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1
WHY STRATEGIC THINKING?
Companies are operating in age of discontinuing change - an age of creative & constructive
destruction.
Business, technology and product life is shrinking.
Demographic shift in terms of consumer preference and requirements.
A direct promotion from Agricultural economy to service or Hi-tech economy in the new growth
economy.
A concept from liberalization, privatization & Globalization (LPG) to regionalization.
Shift from controlled economy to market driven economy.
Rich countries adopt deindustrialization.
Emergence of new Global Socio economic system and world orders.
Knowledge is replacing Infrastructure
Self-leadership is in, command and control out
Networks are replacing hierarchies
Wanted - employees with Emotional Intelligence.
Current Trends
Increasing environmental awareness
Growing health consciousness
Expanding seniors market
Impact of the Generation Y boom let
Declining mass market
Changing pace and location of life
Changing household composition
Increasing diversity of workforce & market
2
Challenge of Strategic Management
The performance of
some companies more
than meets strategic
management's
challenge
4
21st Century Competitive Landscape
5
21st Century Competitive Landscape
6
21st Century Competitive Landscape
Country Competitiveness Rankings
A countrys 1999 1998 Country Competitiveness Competitiveness
competitiveness is 1 1 Singapore
Index 1999
2.12
Index 1998
2.16
achieved through the 2 3 United States 1.58 1.41
accumulation of 3
4
2
6
Hong Kong
Taiwan
1.41
1.38
1.91
1.19
individual firms 5 5 Canada 1.33 1.27
6 8 Switzerland 1.27 1.10
strategic 7 10 Luxembourg 1.25 1.05
competitiveness in 8 4 United Kingdom 1.17 1.29
9 7 Netherlands 1.13 1.13
the global economy 10 11 Ireland 1.11 1.05
11 15 Finland 1.11 0.70
12 14 Australia 1.04 0.79
13 13 New Zealand 10.1 0.84
Achieving improved 14
15
12
9
Japan
Norway
1.00
0.92
0.97
1.09
competitiveness 16 17 Malaysia 0.86 0.59
allows a country's 17
18
16
30
Denmark
Iceland
0.85
0.59
0.61
-0.18
citizens to have a 19 23 Sweden 0.58 0.25
20 20 Austria 0.37 0.37
higher standard of 21 18 Chile 0.57 0.57
living 22
23
19
22
Korea
France
0.46
0.44
0.39
0.25
24 27 Belgium 0.39 -0.03
25 24 Germany 0.37 0.15 7
26 25 Spain 0.16 0.02
Changing Corporations
Stability & Structured & Gradual Change & Flexibility & Speedy, Fast
PRODUCT
MARKET FUNCTION
10
Strategic Management
Creating &
Why?
To ensure Growth Sustaining
with Profits in
the long-run!
Competitive
Advantages,
Globally
11
The Strategic Management System
Involves the full set of:
Strategic Competitiveness
Sustained Competitive Advantage
Above-Average Returns
12
Strategic Competitiveness
Achieved when a firm successfully formulates
and implements a value-creating strategy
Above-Average Returns
Returns in excess of what an investor expects to
earn from other investments with similar risk
13
BASIC CONCEPTS
STRATEGY: It is Unified, Comprehensive, and Integrated
long term plan that relates to the strategic advantages of the
firm to the challenges of the environment.
STRATEGIC MANAGEMENT: It is a stream of decisions and
actions which leads to the development of an effective
strategy to help achieve the corporate objective. It is a
continuous, iterative, & Cross functional process of matching
firm with its environment.
COMPETITIVE ADVANTAGE: is delivering superior value
advantage to your target customers relative to your
competitors. Or delivering equivalent customer value to your
target customers relative to your competitors , but at a lower
cost.
14
GAP OUT PUT
FIRM/BUSINESS
MISSION
OBJECTIVES
PURPOSE
17
Three Big Strategic Questions
Where Are We Now?
Where Do we Want to
Go?
