1. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 1 BUS 411 DAY 7

2. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Agenda  Questions?  Complete SWOT for Walt Disney Posted in Blackboard  Assignment 2 DUE  Assignment 3 posted  Due March 1  Bus 411 assignment three SP 13.pdf Bus 411 assignment three SP 13.pdf  Finish discussion on the Internal Assessment

3. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

4. The Internal Assessment Chapter Four

5. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Chapter Objectives 4. Identify the basic functions or activities that make up management, marketing, finance/accounting production/operations, research and development, and management information systems. 5. Explain how to determine and prioritize a firm’s internal strengths and weaknesses. 6. Explain the importance of financial ratio analysis. 7. Discuss the nature and role of management information systems in strategic management. 8. Develop an Internal Factor Evaluation (IFE) Matrix. 9. Explain cost/benefit analysis value chain analysis, and benchmarking as strategic-management tools. 4-5

6. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall A Comprehensive Strategic- Management Model 4-6

7. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Marketing  Marketing  the process of defining, anticipating, creating, and fulfilling customers’ needs and wants for products and services 4-7

8. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Functions of Marketing Customer analysis Selling products/services Product and service planning Pricing Distribution Marketing research Opportunity analysis 4-8

9. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Marketing  Customer analysis  the examination and evaluation of consumer needs, desires, and wants  involves administering customer surveys, analyzing consumer information, evaluating market positioning strategies, developing customer profiles, and determining optimal market segmentation strategies  essential in developing an effective mission statement 4-9

10. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Product and Service Planning  Product and service planning  includes activities such as test marketing; product and brand positioning; devising warranties; packaging; determining product options, features, style, and quality; deleting old products; and providing for customer service  important when a company is pursuing product development or diversification 4-10

11. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Pricing  Five major stakeholders affect pricing decisions: consumers, governments, suppliers, distributors, and competitors  Sometimes an organization will pursue a forward integration strategy primarily to gain better control over prices charged to consumers 4-11

12. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Distribution  Distribution  includes warehousing, distribution channels, distribution coverage, retail site locations, sales territories, inventory levels and location, transportation carriers, wholesaling, and retailing  especially important when a firm is striving to implement a market development or forward integration strategy 4-12

13. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Marketing Research  Marketing research  the systematic gathering, recording, and analyzing of data about problems relating to the marketing of goods and services  can uncover critical strengths and weaknesses 4-13

14. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Cost/Benefit Analysis Three steps are required to perform a cost/benefit analysis: 1. compute the total costs associated with a decision, 2. estimate the total benefits from the decision, 3. compare the total costs with the total benefits. 4-14

15. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall CBA methods  NPV  net present value  PVB  present value of benefits  PVC  present value of costs  BCR  benefit cost ratio PVB/PVC  Net Benefit  PVB – PVC  NPV/k  where k is level of funds available 2-15

16. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Marketing Audit Checklist of Questions 1.Are markets segmented effectively? 2.Is the organization positioned well among competitors? 3.Has the firm’s market share been increasing? 4.Are present channels of distribution reliable and cost effective? 5.Does the firm have an effective sales organization? 6.Does the firm conduct market research? 4-16

17. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Marketing Audit Checklist of Questions 7.Are product quality and customer service good? 8.Are the firm’s products and services priced appropriately? 9.Does the firm have an effective promotion, advertising, and publicity strategy? 10.Are marketing, planning, and budgeting effective? 11.Do the firm’s marketing managers have adequate experience and training? 12.Is the firm’s Internet presence excellent as compared to rivals? 4-17

18. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Finance/Accounting Functions The functions of finance/accounting comprise three decisions: 1. the investment decision 2. the financing decision 3. the dividend decision 4-18

19. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Finance/Accounting Functions  Investment decision  the allocation and reallocation of capital and resources to projects, products, assets, and divisions of an organization  Financing decision  determines the best capital structure for the firm and includes examining various methods by which the firm can raise capital 4-19

20. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Finance/Accounting Functions  Dividend decisions  concern issues such as the percentage of earnings paid to stockholders, the stability of dividends paid over time, and the repurchase or issuance of stock  determine the amount of funds that are retained in a firm compared to the amount paid out to stockholders 4-20

21. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall A Summary of Key Financial Ratios 4-21

22. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall A Summary of Key Financial Ratios 4-22

23. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall A Summary of Key Financial Ratios 4-23

24. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall A Summary of Key Financial Ratios 4-24 Spread sheet for ratios Ratios.xlt

25. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Finance/Accounting Functions 1. How has each ratio changed over time? 2. How does each ratio compare to industry norms? 3. How does each ratio compare with key competitors? 4-25

26. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

29. BE Chart.xlsx

30. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Finance/Accounting Audit Checklist 1. Where is the firm financially strong and weak as indicated by financial ratio analyses? 2. Can the firm raise needed short-term capital? 3. Can the firm raise needed long-term capital through debt (borrow) and/or equity (sell stock)? 4. Does the firm have sufficient working capital? 5. Are capital budgeting procedures effective? 4-30

31. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Finance/Accounting Audit Checklist 7. Are dividend payout policies reasonable? 8. Does the firm have good relations with its investors and stockholders? 9. Are the firm’s financial managers experienced and well trained? 10. Is the firm’s debt situation excellent? 4-31

32. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Production/Operations 4-32  Production/operations function  consists of all those activities that transforms inputs into goods and services  Production/operations management deals with inputs, transformations, and outputs that vary across industries and markets.

33. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall The Basic Functions (Decisions) Within Production/Operations 4-33

34. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Implications of Various Strategies on Production/Operations 4-34

35. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Production/Operations Audit Checklist 1. Are supplies of raw materials, parts, and subassemblies reliable and reasonable? 2. Are facilities, equipment, machinery, and offices in good condition? 3. Are inventory-control policies and procedures effective? 4. Are quality-control policies and procedures effective? 5. Are facilities, resources, and markets strategically located? 6. Does the firm have technological competencies? 4-35

36. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Research & Development Research & Development Functions Development of new products before competitors Improving product quality Improving manufacturing processes to reduce costs These functions can be done internally or externally

37. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Financing as many projects as possible Use percent-of-sales method Budgeting relative to competitors How many successful new products are needed Research & Development R&D Budgets

38. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Research and Development Audit 1. Does the firm have R&D facilities? Are they adequate? 2. If outside R&D firms are used, are they cost-effective? 3. Are the organization’s R&D personnel well qualified? 4. Are R&D resources allocated effectively? 5. Are management information and computer systems adequate? 6. Is communication between R&D and other organizational units effective? 7. Are present products technologically competitive? 4-38

39. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Management Information Systems  A management information system’s purpose is to improve the performance of an enterprise by improving the quality of managerial decisions  An effective information system thus collects, codes, stores, synthesizes, and presents information in such a manner that it answers important operating and strategic questions 4-39

40. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Management Information Systems Audit 1. Do all managers in the firm use the information system to make decisions? 2. Is there a chief information officer or director of information systems position in the firm? 3. Are data in the information system updated regularly? 4. Do managers from all functional areas of the firm contribute input to the information system? 5. Are there effective passwords for entry into the firm’s information system? 4-40

41. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Management Information Systems Audit 6. Are strategists of the firm familiar with the information systems of rival firms? 7. Is the information system user-friendly? 8. Do all users of the information system understand the competitive advantages that information can provide firms? 9. Are computer training workshops provided for users of the information system? 10. Is the firm’s information system continually being improved in content- and user-friendliness? 4-41

42. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Value Chain Analysis (VCA)  Value chain analysis (VCA)  refers to the process whereby a firm determines the costs associated with organizational activities from purchasing raw materials to manufacturing product(s) to marketing those products  aims to identify where low-cost advantages or disadvantages exist anywhere along the value chain from raw material to customer service activities 4-42

43. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall VCA Ch 2 -43 http://www.mindtools.com/pages/article/newTMC_10.htm

44. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Benchmarking  Benchmarking  an analytical tool used to determine whether a firm’s value chain activities are competitive compared to rivals and thus conducive to winning in the marketplace  entails measuring costs of value chain activities across an industry to determine “best practices”  CIRRELT-2012-02.pdf CIRRELT-2012-02.pdf 4-44

45. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Transforming Value Chain Activities into Sustained Competitive Advantage 4-45

46. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall The IFE Matrix  A summary step in conducting an internal strategic- management audit is to construct an IFE Matrix. This strategy-formulation tool summarizes and evaluates the major strengths and weaknesses in the functional areas of a business, and it also provides a basis for identifying and evaluating relationships among these areas.  Intuitive judgments are required in developing an IFE Matrix, so the appearance of a scientific approach should not be interpreted to mean this is an all-powerful technique.

47. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 5 Steps to an IFE 1.List key internal factors as identified in the internal-audit process. Use a total from ten to twenty internal factors including both strengths and weaknesses. 2.Assign a weight ranging from 0 (not important) to 1.0 (very important). The weight indicates the relative importance of the factor to being successful in the firm’s industry. The sum of all the weights must equal 1.0. 3.Assign a 1-4 rating to each factor to indicate whether that factor represents a major weakness (1), minor weakness (2), minor strength (3), or major strength (4). 4.Multiply each factor’s weight by its rating to determine a weighted score for each variable. 5.Sum the weighted scores for each variable to determine the total weighted score for the organization. Total weighted scores of below 2.5 indicate an internally weak organization. IFE matrix.xlt

48. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall A Sample Internal Factor Evaluation Matrix for a Retail Computer Store 4-48

49. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Strategies in Action Chapter Five

50. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Strategies for taking the hill won’t necessarily hold it. – Amar Bhide Strategies in Action The early bird may get the worm, but the second mouse gets the cheese. – Unknown

51. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Chapter Objectives 1. Discuss the value of establishing long-term objectives. 2. Identify 16 types of business strategies. 3. Identify numerous examples of organizations pursuing different types of strategies. 4. Discuss guidelines when particular strategies are most appropriate to pursue. 5. Discuss Porter’s five generic strategies. 6. Describe strategic management in nonprofit, governmental, and small organizations. 7. Discuss joint ventures as a way to enter the Russian market. 5-51

52. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Chapter Objectives (cont.) 8. Discuss the Balanced Scorecard. 9. Compare and contrast financial with strategic objectives. 10. Discuss the levels of strategies in large versus small firms. 11. Explain the First Mover Advantages concept. 12. Discuss recent trends in outsourcing. 13. Discuss strategies for competing in turbulent, high-velocity markets. 5-52

53. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall A Comprehensive Strategic- Management Model 5-53

54. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Stages of Strategic Management Strategy formulation Strategy implementation Strategy evaluation 1-54

55. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Process Flow Long Term ObjectivesStrategyAnnual ObjectivePolicies 1-55

56. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall The Nature of Long-Term Objectives  Objectives should be:  quantitative,  measurable,  realistic,  understandable,  challenging,  hierarchical,  obtainable,  and congruent among organizational units 5-56

57. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall The Nature of Long-Term Objectives  Objectives  provide direction  aid in evaluation  establish priorities  reduce uncertainty  minimize conflicts  aid in both the allocation of resources and the design of jobs 5-57

58. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall The Desired Characteristics of Objectives 5-58

59. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall A SMART way to Look at Objectives 1.Specific – Objectives should specify what they want to achieve. 2.Measurable – You should be able to measure whether you are meeting the objectives or not. 3.Achievable - Are the objectives you set, achievable and attainable? 4.Realistic – Can you realistically achieve the objectives with the resources you have? 5.Time – When do you want to achieve the set objectives?

60. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Varying Performance Measures by Organizational Level 5-60

61. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Ch 5 -61 Financial vs. Strategic Objectives Financial Objectives Growth in revenues Growth in earnings Higher dividends Larger profit margins Greater ROI Higher earnings per share Rising stock price Improved cash flow

62. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Financial vs. Strategic Objectives Strategic Objectives  Larger market share  Quicker on-time delivery than rivals  Shorter design-to-market times than rivals  Lower costs than rivals  Higher product quality than rivals  Wider geographic coverage than rivals  Achieving technological leadership  Consistently getting new or improved products to market ahead of rivals

63. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 2-63 Management by objectives works - if you know the objectives. Ninety percent of the time you don't. Peter Drucker

64. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Not Managing by Objectives Managing by Extrapolation Managing by Crisis Managing by Subjectives Managing by Hope 5-64

65. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall The Balanced Scorecard  Balanced Scorecard  derives its name from the perceived need of firms to “balance” financial measures that are oftentimes used exclusively in strategy evaluation and control with nonfinancial measures such as product quality and customer service 5-65

66. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Balanced Scorecard Ch 2 -66 Adapted from Robert S. Kaplan and David P. Norton, “Using the Balanced Scorecard as a Strategic Management System,” Harvard Business Review (January-February 1996): 76.

67. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Balanced ScoreCard 2-67 Scource: http://www.prosconsulting.com/balanced-scorecard.phphttp://www.prosconsulting.com/balanced-scorecard.php

68. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Levels of Strategies With Persons Most Responsible 5-68

69. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Types of Strategies  Most organizations simultaneously pursue a combination of two or more strategies, but a combination strategy can be exceptionally risky if carried too far.  No organization can afford to pursue all the strategies that might benefit the firm.  Difficult decisions must be made and priorities must be established. 5-69

70. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Alternative Strategies Defined and Exemplified 5-70

71. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Alternative Strategies Defined and Exemplified 5-71

72. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Integration Strategies  Forward integration  involves gaining ownership or increased control over distributors or retailers  Backward integration  strategy of seeking ownership or increased control of a firm’s suppliers  Horizontal integration  a strategy of seeking ownership of or increased control over a firm’s competitors 5-72

73. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Forward Integration Guidelines  When an organization’s present distributors are especially expensive  When the availability of quality distributors is so limited as to offer a competitive advantage  When an organization competes in an industry that is growing  When present distributors or retailers have high profit margins 5-73

74. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Backward Integration Guidelines  When an organization’s present suppliers are especially expensive or unreliable  When the number of suppliers is small and the number of competitors is large  When the advantages of stable prices are particularly important  When an organization needs to quickly acquire a needed resource 5-74

75. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Horizontal Integration Guidelines  When an organization can gain monopolistic characteristics in a particular area or region without being challenged by the federal government  When an organization competes in a growing industry  When increased economies of scale provide major competitive advantages  When competitors are faltering due to a lack of managerial expertise 5-75

76. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Intensive Strategies  Market penetration strategy  seeks to increase market share for present products or services in present markets through greater marketing efforts  Market development  involves introducing present products or services into new geographic areas  Product development strategy  seeks increased sales by improving or modifying present products or services 5-76

77. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Market Penetration Guidelines  When current markets are not saturated with a particular product or service  When the usage rate of present customers could be increased significantly  When the market shares of major competitors have been declining while total industry sales have been increasing  When increased economies of scale provide major competitive advantages 5-77

78. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Market Development Guidelines  When new channels of distribution are available that are reliable, inexpensive, and of good quality  When an organization is very successful at what it does  When new untapped or unsaturated markets exist  When an organization has excess production capacity 5-78

79. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Product Development Guidelines  When an organization has successful products that are in the maturity stage of the product life cycle  When an organization competes in an industry that is characterized by rapid technological developments  When major competitors offer better-quality products at comparable prices  When an organization competes in a high- growth industry 5-79

80. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Diversification Strategies  Related diversification  value chains possess competitively valuable cross- business strategic fits  Unrelated diversification  value chains are so dissimilar that no competitively valuable cross- business relationships exist 5-80

81. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Synergies of Related Diversification  Transferring competitively valuable expertise, technological know-how, or other capabilities from one business to another  Combining the related activities of separate businesses into a single operation to achieve lower costs  Exploiting common use of a well-known brand name 5-81

82. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Related Diversification Guidelines  When an organization competes in a no- growth or a slow-growth industry  When adding new, but related, products would significantly enhance the sales of current products  When new, but related, products could be offered at highly competitive prices  When an organization has a strong management team 5-82

83. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Unrelated Diversification Guidelines  When revenues derived from an organization’s current products would increase significantly by adding the new, unrelated products  When an organization’s present channels of distribution can be used to market the new products to current customers  When an organization’s basic industry is experiencing declining annual sales and profits 5-83 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

84. Unrelated Diversification Guidelines (cont.)  When an organization has the opportunity to purchase an unrelated business that is an attractive investment opportunity  When existing markets for an organization’s present products are saturated  When antitrust action could be charged against an organization that historically has concentrated on a single industry 5-84

85. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Defensive Strategies  Retrenchment  occurs when an organization regroups through cost and asset reduction to reverse declining sales and profits  also called a turnaround or reorganizational strategy  designed to fortify an organization’s basic distinctive competence 5-85

86. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Retrenchment Guidelines  When an organization is one of the weaker competitors in a given industry  When an organization is plagued by inefficiency, low profitability, and poor employee morale  When an organization has grown so large so quickly that major internal reorganization is needed 5-86

87. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Defensive Strategies  Divestiture  Selling a division or part of an organization  often used to raise capital for further strategic acquisitions or investments 5-87

88. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Divestiture Guidelines  When an organization has pursued a retrenchment strategy and failed to accomplish needed improvements  When a division needs more resources to be competitive than the company can provide  When a division is responsible for an organization’s overall poor performance  When a division is a misfit with the rest of an organization 5-88

89. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Defensive Strategies  Liquidation  selling all of a company’s assets, in parts, for their tangible worth  can be an emotionally difficult strategy 5-89

90. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Liquidation Guidelines  When an organization has pursued both a retrenchment strategy and a divestiture strategy, and neither has been successful  When an organization’s only alternative is bankruptcy  When the stockholders of a firm can minimize their losses by selling the organization’s assets 5-90

91. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Michael Porter’s Five Generic Strategies  Cost leadership  emphasizes producing standardized products at a very low per-unit cost for consumers who are price- sensitive  Differentiation  Producing products and services considered unique industry wide and directed at consumers who are relatively price-insensitive  Focus  Producing products and service that fulfill the needs of small groups of consumers 5-91

92. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Porter’s Five Generic Strategies 5-92

93. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Michael Porter’s Five Generic Strategies  Type 1  low-cost strategy that offers products or services to a wide range of customers at the lowest price available on the market  Type 2  best-value strategy that offers products or services to a wide range of customers at the best price-value available on the market 5-93

94. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Michael Porter’s Five Generic Strategies  Type 4  low-cost focus strategy that offers products or services to a niche group of customers at the lowest price available on the market  Type 5  best-value focus strategy that offers products or services to a small range of customers at the best price-value available on the market 5-94

95. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Cost Leadership Strategies  To employ a cost leadership strategy successfully, a firm must ensure that its total costs across its overall value chain are lower than competitors’ total costs 5-95

96. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Cost Leadership Strategies Two ways: 1. Perform value chain activities more efficiently than rivals and control the factors that drive the costs of value chain activities 2. Revamp the firm’s overall value chain to eliminate or bypass some cost-producing activities 5-96

97. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Cost Leadership Guidelines  When price competition among rival sellers is especially vigorous  When there are few ways to achieve product differentiation that have value to buyers  When most buyers use the product in the same ways  When buyers incur low costs in switching their purchases from one seller to another 5-97

98. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Differentiation Strategies  Differentiation strategy should be pursued only after a careful study of buyers’ needs and preferences to determine the feasibility of incorporating one or more differentiating features into a unique product that features the desired attributes 5-98

99. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Differentiation  When there are many ways to differentiate the product  When buyer needs and uses are diverse  When few rival firms are following a similar differentiation approach  When technological change is fast paced 5-99

100. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Focus Strategies  Successful focus strategy depends on an industry segment that is of sufficient size, has good growth potential, and is not crucial to the success of other major competitors  Most effective when consumers have distinctive preferences 5-100

101. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Focus Strategy Guidelines  When the target market niche is large, profitable, and growing  When industry leaders do not consider the niche to be crucial to their own success  When the industry has many different niches and segments  When few, if any, other rivals are attempting to specialize in the same target segment 5-101

102. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Strategies for Competing in Turbulent, High-Velocity Markets  Some industries change so fast that they are called turbulent, high-velocity markets. Examples include telecommunications, medical, biotechnology, pharmaceuticals, and computer hardware and software, and virtually all Internet-based industries.  High-velocity has become the rule rather than the exception, even in such industries as toys, phones, banking, defense, publishing, and communication.  Meeting the challenge of high-velocity change presents the firm with a choice of whether to react, anticipate, or lead the market in terms of its own strategies. 2-102

103. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Means for Achieving Strategies  Cooperation Among Competitors  Joint Venture/Partnering  Merger/Acquisition  Private-Equity Acquisitions  First Mover Advantages  Outsourcing 5-103

104. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Strategic Management in Nonprofit and Governmental Organizations Educational Institutions Medical Organizations Governmental Agencies and Departments

105. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall Strategic Management in Small Firms  Entrepreneurs are America’s role models, and almost everyone wants to own a business.  As hundreds of thousands of people have been laid off from work in the last two years, many of these individuals have started small businesses.  The strategic management process is just as vital for small companies as it is for large firms. Numerous magazine and journal articles have focused on applying strategic management concepts to small businesses. 2-105

106. Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 5-106 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall

107. 4-107 Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall