Chapter 8 STRATEGIC MANAGEMENT © Prentice Hall, 2002 8-1

Learning Objectives You should learn to: Explain the importance of strategic management Describe the steps in the strategic management process Explain SWOT analysis Differentiate corporate-, business-, and functional-level strategies Explain what competitive advantage is and why it’s important to organizations © Prentice Hall, 2002 8-2

Learning Objectives (cont.) You should learn to: Describe the five competitive forces Identify the various competitive strategies © Prentice Hall, 2002 8-3

The Importance Of Strategic Management What Is Strategic Management? A set of managerial decisions and actions that determines the long-run performance of an organization Purposes of Strategic Management involved in many decisions that managers make companies with formal strategic management systems have higher financial returns than companies with no such system important in profit and not-for-profit organizations © Prentice Hall, 2002 8-4

The Strategic Management Process © Prentice Hall, 2002 8-5

The Strategic Management Process 1. Identifying the Organization’s Current Mission, Objectives, and Strategies mission - statement of the purpose of an organization important in profit and not-for-profit organizations important to identify the goals currently in place and the strategies currently being pursued © Prentice Hall, 2002 8-6

Components of a Mission Statement © Prentice Hall, 2002 8-7

The Strategic Management Process (cont.) 2. Analyzing the Environment successful strategies are aligned with the environment examine both the specific and general environments to determine what trends and changes are occurring 3. Identifying Opportunities and Threats opportunities - positive trends in the external environmental threats - negative trends in the external environment © Prentice Hall, 2002 8-8

The Strategic Management Process (cont.) 4. Analyzing the Organization’s Resources and Capabilities examine the inside of the organization available resources and capabilities always constrain the organization in some way core competence - a unique and exceptional capability or resource the organization’s major value-creating, competitive weapon © Prentice Hall, 2002 8-9

The Strategic Management Process (cont.) 5. Identifying Strengths and Weaknesses strengths - activities the organization does well or any unique resource weaknesses - activities the organization does not do well or resources it needs but does not possess organization’s culture has its strengths and weaknesses strong culture - new employees easily identify the organization’s core competencies may serve as a barrier to accepting change influence managers’ preferences for certain strategies SWOT analysis - analysis of the organization’s strengths, weaknesses, opportunities, and threats © Prentice Hall, 2002 8-10

Identifying the Organization’s Opportunities Resources/Abilities Organization’s Opportunities Opportunities in the Environment © Prentice Hall, 2002 8-11

The Strategic Management Process (cont.) 6. Formulating Strategies require strategies at the corporate, business, and functional levels of the organization strategy formulation follows the decision-making process 7. Implementing Strategies a strategy is only as good as its implementation 8. Evaluating Results control process to determine the effectiveness of a strategy © Prentice Hall, 2002 8-12

Levels of Organizational Strategy © Prentice Hall, 2002 8-13

Types Of Organizational Strategies Corporate-Level Strategy determines what businesses a company should be in or wants to be in the direction that the organization is going the role that each business unit will play Grand Strategy - Stability no significant change is proposed organization’s performance is satisfactory environment appears to be stable and unchanging few organizations today pursue this strategy © Prentice Hall, 2002 8-14

Types Of Organizational Strategies (cont.) Corporate-Level Strategy (cont.) Grand Strategy - Growth seeks to increase the level of the organization’s operations concentration - growth through direct expansion of organization’s own business operations vertical integration backward - become your own supplier forward - become your own distributor horizontal integration - grow by combining with other organizations in the same industry needs approval by U.S. Federal Trade Commission © Prentice Hall, 2002 8-15

Types Of Organizational Strategies (cont.) Corporate-Level Strategy (cont.) Grand Strategy - Growth (cont.) related diversification - grow by merging with or acquiring firms in different, but related, industries “strategic fit” unrelated diversification - grow by merging with or acquiring firms in different and unrelated industries © Prentice Hall, 2002 8-16

Types Of Organizational Strategies (cont.) Corporate-Level Strategy (cont.) Grand Strategy - Growth (cont.) retrenchment - designed to address organizational weaknesses that are leading to performance declines intended to: stabilize operations revitalize organizational resources and capabilities prepare to compete once again © Prentice Hall, 2002 8-17

