CE 726 STRATEGIC MANAGEMENT OF CONSTRUCTION COMPANIES SLIDES 1
MADONNA: POPSTAR STRATEGY IS THE KEY TO SUCCESS WHY IS MADONNA SUCCESSFUL? WHAT IS SUCCESS ANYWAY? EXISTANCE OF CLEAR GOALS ABILITY TO MEET THE INITIALLY SET GOALS SUSTAINABILITY/CONSISTENCY OF DIRECTION
ABOUT HER RESOURCES: OUTSTANDING BEAUTY ? OUTSTANDING TALENT ? SUCCESS IS NOT ONLY RELATED WITH EXISTANCE OF SOME CRITICAL RESOURCES BUT ABOUT HOW THEY ARE USED IN ACCORDANCE WITH MARKET CONDITIONS TO ACHIEVE PREDETERMINED TARGETS.
ABOUT HER ABILITIES: (HOW TO SET TARGETS) SHE HAS GOT VERY CLEAR AND CONSISTENT GOALS. 1
ABOUT HER ABILITIES: (HOW TO USE HER TALENTS) SHE KNOWS HERSELF: HER MAJOR STRENGTH IS CREATING IMAGES THAT COMBINE MUSIC, DANCE, THEATRE AND PHYSICAL APPEARANCE. (NOT INDIVIDUAL RESOURCES BUT HOW THEY ARE COMBINED BRINGS HER SUCCESS) SHE BUILDS IMAGES THAT SUPPLEMENT HER WEAKNESSES. UNIQUE STYLE, NOT A PRODUCT OF A MEDIA ORGANISATION. GOOD MARKETING ABILITY CHAMELEON-LIKE TRANSFORMATIONS IN HER APPEARANCE (ADAPTATION ABILITY) INNOVATION/CREATIVITY VERY DISCIPLINED/HARD WORKING OBSESSIVE ATTENTION TO DETAIL 2
ABOUT HER ABILITIES: (HOW TO POSITION HERSELF IN THE COMPETITIVE ENVIRONMENT) CAREFUL RECOGNITION AND EXPLOITATION OF THE CRITICAL SUCCESS FACTORS IN THE SHOW BIZ. SHE CONTINUOUSLY MONITORS ENVIRONMENT (WHENEVER A DECLINE IS EXPERIENCED SHE RENEWS HERSELF) SHE FOLLOWS TECHNOLOGICAL ADVANCES. GOOD SOCIAL RELATIONS/ COLLABORATION WITH OTHER PARTIES. RELATED DIVERSIFICATION: SINGER, COMPOSER, PRODUCER ETC. 3
STRATEGY STRATEGY IS ABOUT HOW STRENGTHS AND WEAKNESSES ARE USED TO COPE WITH EXTERNAL THREATS AND EXPLOIT MARKET OPPORTUNITIES SO THAT PREDETERMINED GOALS ARE ACHIEVED.
MADONNA PROVES THAT ONE CAN CREATE SUCCESS EVEN OUT OF INITIAL WEAKNESSES BY UTILISING THE RIGHT STRATEGIES. STRATEGY IS NOT PURELY A MATTER OF INTUITION AND EXPERIENCE. THERE ARE CONCEPTS AND TECHNIQUES THAT ARE USEFUL IN FORMULATING AND IMPLEMENTING STRATEGIES. STRATEGIC MANAGEMENT HELPS TO DEVELOP AND IMPLEMENT STRATEGIES FOR SUCCESS
STRATEGY STRATEGY IS THE DIRECTION AND SCOPE OF AN ORGANISATION OVER THE LONG-TERM, IDEALLY WHICH MATCHES ITS RESOURCES TO ITS CHANGING ENVIRONMENT AND ITS MARKETS, CUSTOMERS, CLIENTS SO AS TO MEET STAKEHOLDER EXPECTATIONS.
COMPANY STRENGTH AND WEAKNESSES INDUSTRY OPPORTUNITIES AND THREATS PERSONAL VALUES OF THE KEY IMPLEMENTERS BROADER SOCIETAL EXPECTATIONS COMPETITIVE STRATEGY INTERNALEXTERNAL
AN EXAMPLE: GAMA CONSTR. CO., TURKEY MISSIONGROW INTO A TRULY GLOBAL COMPANY VISIONBEING A LEADING GLOBAL COMPANY IN SPECIALISED CONSTRUCTION, BASED ON CONTINUAL IMPROVEMENT, QUALITY AND CUSTOMER SATISFACTION GOALCONTINUOUS GROWTH, WIDENING THE SPECTRUM OF SERVICES THROUGH PARTICIPATION IN NEW VENTURES, INCREASING INTERNATIONAL COVERAGE CORE COMPETENCES EXPERIENCE-QUALIFICATION ON TURNKEY CONSTRUCTION OF WIDE RANGE OF INDUSTRIAL INSTALLATIONS, GOOD REPUTATION WORLDWIDE, A GLOBAL NETWORK OF COMPANIES, FINANCIAL RESOURCES STRATEGYINTERNATIONAL COOPERATION, FOCUS ON CONTINUAL IMPROVEMENT, SYSTEMS TO PROTECT THE ENVIRONMENT, QUARANTEE QUALITY, OCCUPATIONAL HEALTH AND SAFETY, ADVANCED ENVIRONMENTAL SCANNING, ENHANCED SUPPLY CHAIN MANAGEMENT
STRATEGIC MANAGEMENT ORGANISATION: HOW TO CONSTRUCT THE VALUE CHAIN? PRODUCT/SERVICE: WHICH PRODUCT/SERVICE SHOULD BE OFFERED? MARKET: IN WHICH MARKETS SHALL WE COMPETE? COMPETITIVE FORCES: HOW SHALL WE COMPETE? DEFINITION OF STRATEGIC SCOPE, CAPABILITY AND POSITION
SCOPE WHERE SHALL WE COMPETE? STRATEGIC POSITION HOW SHALL WE COMPETE?
STRATEGY FORMULATION SETTING MISSION, VISION AND OBJECTIVES DETERMINATION OF STRENGTHS AND WEAKNESSES DETERMINATION OF OPPORTUNITIES AND THREATS STRATEGIC POSITION
STRATEGIC PLANNING IMPLEMENTATION OF STRATEGY