18
The Five Task of Strategic Planning
Developing a Vision and a Mission
Setting Objectives
Crafting a Strategy
Implementing and Executing Strategy
Evaluating Performance, Reviewing the
Situation and Initiating Corrective Action
19
An organizations MISSION
reflects managements vision of what the
organization seeks to do and to become
sets forth a meaningful direction for the
organization
indicates an intent to stake out a particular
business position
outline Who we are, What we do, and Where
we are headed.
20
Setting Objectives
The purpose is to convert
the mission into Specific
Performance Targets
21
Two Types of Objectives are
Needed
FINANCIAL
OBJECTIVES
STRATEGIC
OBJECTIVES
Short-Run
Long-Run
22
Crafting a Strategy
HOW to out compete rivals and win a
competitive advantage.
HOW to respond to changing industry and
competitive conditions
HOW to defend against threats to the
companys well-being
HOW to pursue attractive opportunities
23
Crafting Strategy is an
Exercise in Entrepreneurship
Risk-taking and venture
someone's
Innovation and
business creativity
A keen eye for spotting
emerging market
opportunities
Choosing among
alternatives
24
Why Good Management of Strategy Matters
25
Why is a Companys Strategy
Constantly Evolving?
Changing market conditions
Moves of competitors
New technologies and production capabilities
Evolving buyer needs and preferences
Political and regulatory factors
New windows of opportunity
Fresh ideas to improve the current strategy
A crisis situation
26
What is a Strategic Plan?
A strategic plan
specifies where a
company is
headed and HOW
management
intends to achieve
the targeted levels
of performance.
27
Strategic Management Basic model
Options on
Learning
Competitive
points from
Positioning
deviations
Four Basic Elements
30
ENVIRONMENTAL APPRAISAL
ENVIRONMENTAL ENVIRONMENTAL
ANALYSIS DIAGNOSIS
O S
T W
ETOP
SAP
OFPP
ENVIRONMENTAL FACTORS
GOVERNMENTAL INTERNATIONAL
ECONOMICAL
POLITICAL
TECHNOLOGICAL
FIRM/BUSINESS
LEGAL
SOCIETAL
CULTURAL
32
Variables in Societal Environment
33
International Societal Environments
34
Industry Analysis
35
Porters Approach to Industry Analysis
36
Porters Approach to Industry Analysis
Product differentiation
Capital requirements
Switching costs
Cost disadvantages
Government policy
37
Porters Approach to Industry Analysis
Number of competitors
Rate of industry growth
Capacity
Diversity of rivals
38
SWOT analysis of strengths, weaknesses,
opportunities,and threats.
39
TOWS Matrix
40
CREATING STRATEGIC
MIND SET
41
Corporate Strategy
42
Initiation of Strategy
New CEO
43
Corporate Directional Strategies
COMBINATION STRATEGIES
DERIVED STRATEGIES
44
STRATEGIC VARIATIONS - EXPANSION
INTERNAL: Add new product, product line, market,
functions, redefine/ reposition of product market.
EXTERNAL : Take over, acquisition, merger.
RELATED : Synergic diversification.
UNRELATED: Non synergic diversification.
HORIZONTAL: Supplementary/ Complementary
Expansion.
VERTICAL: Integration.
ACTIVE: R & D, Entrepreneurial development.
PASSIVE: Imitation, adoption & adaptation.
45
IGOR ANSOFFS BUSINESS GROWTH MODEL
New products /New Markets
CO Unrelated
NEW CUSTOMERS BU RP
FOR EXISTING LINES SIN ORA Businesses
ES T
OF PRODUCTS S D E PL
NEW
E A
Related VELO NNIN
MARKETS / CUSTOMERS
Increase
Market Share NEW PRODUCT
Existing
SALES DEVELOPMENT, UPGRADES
Share of Business
MGMT.
