1. Ch 1 -1Copyright © 2011 Pearson Education

2. Strategic Management: Concepts and Cases Arab World Edition Fred R. David Abbas J. Ali Abdulrahman Y. Al-Aali Chapter 1: The Nature of Strategic Management Ch 1 -2Copyright © 2011 Pearson Education

3. Chapter Outline Ch 1 -3 What is Strategic Management? Key Terms in Strategic Management The Strategic-Management Model Benefits of Strategic Management Why Some Firms Do No Strategic Planning Pitfalls in Strategic Planning Guidelines for Effective Strategic Management Copyright © 2011 Pearson Education

4. Chapter Outline (cont’d) Ch 1 - 4 Business Ethics and Strategic Management Comparing Business and Military Strategy The Nature of Global Competition Copyright © 2011 Pearson Education

5. Themes in the Text Ch 1 -5 Global Considerations – impact virtually all strategic decisions E-commerce – vital strategic management tool Natural Environment – important strategic issue Ch 1 -5Copyright © 2011 Pearson Education

6. Art & science of formulating, implementing, and evaluating, cross-functional decisions that enable an organization to achieve its objectives In essence, the strategic plan is a company’s game plan. Ch 1 -6 Strategic Management – Defined Ch 1 -6Copyright © 2011 Pearson Education

7. Ch 1 -7 Strategic management achieves a firm’s success through integration: Management MIS Production/OperationsFinance/Accounting Marketing Research & Development Ch 1 -7Copyright © 2011 Pearson Education Strategic Management

8. Ch 1 -8 Vision & Mission Strategy Formulation External Opportunities & Threats Internal Strengths & Weaknesses Long-Term Objectives Alternative Strategies Strategy Selection Ch 1 -8Copyright © 2011 Pearson Education Strategic Management

9. New business opportunities Businesses to abandon Allocation of resources Expansion or diversification International markets Mergers or joint ventures Avoidance of hostile takeover Ch 1 -9 Strategy Formulation Ch 1 -9Copyright © 2011 Pearson Education Issues in Strategy Formulation

10. The Action Stage of Strategic Management Ch 1 -10 Strategy Implementation Ch 1 -10Copyright © 2011 Pearson Education Is the most difficult stage Involves mobilization of employees & managers Interpersonal skills are critical There must be consensus on goal pursuits

11. Ch 1 -11 Strategy Implementation Annual Objectives Policies Employee Motivation Resource Allocation Ch 1 -11Copyright © 2011 Pearson Education Strategy Implementation

12. Ch 1 -12 Strategy Evaluation Internal Review External Review Performance Metrics Corrective Actions Ch 1 -12Copyright © 2011 Pearson Education Strategy Evaluation

13. Final Stage of Strategic Management Ch 1 -13 Strategy Evaluation Ch 1 -13Copyright © 2011 Pearson Education Subject to future modification Today’s success is no guarantee of future success New and different problems Complacency leads to demise

14. “Think through the overall mission of a business. Ask the key question: What is our Business?” Peter Drucker Ch 1 -14 Prime Task of Strategic Management Ch 1 -14Copyright © 2011 Pearson Education

15. The strategic management process attempts to organize quantitative and qualitative information under conditions of uncertainty. Ch 1 -15 Integrating Intuition & Analysis Ch 1 -15Copyright © 2011 Pearson Education

16. Intuition is based on: Past experiences Judgment Feelings Ch 1 -16 Integrating Intuition & Analysis Intuition is useful for decision making in: Conditions of great uncertainty Conditions with little precedent Ch 1 -16Copyright © 2011 Pearson Education

17. Ch 1 -17 Involve management at all levels Intuition & Judgment Influence all analyses Integrating Intuition & Analysis Ch 1 -17Copyright © 2011 Pearson Education

18. Ch 1 -18 Analytical Thinking Integrating Intuition & Analysis Intuitive Thinking Ch 1 -18Copyright © 2011 Pearson Education

19. In the Arab world, there is a cultural tendency to emphasize the role of intuition and imagination in decision making. There are companies which, because of luck and ample opportunities, have experienced tremendous growth. Ch 1 -19 Integrating Intuition & Analysis Ch 1 -19Copyright © 2011 Pearson Education

