1. Strategy Strategic Plan might consist of: 1)Vision or Mission Statement 2)S.W.O.T. Analysis (or Environmental and Internal scans) 3)Tactical and Functional Area Plans Strategy and Tactics differ mainly around time scale. In Foundation®, a 5-8 year Strategy is supported with annual tactical decisions.

2. Strategy Michael Porter argues for a top-down view. Strategy is designed at the top of the organization, with the goal of positioning resources and building relationships in a unique way. Eric Banabeau says strategy should emerge from the bottom-up in a sort of dance with the marketplace, and that the goal of strategy should be to apply simple rules. From where in the organization strategy should emerge?

3. Introduction A strategy is one of four organizational time drivers. TIME IN YEARS Mission Statement (timeless) Strategy (3-5 years) Operational Intents (1 year) Tactics (Day to day)

4. CAPSTONE STRATEGIES  Strategies are declared in corporate mission statements  Foundation firms may develop and execute any strategy (or none at all - though that isn’t advisable). Basic strategies include: Overall Cost Leader Overall Cost Leader Cost Leader with Focus (Low Tech or Product Life-Cycle) Cost Leader with Focus (Low Tech or Product Life-Cycle) Differentiator Differentiator Differentiator with Focus (High-Tech or Product Life-Cycle) Differentiator with Focus (High-Tech or Product Life-Cycle) STRATEGY Mission Statement PERFORMANCEASSESSMENT Success Measurements Analyst Report Round Analysis - Star Summary INDUSTRY AND MARKET ANALYSIS S.W.O.T Analysis Competitor Analysis Competitive Analysis FUNCTIONAL PLANNING R&DMarketingProductionHRFinanceTQM

5. Porter Curve ROI Market Share High HighLow Extensive coverage on Porter’s theories of competitive advantage are easily located on the internet. There’s a “Strategies & Mission Statements” tutorial on the website.

6. ROI Market Share High High Low Porter Curve Firms with High ROI / Low Overall Market Share would likely have a clearly defined focused strategy High Overall Market Share / High ROI firms would likely have a strong position in both market segments –risky, but effective when executed properly

7. Porter Curve ROI Market Share High HighLow Firms in the middle have a less definable identity, and a hard time competing. They might have a number of “sofa-bed” product lines: Not great sofas – not great beds.

8. BCG Growth/Share Matrix Market Growth Low High Market Share HighLow ? The Boston Consulting Group Growth-Share Matrix was developed in the 1960’s as a tool to assess a firm’s Strategic Business Unit (SBU) or product

9. BCG Growth/Share Matrix Market Growth Low High Market Share HighLow ? Star products occupy strong positions in high growth markets Cows occupy strong positions in low growth markets Question Marks have low market share in segments with strong growth Dogs are low market share products positioned in low potential markets

10.   Long-term success is achieved by having a mix of high-growth potential products that require lots of cash, and low-growth “cash cows” that generate the required $$

11. Capstone Strategies The Situation Analysis generated an overview of the forces at work within the Foundation® market place. Now you must decide how to use that information to gain a competitive advantage. There are many different approaches - all of which can be successful depending on how well they are implemented tactically.

12. OVERALL COST LEADER An overall cost leader will attempt to be the low-cost producer in both segments of the market. They will have good profit margins on all sales while keeping prices low. An overall cost leader will attempt to be the low-cost producer in both segments of the market. They will have good profit margins on all sales while keeping prices low.  Firm Profile: More likely to re-position products than introduce new ones to the market More likely to re-position products than introduce new ones to the market Capacity improvements are unlikely to be undertaken (may run overtime instead) Capacity improvements are unlikely to be undertaken (may run overtime instead) Automation may be pursued to increase margins Automation may be pursued to increase margins Investments will be financed with debt and/or stock issues Investments will be financed with debt and/or stock issues Tend to spend less on promotion and sales Tend to spend less on promotion and sales

