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Chapter Eight
Strategic Management
The set of managerial decisions and actions that determines the long-run performance of an organization.
SWOT Analysis
Mission
States the purpose of the organization. Identifies the scope of its products/services. eBay: To provide a global trading platform where practically anyone can trade practically anything.
Examine the external environment to see what trends and changes are occurring.
Specificcustomers, competition, suppliers, public pressure groups Generaldemographics, legal/political, economic, global, technological, sociolcultural Enronderegulation of the energy industry Automobile industryprice of gasoline
Determine strengths.
Determine weaknesses.
Determine core competenciesthe major value-creating skills and resources that determine its competitive weapons.
Fedexreliability
SWOT Analysis
Worcester State College
SWOT Analysis
Vertical integrationChoose to grow by controlling inputs (backward integration), outputs (forward integration), or both.
Horizontal integrationChoose to grow by combining with other organizations in the same industry. Monitored by Federal Trade Commission because decreases competition.
Renewal strategy
Designed to address organizational weaknesses that are leading to performance declines. Cut costs and restructure operations.
1.
2.
Market Share
Low
High
Stars
Question Marks
Cash Cows
Low
Dogs
Competitive Advantage
What sets an organization apart. Comes from its core competencies.
Dells ability to create a direct selling channel thats highly responsive to its customers. Walmarts ability to monitor and control inventories and supplier relations more efficiently through the use of its information systems .
According to Michael Porter, the right strategy fits the organizations strengths (resources and capabilities) and its industry.
Economies of scale, brand loyalty, and capital requirements Switching costs, buyer loyalty
Number of customers in the market, customer information, availability of substitutes
2. 3.
Threat of substitutes
5.
Current rivalry
2.
3.
Support business-level strategies (cost leadership, differentiation, focus). Operate from functional department level.
Marketing Human Resources Finance Manufacturing Research & Development
Rule of Three
Competitive forces in an industry, if kept relatively free of government interference or other special circumstances, will inevitably create a situation where three companies dominate any given market.
Fast foodMcDonalds, Wendys, Burger King Credit cardsVISA, MasterCard, Amex U.S. AutomakersGeneral Motors, Ford, DaimlerChrysler Global Food ProductsNestle, Unilever, Kraft
Two companies tend to lead to monopolistic pricing or mutual destruction. Four companies tend to lead to continual price wars which can be detrimental.
Big three (Wal-Mart, Costco, Target) Super-niche (Kohls, TJ Maxx, Marshalls) Ditch dweller (Kmart)
Provide an online sales configurator that allows customers to build their own products.
Provide chat rooms or discussion boards for customers to interact with others who have common interests.
Breaking down a goal or a set of intentions into steps, formalizing and implementing those steps, and anticipating the results of each step. Rearranging established categories. Involves intuition and creativity. Outcome is a nottoo-precisely articulated vision of direction for the organization. Inventing new categories. Synthesizing experiences into a novel strategy. (Polaroid)
Prediction is possible. Certain repetitive patterns, such as seasons, my be predictable. Forecasting discontinuities, such as a technological innovation or a price increase, is virtually impossible.
Strategists can be detached from the subjects of their strategies. Need soft data, including gossip and other intangible scraps of information. Inadvertent strategies emerge through the learning process.
The strategy-making process can be formalized. Formal procedures never will be able to forecast discontinuities, inform detached managers, or create novel strategies. Formalization implies a rational sequence from analysis to action. Often, however, organizations learn by doing.
Usefulness of Planning
Planning as strategic programming. Plans as tools to coordinate, communicate and control. Planners as strategy finders. Planners as analysts. Planners as catalysts.