1. Management, 7e Schermerhorn Chapter 8 Prepared by Michael K. McCuddy Valparaiso University John Wiley & Sons, Inc

2. Schermerhorn - Chapter 82 Chapter 8 Strategic Management  Planning ahead—study questions –What are the foundations of strategic competitiveness? –What is the strategic management process? –What types of strategies are used by organizations? –How are strategies formulated? –What are current issues in strategy implementation?

3. Schermerhorn - Chapter 83 What are the foundations of strategic competitiveness?  Basic concepts of strategy: – Competitive advantage—operating in a successful way that is difficult for competitors to imitate. – Sustainable competitive advantage— consistently dealing with market and environmental forces better than competitors.

4. Schermerhorn - Chapter 84 What are the foundations of strategic competitiveness?  Basic concepts of strategy: – Strategy—a comprehensive action plan providing long-term direction and guiding resource utilization to accomplish organizational goals with sustainable competitive advantage. –Strategic intent—focusing all organizational energies on a unifying and compelling goal.

5. Schermerhorn - Chapter 85 What are the foundations of strategic competitiveness?  Basic concepts of strategy: – Strategic management—the process of formulating and implementing strategies to accomplish long-term goals and sustain competitive advantage.

6. Schermerhorn - Chapter 86 What are the foundations of strategic competitiveness?  Strategic management goals –Formulate and implement strategies that yield long-term, sustainable competitive advantage. –Create above-average returns for investors. Earning above-average returns depends in part on the organization’s environment.

7. Schermerhorn - Chapter 87 What is the strategic management process?  Strategy implementation –The process of allocating resources and putting strategies into action. –All organizational and management systems must be mobilized to support the accomplishment of strategies.

8. Schermerhorn - Chapter 88 What is the strategic management process?  Analysis of values –Values are broad beliefs about what is or is not appropriate. –Organizational culture reflects the dominant value system of the organization as a whole.

9. Schermerhorn - Chapter 89 What is the strategic management process?  Analysis of objectives –Operating objectives direct activities toward key and specific performance results. –Typical operating objectives: Profitability Market share Human talent Financial health Cost efficiency Product quality Innovation Social responsibility

10. Schermerhorn - Chapter 810 What is the strategic management process?  Analysis of organizational resources and capabilities –Assessing organizational Strengths and Weaknesses within SWOT analysis –Identifying core competencies Technology Human resources Manufacturing approaches Management talent Financial strength

11. Schermerhorn - Chapter 811 What is the strategic management process?  Analysis of industry and environment –Assessing Opportunities and Threats within SWOT analysis –Assessment of actual and future environmental conditions Macro environment Industry environment –Unattractive industry –Attractive industry

12. Schermerhorn - Chapter 812 What types of strategies are used by organizations?  Levels of strategy –Corporate strategy—directs the organization as a whole toward sustainable competitive advantage. –Business strategy—sets the strategic direction for a single business unit or product line. –Functional strategy—guides the use of resources to implement business strategy, focusing on activities within a specific area of operations.

13. Schermerhorn - Chapter 813 What types of strategies are used by organizations?  Cooperative strategies –Strategic alliances—two or more organizations partner to pursue an area of mutual interest. –Types of strategic alliances: Outsourcing alliances Supplier alliances Distribution alliances

14. Schermerhorn - Chapter 814 How are strategies formulated?  Opportunities for achieving sustainable competitive advantage: –Cost and quality –Knowledge and speed –Barriers to entry –Financial resources

15. Schermerhorn - Chapter 815 How are strategies formulated?  Business-level strategy formulation –Focus on finding ways to do a better job of attracting customers within a given business or industry. –Helpful planning tools in formulating business- level strategies: Porter’s generic strategies Product life cycle

16. Schermerhorn - Chapter 816 How are strategies formulated?  Porter’s generic strategies model –Business-level strategic decisions are driven by: Competitive scope Source of competitive advantage –Competitive scope and source of competitive advantage combine to generate four generic strategies.

17. Schermerhorn - Chapter 817 How are strategies formulated?  Porter’s generic strategies model –Generic strategies for gaining competitive advantage: Differentiation strategy Cost leadership strategy Focused differentiation strategy Focused cost leadership strategy

18. Schermerhorn - Chapter 818 How are strategies formulated?  Product life cycle – A series of stages that a product or service goes through during the life of its marketability. –Stages of the life cycle: Introduction Growth Maturity Decline

19. Schermerhorn - Chapter 819 How are strategies formulated?  Product life cycle –Introduction and growth stages Use differentiation and prospector strategies –Maturity stage Use focus and/or cost leadership strategies –Decline stage Use defender or analyzer strategies

20. Schermerhorn - Chapter 820 How are strategies formulated?  Corporate-level strategy formulation –Key issue is the selection and refinement of the organization’s mix of businesses. –Approaches to formulating business-level strategies: Portfolio planning Adaptive strategies

21. Schermerhorn - Chapter 821 How are strategies formulated?  Portfolio planning approach –Designed to help managers decide on investing scarce organizational resources among competing business opportunities. –Useful for multibusiness or multiproduct situations.