2013 IO Marketing Proprietary and Confidential

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Roadmap

The strategic management process Mission and vision statements Analyzing strategic drivers and core competencies SWOT analysis Scenario planning

2013 IO Marketing Proprietary and Confidential

The Strategic Management Process

Define the business and its mission. Perform external and internal audits. Translate the mission into strategic goals. Generate and select strategies to reach strategic goals. Implement the strategy. Evaluate performance.

2013 IO Marketing Proprietary and Confidential

A Comprehensive Strategic-Management Model

2013 IO Marketing Proprietary and Confidential

Vision and Mission

A vision statement tells people Where we want to go What we want to become What we want to accomplish Why it is important And a mission expresses the organizations: Purpose - the needs we exist to address Business - what are we doing to address these Values - what principles or beliefs guide our work

Examples of Mission Statements

CORPORATION OF DADE

To provide information services in local-exchange and exchange-ac APEX ELEVATOR To provide a high-reliability, error-free method for moving people and products up, down, and sideways within a building
To provide information services in local-exchange and exchange-access

markets within its franchised area, as well as cellular phone and paging. services.
JOSEPHSON DRUG COMPANY, INC.

To provide people with longer lives and higher-quality lives by applying research efforts to develop new or improved drugs and health-care products.

2013 IO Marketing Proprietary and Confidential

Strategy Types
Corporate
Concentration Vertical integration Diversification

Status quo
Investment reduction Strategic alliances/joint ventures

Competitive
Cost leadership
Differentiation Focus

2013 IO Marketing Proprietary and Confidential

Forces Driving Industry Competition

2013 IO Marketing Proprietary and Confidential

Examples of a Companys Strengths, Weaknesses, Opportunities, and Threats

2013 IO Marketing Proprietary and Confidential

How to Test the Quality of Your Strategy

Does your strategy fit with whats going on in the environment? Does your strategy exploit your key resources? Will competitors have difficulty keeping up with you? Are the elements of your strategy internally consistent? Do you have enough resources to pursue this strategy? Can your strategy be implemented?

2013 IO Marketing Proprietary and Confidential

Strategy Types
Corporate
Concentration Vertical integration Diversification

Status quo
Investment reduction Strategic alliances/joint ventures

Competitive
Cost leadership Differentiation Focus

2013 IO Marketing Proprietary and Confidential

How to Benchmark

as pricing, and dont look for new product information. Keep information you receive confidential. Focus on a specific problem and define it carefully Use employees who will actually implement changes to identify the best-practices companies and to conduct on-site studies. Be willing to share information with others. Avoid sensitive issues such

2013 IO Marketing Proprietary and Confidential

BCG Matrix

2013 IO Marketing Proprietary and Confidential

Scenario Planning Principles

Scenarios have value only to the extent that they inform decision makers and influence decision making. Scenarios add value to decision making only when managers and others use them to systematically shape questions about the present and the future, and to guide how to go about answering them. In each step of developing scenarios, the emphasis must be on identifying, challenging, and refining the substance of managers mindsets and knowledge.

2013 IO Marketing Proprietary and Confidential