1. THE CONCEPTS OF STRATEGY AND STRATEGIC MANAGEMENT
G. Tyge Payne, PhD
(1)

3. Strategic Management - Defined
Strategy: The unifying theme that gives coherence and direction to the decisions of an organization
(entails choices among alternatives and signals organizational commitments, competitive approaches, and ways of doing business)
Strategic Management consists of positioning an organization for competitive advantage, which involves the full set of commitments, decisions, and actions so as to create value and earn returns that are higher than those of competitors.

4. The Historical Development of Business Strategy
Not until very large companies with the ability to influence the competitive environment within their industries did strategic thinking in the business world begin to be articulated.
Alfred Sloan, CEO of GM, 1923 – One of the first to analyze competition, Ford, and devise a strategic plan based on its strengths and weaknesses.
Chester Barnard, Senior Executive of New Jersey Bell, 1930s - Argued managers should pay attention to “strategic factors” which depend on “personal or organizational action.”
Wartime (WWI and WWII) efforts also impacted strategic thinking and use of formal strategic tools and concepts:
Allocation of scarce resources
Use of quantitative analysis in planning
The concept of “learning curves”
The concept of “distinctive competence” - first mentioned by Philip Selznick, a sociologist, in a debate about whether or not to combine the military forces into a single unit (i.e., no Army, Navy, Air Force, Marines, just the US Military).

5. More Historical Development
In the1950’s, strategy was truly introduced in business schools as a way of analyzing the competitive environment and setting organizational goals and objectives to fit that environment.
These concepts serve as the foundation of strategic management study:
Kenneth Andrews’ SWOT Analysis was developed – still in use today.
Theodore Levitt’s “Marketing Myopia” argued that when companies fail it typically is because firms focus on the product rather than the changing patterns of consumer needs and tastes.
Igor Ansoff argued, in response to Levitt, that a firm’s mission should exploit an existing need in the market, rather than using the consumer as the common thread in business. Corporate Strategy, 1965.
BCG developed the “experience curve” and portfolio analysis concepts.
McKinsey & Company’s development of SBUs and the nine-block matrix.
Williamson’s (1975) transaction cost economics (internal production versus purchasing decisions)
Jensen & Meckling’s (1976) agency arguments.
Mintzberg’s “Deliberate, Emergent & Realized Strategies”
Porter’s Generic Strategies

6. Ansoff’s Product / Mission Matrix*
Market
Penetration
Product
Development
Diversification
Present
New
Mission
*Categories define the common thread in an organization’s business/corporate strategy.

7. BCG’s Growth-Share Matrix
Star
Question
Mark
Cash
Cow
Dog
High
Share
Low
Growth
Slow ?
Bark!!

8. Forms of Strategy Intended Strategy Realized Strategy Emergent
Deliberate Strategy
Realized
Strategy
Unrealized
Strategy
Emergent
Strategy
**Normally emergent strategy comes from
learning and dissemination within the organization.

9. Porter’s Generic Strategies
Strategy 1
Cost
Leadership
Strategy 2
Differentiation
Strategy 3A
Cost Focus
Strategy 3B
Focus
Competitive Advantage
Lower Cost Differentiation
Competitive
Scope
Broad
Target
Narrow

10. Strategy, Survival and Success
The ultimate goal of the organizations is to be successful – success is:
Survival (long-term success)
Achievement of Goals
Profitability (probably most important, because it determines the ability to achieve the above two)
Strategy can help achieve success, but it doesn’t guarantee it—certain features of strategy directly contribute to success:
Goals that are simple, consistent, and long-term.
Profound understanding of the competitive environment.
Objective appraisal of resources.
Effective implementation.
* These observations concerning the role of strategy can be made in relation to most human endeavors be it warfare, chess, politics, sport or business.

11. Balance Scorecard – Kaplan & Norton, 1996

12. Thinking Strategically: The Three Big Strategic “Analysis” Questions
1. Where are we now? What is our situation?
2. Where do we want to go?
Business(es) we want to be in and market positions we want to stake out
Buyer needs and groups we want to serve
Outcomes we want to achieve
3. How will we get there?

13. The Strategy Levels of Analysis
Where to Compete?
How to Compete?
How to Contribute?