13. COST LEADER WITH LOW-TECH FOCUS A low-tech focused cost leader seeks to dominate the low-tech market segment. Their aim is to set prices below all competitors - and still be profitable. A low-tech focused cost leader seeks to dominate the low-tech market segment. Their aim is to set prices below all competitors - and still be profitable.  Firm Profile: Multiple product lines in the low-tech segment Multiple product lines in the low-tech segment Invest heavily in automation Invest heavily in automation Spend heavily on Promotion (less on Sales as staff has more than one product to pitch to prospects) Spend heavily on Promotion (less on Sales as staff has more than one product to pitch to prospects) Investments financed with debt and/or stock issues Investments financed with debt and/or stock issues

14. COST LEADER WITH PRODUCT LIFE-CYCLE FOCUS A product life-cycle focused cost leader will seek to minimize costs through efficiency and expertise. Products will be allowed to age and change in appeal from high-tech to low end buyers. A product life-cycle focused cost leader will seek to minimize costs through efficiency and expertise. Products will be allowed to age and change in appeal from high-tech to low end buyers.  Firm Profile: Low R&D spending (very little re-positioning, introduce new product every 2-3 years) Low R&D spending (very little re-positioning, introduce new product every 2-3 years) Invest in automation early in the product’s life-cycle Invest in automation early in the product’s life-cycle High spending on promotion and sales High spending on promotion and sales

15. DIFFERENTIATOR A Differentiator will seek to create maximum awareness and brand equity. They want to be well known as makers of high quality/highly desirable products. A Differentiator will seek to create maximum awareness and brand equity. They want to be well known as makers of high quality/highly desirable products.  Firm Profile: High R&D spending to keep products fresh High R&D spending to keep products fresh Maintain a presence in both market segments Maintain a presence in both market segments Spend heavily on advertising and sales to create maximum awareness and accessibility Spend heavily on advertising and sales to create maximum awareness and accessibility Prices tend to be higher Prices tend to be higher

16. DIFFERENTIATOR WITH HIGH-TECH FOCUS A high-tech differentiator seeks to be known far and wide as the top producer of the best performing state-of-the-art products. A high-tech differentiator seeks to be known far and wide as the top producer of the best performing state-of-the-art products.  Firm Profile: Multiple product lines in high-tech segment Multiple product lines in high-tech segment Minimum focus in low-tech segment Minimum focus in low-tech segment High promotion and sales investments to create maximum awareness and accessibility High promotion and sales investments to create maximum awareness and accessibility High R&D expenditures to continually introduce new product lines and keep existing products fresh High R&D expenditures to continually introduce new product lines and keep existing products fresh Unlikely to invest in increased automation or production capacity Unlikely to invest in increased automation or production capacity

17. DIFFERENTIATOR WITH PRODUCT LIFE-CYCLE FOCUS A product life-cycle differentiator seeks to be well-known as a top producer of good performing products in each of the targeted segments. A product life-cycle differentiator seeks to be well-known as a top producer of good performing products in each of the targeted segments.  Firm Profile: Multiple product lines in both segments Multiple product lines in both segments High promotion and sales investments to create maximum awareness and accessibility High promotion and sales investments to create maximum awareness and accessibility High R&D expenditures to continually re-position product lines as they transition from high-tech to low- tech High R&D expenditures to continually re-position product lines as they transition from high-tech to low- tech Unlikely to invest in increased automation or production capacity Unlikely to invest in increased automation or production capacity

18. Strategies Evolve Today’s shift is tomorrow’s nightmare Poor tactics undermine a good strategyPoor tactics undermine a good strategy Good tactics can overcome a poor strategyGood tactics can overcome a poor strategy

19. SUMMARY There is no "magic bullet," guaranteed winning strategy. Each simulation has a unique competitive dynamic. There is no "magic bullet," guaranteed winning strategy. Each simulation has a unique competitive dynamic.  Successful firms will focus on planning, strategic alignment, teamwork, competitor analysis, and tactical adjustments.