EXISTING NEW
Products
PRODUCTS
* Corporate Strategy, I. Ansoff, Jan 1965, McGraw Hill, USA
46
SPIN OUT MANAGING
Creating New Business PROJECT
As an external Ventures
INTERNAL VENTURE
STRATEGY
Managing new products/ services,
development projects as
in company
Ventures
48
WHY THE FIRM PURSURE EXTERNAL EXPANSION
49
CRITICAL ISSUES RELATED TO M & A
STRATEGIC ISSUES:
It relates to the commonality of strategic interest. Strength of one firm may be
weakness of the other firm and vice versa. The firms can create Synergy and
complementing business situation.
FINANCIAL ISSUES:
These are related to (a) Valuation of selling firms based on assets, market
standing, share prices, earning potential etc. (b) Sources of financing for merger.
MANAGERIAL ISSUES:
It relates to professional compatibility and acceptance of managerial system of
selling company.
LEGAL ISSUES:
It is related to various issues of legal provisions such as Chapter V of the
Companies Act, the MRTP Act, and section 72A (I) of the Income Tax Act OR Anti
Trust Act, Shermans Act.
CULTURAL ISSUES:
It relates to the cultural compatibility of the organization, society, market etc.
LABOUR ISSUES: It relates to continuation of old staff and subsequent relations.
SOCIETAL ISSUES: It relates to the benefits of society and Social compatibility.
OTHER ISSUES: It relates to Political, Economic, Environmental factors.
50
REASONS FOR FAILUR OF EXTERNAL
GROWTH
Paying too much for the acquired firm.
Assuming that a growing market or product will be out
standing in market.
Leaping into merger without carefully studying the
consequences.
Diversifying in to areas in which the firm had too little
knowledge.
Buying too large a firm and thus incurring an
excessively large debt.
Trying to merge disparate corporate cultures.
Counting on key personnel staying after the merger.
51
DERIVED BUSINESS STRATEGIES
52
CO-OPERATIVE STRATEGIES
COLLUSION (SYNDICATING):
It is an active cooperation of firm for their individual and collective
advantages within an industry to reduce out-put and raise price in order to the
normal economic law of supply & Demand. Collusion may be
Explicit, in which firms co operate through direct communication and
negotiation, or
Tacit in which firms cooperate indirectly through an informal system of
signals.
Explicit is illegal under MRTP/ Anti trust Acts.
It can be successful if:
(1) There are small number of identifiable competitors.
(2) Cost are similar among firms.
(3) One firm tends to act as price leader or market leader.
(4) There is common industrial culture that accepts the cooperation.
(5) Sales are characterized by high frequency of small orders.
(6) There are high entry barriers to new competitors.
(Exp: Economic Scale of operation, Switching cost, Capital, Capacity, Regulations, market
accessibility, stage in learning curve, Brand loyalties etc )
53
MUTUAL CONSORTIA Complemented Grouping:
LICENSING ARRANGEMENT:
It is an agreement in which the licensing firm (licensor) grants rights to
another firm( licensee) in another country or market to produce and/or
sell a product or services. The licensee pays compensation (Royalties,
profit sharing, or lump sum payment) to the licensing firm in return for
technical expertise.
It is useful strategy if the trademark or brand name is well known. It is
also useful when there is Entry barrier for a MNC.
54
STRATEGIC ALLIANCE (Partnering):
It is a partnership of two or more corporations or business units to achieve
strategically significant objectives which can be mutually beneficial. Some alliance
are short term till the product is established, while the others are longer lasting,
resulting in merger.
The reasons for alliance are:
55
SPECIFIC ALLIANCE
Production Alliance: Two or more companies share the
common manufacturing facilities, existing or new facilities.
Marketing Alliance: Two or more companies share
marketing services expertise and facilities.
Financial Alliance: Companies joint together in order to
reduce financial risks associated with the activities & share the
profit in proportion to financial contribution.
Research & Development Alliances: Fast changing
technology, high cost of R & D and need of being ahead of
changes, force companies to form alliance in R & D area.
Human Resources Alliance: Alliance for outsourcing
56
BREAK UP OF ALLIANCE:
Incompatibility between/among partners in
management style, financial position,
culture, business interest.
Access to information.
Distribution of Income.
Change in business environment.
Acquiring the strength of partner: The
companies over a period of alliance,
acquire the strengths of the partner and
starts new operations in competitions.
57
STRATEGIC JOINT VENTURE
Joint ventures (JV) are partnership in which two or more firms carry
out a specific project or business in a selected area of industry in a
form of new venture. Ownership of the original firms remains
unchanged. Actually, corporate partnership are formed with specific
and time bound objectives which, once achieved, leaves little
reasons for the alliance to continue. Joint venture can be
temporary or it can be long term. JV that last longer do so because
their objectives have been redesigned.
Every JV:
1. Has a scheduled life cycle, which will end sooner or later
(5 to 10 years)
2. Has to be dissolved when it has outlived its life cycle.
3. Change in environment forces joint venture to be redesigned
regularly
4. Translations seek to absorb their partners competencies.
5. It is a contractual obligation on fragile platform.
58
Strategic reasons for Formation of JV
1. Foreign firms are allowed to operate only if they enter into a JV with local
partner.
2. Size of the project may be very large and one company accomplish it.
3. Some projects require multidimensional technology that no one firm
possesses. Firm with different, but compatible technology may join
together.
4. One firm with technology competence and another with managerial
competence join together.
5. A foreign firm with technology competence joins with a domestic firm with
marketing competence.
6. While setting up of an organization requires surmounting hurdles such as
import quota, tariffs, nationalistic political interest and cultural road block,
Governments support for the JV.
7. JV are undertaken for a variety of reasons like political, economic or
technological
TYPES OF JV:
(A) SPIDER WEB
(B) GO-TOGATHER & SPLIT
(C) SUCCESSIVE INTEGRATION
59
Building Competitive
Advantage Through Business
Level Strategy
60
Corporate Value Chain
61
Porters Generic Competitive Strategies
62
What is a Business level strategy
64
Build
RESOURCES
Differentiatio
n
BUSINESS
STRATEGIES
Superior:
Efficiency
Quality Value profitabili
DISTINCTIVE
Innovation creatio ty
COMPETENCIES
Customer n
responsiven
ess
Low cost
Build
CAPABILITIES
65
Product/Market/Distinctive-Competency
Choices and Generic Competitive
Strategies
Cost
Differentiation Focus
Leadership
Low Low to High
Product High (Principally
(Principally by (Price or
Differentiation by Uniqueness)
Price) Uniqueness)
High (Many
Market Low (Mass Low (One or a
Market
Segmentation Market) few Segments)
Segments)
Research &
Manufacturing Any kind of
Distinctive Development,
and Materials Distinctive
Competency Sales &
Management Competency
Marketing
66
Cost Leadership
71
Focus Strategies
Focus Strategies position a company to
compete for customers in a particular market
segment, which can be defined
geographically, by type of customers, or by
region or even by locality.
72
Focus Strategies
Focused Cost Leadership Strategy :
If a company uses a focused low cost approach, it
competes against the cost leader in the market
segment in which it has no cost disadvantage.
Focused Differentiation Strategy :
If a company uses a focused differentiation
approach, then all the means of differentiation that
are open to the differentiator are available to the
focused company.
73
Advantages
A focused companys competitive advantage stem
from the source of its distinctive competency:
efficiency, quality, innovation, or responsiveness to
customers.
The company is protected from rivals to the extent
that it can provide a product or service they cannot.
This ability also gives the focuser power over its
buyers because they cannot get the same things
from anyone else.
74
Disadvantages
Powerful suppliers
The focusers niche can suddenly disappear
because of technological change or change in
customers tastes.
The focuser is vulnerable and has to defend its
niche constantly.
75
Competitive positioning and
business level strategy
Strategic group Analysis
Investment Analysis
Game Theory
76
Strategic group Analysis
Strategic group analysis helps a company identify the
strategies that its industry rivals are pursuing.
It allows managers to uncover the most important basis
of competition in an industry and identify products and
market segments where they can compete most
successfully for customers.
Such analysis also helps to reveal what competencies are
likely to be most valuable in the future so that companies
can make the right investment decision.
77
Investment Analysis
An Investment Strategy sets the amount and type of
resources human, financial and functional that
must be invested to maximize a companys
profitability over time.
Two factors are crucial in choosing an investment
strategy:
The strength of a companys position in an industry relative
to its competitors.
The stage of the industrys life cycle in which the company
is competing.
78
Game Theory
79
Business Level Strategies Help To
Improve
1.Efficiency
2.Quality
3.Innovation
4.Customer responsiveness
80
Industry Generic Strategies
Force
Cost Leadership Differentiation Focus
uyer
Buyer Ability to offer lower price to powerful
buyers. Large buyers have less power to
Ability to offer lower price to
powerful buyers. Large buyers have
Ability to offer lower price to
powerful buyers. Large buyers
ower negotiate because of few close alternatives. less power to negotiate because of have less power to negotiate
Large buyers have less power to negotiate few close alternatives. Large buyers because of few close alternatives.
because of few alternatives. have less power to negotiate because Large buyers have less power to
of few alternatives. negotiate because of few
alternatives.
ivalry
Rivalry Better able to compete on price.Brand
loyalty to keep customers from rivals.Rivals
Better able to compete on
price.Brand loyalty to keep
Better able to compete on
price.Brand loyalty to keep
cannot meet differentiation-focused customers from rivals.Rivals cannot customers from rivals.Rivals
customer needs. meet differentiation-focused
81
cannot meet differentiation-
RETRENCHMENT STRATEGY
Common Retrenchment Strategies: Turnaround, restructuring,
Divesting, Bankruptcy, Liquidation
83
International Strategy Opportunities and Outcomes
Identify Explore Use Core Strategic
Internatiodgd Resources and Competence Competitiveness
gnal Capabilities Management Outcomes
Opportunities Problems
International Modes of and Risk
Strategies Entry
Increased International Exporting
Market Size Business-Level Higher
Strategy Exporting Performance
Return on
Investment Multidomestic Returns
Strategic
Strategy
Economies of Alliances
Scale and Global
Acquisition
Learning Strategy
Innovation
Location Transnational Establishment of
Advantage Strategy New Subsidiary
Management
Problems
and Risk 84
International Strategy Lifecycle
Selling Products or Services Outside a Firms Domestic Market
2 Product Demand
Develops and
Firm Exports
Products
1 Firm Introduces 3 Foreign
Innovation in
Domestic Market Competition
Begins Production
5 Production Becomes
Standardized and is
Relocated to Low Cost
4 Firm Begins
Countries Production Abroad
85
Motivations for International Expansion
Increase Market Share
Domestic market may lack the size to support efficient
scale manufacturing facilities
Example: Japanese electronics or
automobile manufacturers
Return on Investment
Large investment projects may require global markets to justify
the capital outlays
Example: Aircraft manufacturers Boeing or Airbus
Location Advantages
Low cost markets may aid in developing
competitive advantage
May achieve better access to:
- Raw materials - Key customers
- Lower cost labor - Energy
- Key suppliers - Natural resources 87
Porters Determinants of National Advantage
Home Country of Origin Is Crucial to International Success
International Differentiation
Countries with advanced or specialized factor
conditions most likely to use this strategy
Example: Japan, Germany, U.S.
89
Business-Level International Strategies
Multi-Domestic Strategy
Three
Corporate Global Strategy
Strategies
Transnational Strategy 91
Corporate-Level International Strategies
Multi-Domestic Strategy
High
Need for
Global
Integration
Multi-
Domestic
Low
Low High
Need for Local Market Responsiveness 95
International Corporate Strategy
When is each strategy appropriate?
High
Global Trans-
Strategy national
Need for
Global
Integration
Multi-
Domestic
Low
Low High
Need for Local Market Responsiveness 96
Choice of International Entry Mode
Exporting
Exporting
105
PORTFOLIO ANALYSIS
106
Stages of the Industry Life Cycle
107
PRODUCT LIFE CYCLE
Most product sales observed over long periods can be
portrayed as bell shaped curves Product life cycle curves
which can be typically divided into four stages: Introduction,
Growth, Maturity and Decline.
Product Life Cycle asserts four things.
1. Products have limited life.
2. Product Sales pass through distinct stages, each posing
different challenges, opportunities and problems to the seller.
3. Profits rise and fall through different stages of the life cycle.
4. Products require different marketing, financial,
manufacturing, purchasing and H.R. strategies in each life cycle
stage.
Growth-Slump-Maturity pattern (small kitchen appliances)
Cycle Recycle Pattern
Scalloped Pattern (succession of PLCs; eg: Nylon)
108
INTRODUCTION - STRATEGIES
Sales growth tends to be slow - Delays in production capacity
expansion /technical problems; Distribution/retail chains being put up;
sales expensive as conversion rates are lower (innovators).
Promotion at the highest ratio to sales inform customers, induce
trial and secure distribution in retail outlets.
Prices tend to be high as costs are higher.
Hi
SLOW RAPID
SKIMMING SKIMMING
PRICE
SLOW RAPID
PENETRATION PENETRATION
Lo Hi
PROMOTION 109
PLC - GROWTH STAGE
Introduction is followed by a stage marked by rapid climb in
sales. Companies starts to eye for market share.
Growth is a period of rapid market acceptance & substantial
profit improvement.
Innovators, early adaptors like the product and continue to
buy the product while middle majority starts trying.
New competition as sales and profits are growing. The stage
where we see entry of competition in large numbers.
Prices remain where they are or fall slightly to allow better
penetration or for entry into other segments.
Time noted for the introduction of variants/ brand extensions.
Companies maintain promotion at same or higher level.
Profits increase even with higher promotion costs as it gets
spread over higher sales volume. 110
PLC - GROWTH STAGE
MARKETING STRATEGIES
Firm improves product quality and adds new features and
models.
Enters new market segments.
Enters new distribution channel.
Advertising focus shifts from awareness / knowledge to
Interest/desire/conviction.
Prices should be reduced (or low priced variants launched)
at the right time to attract the next level of price sensitive
customers.
Faces tradeoff between high market share to high current
profit.
Firm that pursues market expansion strategy will improve its
competitive position. 111
PLC - MATURITY STAGE
Many products which we see around us are in the maturity
stage of PLC.
A stage characterized by the slow down in the growth rate.
Most of practical Marketing management deals with a
mature product. Hence the most important phase in PLC.
Three Phases
1. Growth Maturity: Sales growth starts to fall due to
distribution saturation. Growth predominantly due to trial by
laggards.
2. Stable Maturity: Most potential customers have tried the
product. Future sales governed by population growth and
replacement demand.
3. Decaying Maturity: Absolute level of sales decline.
Slow down in sales growth causes over-capacity -----
Intensified competition ----- price wars ---- profit Erosion----
weak exit. 112
MATURITY STAGE STRATEGIES
R&D spends are increased to find better versions.
Increased advertising spends.
More Consumer / Dealer cuts.
Three types of interventions are taken up by Marketers.
1. Market Modification:
Company should not try to conserve but should try &
expand market for its Brand.
Sales vol. = No. of users X usage rate.
Try expand the no. of Brand Users by:
Convert non users: Attempts to convert non coffee drinkers
to try coffee.
Enter new market segments: Johnson & Johnson baby
shampoo for adults, Cerelac adapted for the senile.
Win competitors customers: Pepsi/Coke, NIIT/Apple.
113
MATURITY STAGE STRATEGIES
Volume can also be increased by focusing on the Current
Users convincing them to use more.
More frequent use: Biscuits an all time snack, Coke instead
of coffee/tea, clinic shampoo, variety of SKU, vending
machines.