20. Organizations must monitor events Ongoing process Internal and external events Timely changes Ch 1 -20 Adapting to Change Ch 1 -20Copyright © 2011 Pearson Education

21. Competitive Advantage: Anything that a firm does especially well compared to rival firms Ch 1 -21 Strategic Management is Gaining and Maintaining Competitive Advantage Ch 1 -21Copyright © 2011 Pearson Education

22. 1.Adapting to change in external trends, internal capabilities, and resources 1.Effectively formulating, implementing, and evaluating strategies Ch 1 -22 Achieving Sustained Competitive Advantage Ch 1 -22Copyright © 2011 Pearson Education

23. Rate & magnitude of change is increasing dramatically Adapting to Change E-commerce Demographics Technology Ch 1 -23Copyright © 2011 Pearson Education

24. Effective Adaptation to change requires long-term focus Ch 1 -24 Adapting to Change Ch 1 -24Copyright © 2011 Pearson Education

25. What kind of business should we become? Are we in the right fields? Are there new competitors? What strategies should we pursue? How are our customers changing? Adapting to Change Key Strategic Management Questions Ch 1 -25Copyright © 2011 Pearson Education

26. Key Terms Ch 1 -26 The Strategists – Those that affect a firm’s success or failure: Chief Executive Officer (CEO) Chief Strategy Officer (CSO) President Owner Board Chair Executive Director Ch 1 -26Copyright © 2011 Pearson Education

27. Vision Statement: What do we want to become? Mission Statement: What is our business? Key Terms Ch 1 -27Copyright © 2011 Pearson Education

28. Opportunities and Threats (External) Ch 1 -28Copyright © 2011 Pearson Education External opportunities and threats are largely beyond the control of a single organization.

29. Oportunities and Threats (External) Cont’d… Analysis of Trends: Economic Social Cultural Demographic/Environmental Political, Legal, Governmental Technological Competitors Ch 1 -29Copyright © 2011 Pearson Education

30. Key Terms Environmental Scanning (Industry Analysis): The process of conducting research and gathering and assimilating external information Ch 1 -30Copyright © 2011 Pearson Education

31. The basic tenet of strategic management: Key Terms Opportunities & Threats Strategy Formulation Take advantage of External Opportunities Avoid/minimize impact of External Threats Ch 1 -31Copyright © 2011 Pearson Education

32. Strengths & Weaknesses (Internal): Controllable activities performed especially well or poorly Strengths and Weaknesses (Internal) Ch 1 -32Copyright © 2011 Pearson Education

33. Strengths and Weaknesses (Internal) Cont’d… Strengths and weaknesses are typically located in the functional areas of the firm, such as: Management Marketing Finance/Accounting Production/Operations Research & Development Computer Information Systems Ch 1 -33Copyright © 2011 Pearson Education

34. Assessing the Internal Environment Internal Factors Performance Metrics Financial Ratios Industry Averages Survey Data Ch 1 -34Copyright © 2011 Pearson Education

35. Long-term Objectives: Mission-driven pursuit of specified results more than one year out Long Term Objectives Ch 1 -35Copyright © 2011 Pearson Education

36. Long Term Objectives (Cont’d) Long term objectives are essential for ensuring a firm’s success. They: Provide direction Help with evaluation Create synergy Focus coordination Basis for planning, motivating, and controlling Ch 1 -36Copyright © 2011 Pearson Education

37. Strategies : The means by which long-term objectives are achieved Strategies Ch 1 -37Copyright © 2011 Pearson Education

38. Strategies (Cont’d) Some examples of different strategies are: Geographic expansion Diversification Acquisition Market penetration Retrenchment Liquidation Joint venture

39. Key Terms Annual Objectives: Short-term milestones that firms must achieve to attain long-term objectives Ch 1 -39Copyright © 2011 Pearson Education

