strategically about what top management
wants the company to be like in 5-10 years (levels of
performance, financial and strategic outcomes)
3. How will we get there?
Involves thinking about what strategy the company should
pursue to perform successfully and get from where it is to
where it wants to go
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MINTZBERG VIEW: THE CRITICAL 5 Ps
1.
PLAN → A consciously intended course of action, a guideline, or set
of guidelines to deal with a situation
2.
PATTERN → A stream of actions, a consistency of behaviour
3.
PLOY → SPECIFIC MOVES TO OUTWIT AND OUTSMART
RIVALS AND COMPETITORS
4.
POSITION → In a market or competitive environment (niche), a
sort of eco-system where some browse off one segment, and others
browse off another
5.
PERSPECTIVE → Reflects a firm’s ingrained way of seeing the
world, as in corporate culture, dominant ideology, individual’s
personality
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STRATEGIC MANAGEMENT: USEFUL APPROACHES
Why corporate strategy is important
Corporate strategy involves the entire organization
Corporate strategy is likely to concern itself with the survival of the
business as a minimum objective and the creation of value added as a
maximum objectives
Corporate strategy covers the range and depth of the organization's
activities
Corporate strategy directs the changing and evolving relationship of the
organization with its environment
Corporate strategy is central to the development of sustainable
competitive advantage
Corporate strategy is crucial to adding value
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STRATEGIC MANAGEMENT: USEFUL APPROACHES
Levels of strategy (1)
Corporate Level strategic decisions are concerned with:
Overall purpose and scope
Adding value to shareholder investment portfolio issues
Resource allocation between SBUs
Structure and control of SBUs
Corporate financial strategy
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STRATEGIC MANAGEMENT: USEFUL APPROACHES
Levels of strategy (2)
Business Unit strategy is concerned with:
Competitive strategy
Developing market opportunities
Developing new products/ services
Resource allocation within the SBU
Structure and control of the SBU
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STRATEGIC MANAGEMENT: USEFUL APPROACHES
Levels of strategy (3)
Operational Strategies are concerned with:
The integration of resources, processes, people and skills
Implementation of strategy
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The Various Levels of Strategic Management Process
Corporate Level Strategy
Top Management Decision by Corporate
Board Members/ conglomerates/ groups
• Mergers/ Acquisitions
SBU Level Strategy
• Expansion & Diversification
• Product Portfolio Mize
• Divestiture
• Alliances & Partnerships
• Collaborative Strategies
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The Various Levels of Strategic Management Process
Decision of Business Heads/ Unit Managers
Comprising the following
SBU Level Strategy
• Increase in MKT Share (%)
• Change in Product Portfolio
• Improve Financial Performance
• Positioning Strategy
All Business functions to BE Interrelated
Functional Level Strategy
• HR Strategy
• Marketing Strategy
• IT & communication
• Financial Strategy
Operational Level Strategy
Supervision and Control of
• Business functions
• Business Processes
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STRATEGIC MANAGEMENT: PROCESS
ETOP
LINK WITH
OBJECTIVES.
GOALS/ PURPOSE
INTERNAL
RESOURCES/
CAPABILITY
STRATEGY
ACTION PLANS
ORGANIZATIONS TO POSSSESS DUAL CAPABILITY
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STRATEGIC MANAGEMENT: PROCESS
ORGANIZATIONS TO POSSSESS DUAL CAPABILITY
1. Build and sustain competitive advantage
2. Earn above average profits
MISSION
VISION
OBJECTIVES
CSO (Common Shared
Objectives)
STRATEGIC INTENT
FORMULATION OF
ACTION PLANS
IMPLEMENTATION OF
ACTION PLANS
AUDIT REVIEW
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THE STRATEGIC MANAGEMENT PROCESS
A → ANALYSIS
D → DESIGN
I → IMPLEMENTATION
A → AUDIT
Suitable Framework for
formulation
implementation and
control on strategy
A → ANALYSIS
Analyze and Define External Conditions
The PEST ENVIRONMENTAL SCAN
COMPETITOR ANALYSIS
Identifying Competitive Conditions
Assessing Degree and Structure of Conditions and Competition
PORTERS FIVE FORCES MODEL → INDUSTRY COMPETITIVENESS
VALUE CHAIN ANALYSIS
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THE STRATEGIC MANAGEMENT PROCESS
INTERNAL SCANNING
Allocation of Resources
Capability and Competency Mapping
Strategic Group Mapping/ GIA
Performance Bench Marking
SWOT Analysis
CSFs
Core Vs Distinctive Competency
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THE STRATEGIC MANAGEMENT PROCESS
D DESIGN/ FORMATION OF STRATEGY
Design Strategic Action Plans based on external environmental
conditions and internal resource mapping
PORTER’S → Generic Strategies
Integrated Strategic Approach
Hyper competition in Fast Cycle Sectors
Early Mover Advantage Sustain Ability
Traditional Grand Strategies
Expansion
Market Diversity
Diversification
Product Diversity
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THE STRATEGIC MANAGEMENT PROCESS
BCG Growth Share Matrix and ILC Model
Strategic Options Under Various Industry Settings
International Level Strategy
Turn Around Strategy
Consolidation and Restructuring Options
Mergers/ Acquisition Synergies and Value Addition
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THE STRATEGIC MANAGEMENT PROCESS
I → IMPLEMENTATION/ EXECUTION
Corporate Governance and Ethics
Strategic Leadership
Change Management
Organization Structure and controls
HRM Initiatives
Revamp of Process, Systems, Resources and Facilitating
Strategic Change (Critical 7 S’s MODEL)
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THE STRATEGIC MANAGEMENT PROCESS
A → AUDIT
Performance Measurement and Audit
Periodic Monitoring and Evaluation
Classify Yardsticks and Measure for Corporate Success
Identify Critical Gaps/ Issues
Introduce Course Corrective Actions
Continuous Cyclical Process
The Balanced Scorecard Model
NGOs/ VOs →
Corporate Social Responsibility
Evaluation → Schemes/ Programs
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