More usage per Occasion: Shampoo giving better results in
two rinsing, more SKUs.
New more varied uses: Recipe route tried out by microwave
oven manufacturers, Sachets by shampoo manufacturers
for travelers, Arm & Hammer Baking soda as a refrigerator
deodorant.
2. PRODUCT MODIFICATION
Stimulate sales by modifying the products characteristics
by improvements in quality, feature and style.
114
STRATEGIES FOR MATURE STAGE
2. PRODUCT MODIFICATION
Quality Improvement:
Functional performance improved- for cars, TV, white
goods - New Improved eg: Santro Xing, Indica V2.
Plus launch - from FMCG manufacturers --------- stronger,
bigger, better, Lifebuoy Plus.
Aimed at triggering Brand switching
Style Improvement:
Aimed at increasing aesthetic appeal.
Periodic intro of color variants by auto manufacturers.
Consumer/packaged food bringing packaging /color
variants.
Advantages: Unique identity / can secure loyal customers.
Major disadvantage arises from the fact that it is difficult to
judge customer preferences --- risk of losing those who
liked earlier version 115
STRATEGIES FOR MATURE STAGE (contd.)
Advantages of feature improvements
Build progressive and leadership image for co. (Maruti)
New features can be made optional (adapted or dropped
easily).
Helps to win loyalty of some segments.
Cost effective publicity.
Can generate enthusiasm for sales force and dealers.
Main disadvantage is that many of these can be easily
imitated.
3. Marketing Mix Modifications:
Product Manager should also try to stimulate sales by
modifying Mktg. Mix.
Price: Decision whether a price cut will attract new
customers.
Trying price specials, early bird discounts, easier credit
terms to retain loyal customers.. 116
MATURITY STAGE STRATEGIES
3. Marketing Mix Modifications:
Advertising: Change message- copy, media- vehicle mix,
timing/frequency, to target new audience.
Build new brand identity / image.
Direct comparison Ads about competition.
Sales Promotion: Step up trade discount
Price offs, Rebates, warranties, festival offers, gifts etc.
Personal selling: should the quality of sales people or their
area of specialization need to be changed.
Questions on territory revisions; incentive plans; planning of
sales call etc.
Services: can the company speed up delivery. Extending
technical services.
Disadvantages: can be easily copied. Mass distribution and
penetration efforts may not help can lead to profit erosion.
117
STRATEGIES FOR DECLINE STAGE
Sales of most products/brands eventually decline .
1. Technological advancements in the product category.
2. Consumer shifts in taste & perception.
3. Increased domestic & foreign competition------
price cutting/ over capacity/ profit erosion.
Drop Decision:
Sell/transfer to someone
Should drop slowly or fast.
Inventory/service level to be maintained.
119
P.L.C WEAKNESSES
No Uniform Shape:
An S shaped curve describes only shape of PLC while most
of them vary or are unique.
Unpredictable Turning Points:
While most products do peak and then fall there is no
specific turning point.
Difficult to Decide the Stages:
A dormant sales (flat) pattern may denote the product has
reached maturity while it may be just that the product has
touched a plateau before another growth period.
Tendency to drop a product due to such readings can turn
out to be fatal due to the risks involved in new product
development.
120
P.L.C WEAKNESSES
Unclear Implications:
Growth phase may or may not be associated with
high profit margin.
Rapid growth can be associated with low profits and
decline can be very profitable.
Product Oriented:
Fails to understand the changes in the requirement
of customers / strategies of competitors,
attractiveness of new market to competitors/
Emergence of technologies etc.
Technologies, needs/ demands, product categories
have different driving forces.
121
P.L.C WEAKNESSES
No Uniform Shape: An s shaped curve describes only
shape of PLC while most of them vary or are unique.
Unpredictable Turning Points: While most products do
peak and then fall there is no specific turning point.