40. Key Terms Policies: Means by which annual objectives will be achieved Ch 1 -40Copyright © 2011 Pearson Education

41. Example Strategies in Action in 2009 Ch 1 -41 Mohammed Abdulmohsin Al-Kharafi & Sons Company (MAK Group) The MAK Group is one of the largest family-owned organizations in the Arab world. In 2008 it was listed among the top 100 companies in the Muslim world by Dinar Standard. In 2009 its annual turnover was over US$5 billion; it operates in more than 25 countries around the world and has more than 120,000 employees. The company was established as a trading company more than 100 years ago and it has since developed into a large multi-national corporation. Faced with limited local market and enriched with a large amount of cash, the company has embarked on an ambitious diversification strategy. Since 1956 the company has participated in a number of important projects in Kuwait, the Gulf States, Africa, the Caribbean, Asia, and Eastern Europe. It has various branches and subsidiaries in area related Construction, trade, and manufacturing in various parts of the world. Ch 1 -41Copyright © 2011 Pearson Education

42. Example Strategies in Action in 2009 (Cont’d) Ch 1 -42 SKAB Group “The SKAB Group is one of the largest private-sector business groups in Saudi Arabia with a variety of diversified but interconnected business enterprises, spanning such disciplines as environment protection and recycling, mineral-water bottling, contracting, the hospitality industry, real estate, shopping malls, travel and tourism, food products, and construction and maintenance.” SKAB embarks on three major strategies to realize growth and market vitality: market expansion at home and abroad, partnership, and acquisition. Although the group is family-owned, it is managed by professional management team. Ch 1 -42Copyright © 2011 Pearson Education

43. Ch 1 -43 Copyright © 2011 Pearson Education Source: Adapted from Fred R. David, “How Companies Define Their Mission,” Long Range Planning 22, no 3 (June 1988):40

44. Dynamic & continuous More formal in larger organizations Strategic Management Model Strategic Management Process Ch 1 -44Copyright © 2011 Pearson Education

45. Strategic Management Model (Cont’d) Ch 1 -45Copyright © 2011 Pearson Education 1.Identify Existing: Vision Mission Objectives Strategies 2.Audit external environment 3.Audit internal environment 4.Competing in the global market-place

46. 1.Establish long-term objectives 2.Generate, evaluate, and select strategies 3.Implement selected strategies 4.Leadership and culture 5.Measure & evaluate performance Strategic Management Model (Cont’d) Ch 1 -46Copyright © 2011 Pearson Education

47. Benefits of Strategic Management Strategic Management: Is proactive in shaping firm’s future Initiates and influences firm’s activities Helps to formulate better strategies that are systematic, logical, and rational Ch 1 -47Copyright © 2011 Pearson Education

48. Ch 1 -48 Benefits of Strategic Management Financial Benefits Improvement in sales Improvement in profitability Productivity improvement Ch 1 -48Copyright © 2011 Pearson Education

49. Ch 1 -49 Benefits of Strategic Management Nonfinancial Benefits Improved understanding of competitors’ strategies Enhanced awareness of threats Increased employee productivity Reduced resistance to change Enhanced problem-prevention capabilities Ch 1 -49Copyright © 2011 Pearson Education

50. Benefits of Strategic Management Greenley 1.Identification of opportunities 2.Objective view of management problems 3.Improved coordination & control 4.Minimizes adverse conditions & changes 5.Decisions that better support objectives 6.Effective allocation of resources 7.Reduces resources and time spent correcting erroneous decisions Ch 1 -50Copyright © 2011 Pearson Education

51. Benefits of Strategic Management Greenley (Cont’d) 1.Internal communication among personnel 2.Integration of individual behaviors 3.Clarify individual responsibilities 4.Encourages forward thinking 5.Cooperative approach to tackling problems and opportunities 6.Encourages favorable attitude toward change 7.Gives discipline to business management Ch 1 -51Copyright © 2011 Pearson Education

52. Reasons why some firms are resistant to strategic planning include: Poor reward structures Fire-fighting Chief executives’ orientation Lack of access to needed resources Waste of time Too expensive Laziness Content with success Why Some Firms Do No Strategic Planning Ch 1 -52Copyright © 2011 Pearson Education

53. Why Some Firms Do No Strategic Planning (Cont’d) Fear of failure Overconfidence Prior bad experience Self-interest Fear of the unknown Honest difference of opinion Suspicion Ch 1 -53Copyright © 2011 Pearson Education

54. Pitfalls in Strategic Planning Being aware of potential pitfalls of strategic planning and being prepared to address them is essential to success. Ch 1 -54Copyright © 2011 Pearson Education

55. Pitfalls in Strategic Planning Some pitfalls to watch out for and avoid in strategic planning Using it to gain control over decisions and resources Doing it only to satisfy accreditation and regulatory requirements Too hastily moving from mission development to strategy formulation Failing to communicate the plan to employees Top managers making many intuitive decisions that conflict with the formal plan Ch 1 -55Copyright © 2011 Pearson Education

56. Pitfalls in Strategic Planning Some pitfalls to watch out for and avoid in strategic planning (Cont’d) Top managers not actively supporting the strategic planning process Failing to use plans as a standard for measuring performance Delegating planning to a ‘planner’ rather than involving all managers Failing to involve key employees in all phases of planning Failing to create a collaborative climate supportive of change Ch 1 -56Copyright © 2011 Pearson Education

57. Pitfalls in Strategic Planning Some pitfalls to watch out for and avoid in strategic planning (Cont’d) Viewing planning as unnecessary or unimportant Becoming so engrossed in current problems that insufficient or no planning is done Being so formal in planning that flexibility and creativity are stifled Ch 1 -57Copyright © 2011 Pearson Education

58. Guidelines for Effective Strategic Management Strategic Management must: Not become a self-perpetuating bureaucratic mechanism Not become ritualistic, stifled, orchestrated, too formal, predictable, and rigid Be a self-reflective learning process Words supported by numbers, rather than numbers supported by words Represent the medium for explaining strategic issues and organizational responses Ch 1 -58Copyright © 2011 Pearson Education

59. Business Ethics & Strategic Management Business Ethics: Principles of conduct within organizations that guide decision making and behavior Code of Business Ethics: Provides basis on which policies can be devised to guide daily behavior and decisions in the workplace Ch 1 -59Copyright © 2011 Pearson Education

60. Business Ethics & Strategic Management (Cont’d) Good business ethics are prerequisite for good strategic management Ch 1 -60Copyright © 2011 Pearson Education

61. Misleading advertising Misleading labeling Harm to the environment Insider trading Dumping flawed products on foreign markets Ch 1 -61 Business Ethics & Strategic Management Unethical Business Practices Business practices that are always considered unethical include: Copyright © 2011 Pearson Education

62. Poor product or service safety Padding expense accounts Lack of equal opportunities for foreign workers Overpricing Sweatshops Hiring child labor Ch 1 -62 Business Ethics & Strategic Management Unethical Business Practices (Cont’d) Copyright © 2011 Pearson Education

63. Natural Environment Perspective Using ISO 14000 Certification to Gain Strategic Advantage What are ISO 14000 & 14001? Requirements for ISO 14001 Environmental Management Systems (EMS) Ch 1 -63

64. Parent company Host country The Nature of Global Competition International/multinational corporations: Ch 1 -64Copyright © 2011 Pearson Education

65. Cultural differences: Norms Values Work ethic The Nature of Global Competition Strategy implementation may be difficult Ch 1 -65Copyright © 2011 Pearson Education

66. Ch 1 -66 Advantages of International Operations 1.Absorb excess capacity/reduce unit costs 2.Extend the product life cycle 3.Low-cost production facilities 4.Less intense competition 5.Spread risk over wider markets Ch 1 -66Copyright © 2011 Pearson Education

67. Ch 1 -67 Advantages of International Operations (cont’d) 1.Potential lower taxes 2.Joint ventures to build networks and knowledge 3.Foreign government incentives 4.Economies of scale Ch 1 -67Copyright © 2011 Pearson Education

68. Ch 1 -68 Disadvantages of International Operations 1.Difficult communications 2.Underestimate foreign competition 3.Cultural barriers to effective management 4.Require understanding of regional trade organizations 5.Complications arising from currency differences 6.Availability of market information Ch 1 -68

69. Ch 1 -69 This work is protected by local and international copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning. Dissemination or sale of any part of this work (including on the World Wide Web) will destroy the integrity of the work and is not permitted. The work and materials from this site should never be made available to students except by instructors using the accompanying text in their classes. All recipients of this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needs of other instructors who rely on these materials. Copyright © 2011 Pearson Education