SWOT Analysis And Grand Strategies Weaknesses Critical Valuable Strengths Firm Status Corporate Growth Strategies Corporate Stability Strategies Corporate Stability Strategies Corporate Retrenchment Strategies Environmental Status Abundant Environmental Opportunities Critical Threats © Prentice Hall, 2002 8-18

Types of Organizational Strategies (cont.) Corporate-Level Strategy (cont.) Corporate Portfolio Analysis - used when corporate strategy involves a number of business Boston Consulting Group (BCG) matrix - provides a framework for understanding diverse businesses helps managers establish priorities for making resource allocation decisions businesses classified in terms of market share anticipated market growth © Prentice Hall, 2002 8-19

The BCG Matrix Market Share Question Stars Marks Anticipated Growth High Low High Low Anticipated Growth Rate Stars Question Marks Cash Cows Dogs © Prentice Hall, 2002 8-20

Types of Organizational Strategies (cont.) Corporate-Level Strategy (cont.) BCG matrix (cont.) strategic implications of the matrix cash cows - “milk” use cash to invest in stars and question marks stars - require heavy investment eventually will become cash cows question marks - two strategies invest to transform them into stars divest dogs - sold off or liquidated © Prentice Hall, 2002 8-21

Types Of Organizational Strategies (cont.) Business-Level Strategy determines how an organization should compete in each of its businesses strategic business units - independent businesses that formulate their own strategies Role of Competitive Advantage competitive advantage - sets an organization apart by providing a distinct edge comes from the organization’s core competencies not every organization can transform core competencies into a competitive advantage once created, must be able to sustain it © Prentice Hall, 2002 8-22

Types Of Organizational Strategies (cont.) Business-Level Strategy (cont.) Competitive Strategies Michael Porter - industry analysis based on five competitive forces Threat of new entrants - affected by barriers to entry Threat of substitutes - affected by buyer loyalty and switching costs Bargaining power of buyers - affected by number of customers, availability of substitute products © Prentice Hall, 2002 8-23

Types Of Organizational Strategies (cont.) Business-Level Strategy (cont.) Competitive Strategies (cont.) Porter’s competitive forces analysis (cont.) Bargaining power of suppliers - affected by degree of supplier concentration Existing rivalry - affected by industry growth rate, demand for firm’s product or service, and product differences © Prentice Hall, 2002 8-24

Forces In The Industry Analysis New Entrants Threat of New Entrants Bargaining Power or Suppliers Industry Competitors Suppliers Buyers Current Rivalry Bargaining Power or Buyers Threat of Substitutes Substitutes © Prentice Hall, 2002 8-25

Types of Organizational Strategies (cont.) Business-Level Strategy (cont.) Competitive strategies (cont.) Porter’s three generic strategies cost leadership - goal is to become the lowest-cost producer in the industry tries to identify efficiencies in all operations overhead kept to a minimum product or service must be perceived to be of comparable quality to that offered by competitors © Prentice Hall, 2002 8-26

Types of Organizational Strategies (cont.) Business-Level Strategy (cont.) Competitive strategies (cont.) Porter’s three generic strategies (cont.) differentiation - offer unique products that are widely valued by customers sets the firm apart from competitors differentiation based on quality, service, product design, brand image customers must be willing to pay a price premium that exceeds the cost of differentiation © Prentice Hall, 2002 8-27

Types of Organizational Strategies (cont.) Business-Level Strategy (cont.) Competitive strategies (cont.) Porter’s three generic strategies (cont.) focus - aims at a cost advantage or differentiation advantage in a narrow segment no attempt to serve the broad market feasibility of strategy depends on the size of the segment and the ability of the firm to support the cost of focusing © Prentice Hall, 2002 8-28

Requirements for Successfully Pursuing Porter’s Competitive Strategies © Prentice Hall, 2002 8-29

Types Of Organizational Strategies (cont.) Functional-Level Strategy (cont.) used to support the business-level strategy creates an appropriate supporting role for each functional area of the organization e.g., manufacturing, marketing, human resources © Prentice Hall, 2002 8-30