Difficult to Decide the Stages : A dormant sales (flat)
pattern may denote the product has reached maturity
while it may be just that the product has touched a
plateau before another growth period. Tendency to drop
a product due to such readings can turn out to be fatal
due to the risks involved in new product development
Unclear Implications: Growth phase may or may not be
associated with high profit margin. Say rapid growth can
be associated with low profits and decline can be very
profitable.
Product Oriented: Fails to understand the changing
requirement of customers / strategies of competitors,
attractiveness of new market to competitor-ors /
Emergence of technologies etc.
Technologies, needs/ demands, product categories have
different driving forces.
122
BCG Portfolio Matrix
MARKET SHARE DOMINANCE
HIGH LOW
MARKET GROWTH RATE
$
LOW
123
BCG Matrix
Relative Market Share Position
High Medium Low
1.0
High
Industry Sales Growth Rate
Med
124
BCG Matrix
125
BCG Portfolio Matrix Example
MARKET SHARE DOMINANCE
HIGH LOW
Sub-Notebooks Integrated
MARKET GROWTH RATE
PROBLEM
STAR CHILD
CASH
COW DOG
126
Boston Consulting Group (BCG)
Matrix
When a firms divisions compete in
different industries, a separate strategy
often must be developed for each
business.
To enhance and formulate strategies.
To manage its portfolio of businesses
Focuses on relative market share
position and the industry growth rate.
127
BCG Matrix
Pie Chart corresponds to corporate revenue
generated by that business unit.
The pie slice indicates the proportion of
divisions profit.
Divisions located
Quadrant I is called Cash Cows,
Quadrant II is called Dogs.
Quadrant III is called Question Marks,
Quadrant IV is called Stars,
128
Cash Cows
High relative market share but compete in a
low-growth industry
Generate cash in excess of their needs
Milked i.e. cash for other purposes
Manages to maintain strong position as long as
possible
Product development
Concentric diversification
Retrenchment or divestiture if the division becomes
weak
129
Dogs
Low relative market share and compete in
a slow- or no-growth industry
Weak internal and external position
Liquidation
Divestiture
Retrenchment
130
Question Marks
Low relative market sharecompete in a
high growth industry
Cash needs are high
Cash generation is low
Decision: strengthen by pursuing an
intensive strategy, e.g. to sell them.
131
Stars
High relative market share and a high
industry growth rate
Represent the organizations best long-
run opportunities for growth and
profitability.
Substantial investment to maintain or
strengthen their dominant position.
Integration strategies
Intensive strategies
Joint ventures
132
BCG Matrix & Benefit
Setting the path for growth
Knowing dead investments
Draws attention to the cash flow,
Investment characteristics
Needs of an organizations various
divisions.
To achieve a portfolio of divisions that are
Stars.
133
BCG Matrix Limitations
Viewing every business as a star, cash cow,
dog, or question mark is overly simplistic.
Middle of the BCG matrix is not easily classified.
The BCG matrix does not reflect whether or not
various divisions or their industries are growing
over time.
Other variables besides relative market share
position and industry growth rate in sales are
important in making strategic decisions about
various divisions.
134
G.E Strategic Planning Model
Business Strength
Strong Average Weak
Industry Attractiveness
High
Medium
Low
136
Parenting-Fit Matrix
Low
Heartland
and parenting characteristics
MISFIT between critical success
Ballast
Edge of
Heartland
Alien
Territory
factors
Value Trap
High
Low High
FIT between parenting opportunities
and parenting characteristics
137
McKinseys 7 S Model
Strategy
Structure Systems
Super
Ordinate
Goals-
Shared
Values
Style Skills
Staff 138
Implementation of a strategy
139
Strategy Implementation
Sum total of the activities
and choices required for
the execution of a
strategic plan.
Process by which strategies
and policies are put into
action through programs,
budgets, and procedures.
The toughest phase in
Strategy Management
140
Strategy Implementation
141
DESIGN OF OBJECTIVES
IS STRATEGY & COMMUNICATE TO
CONCERNED
FUNCTIONAL?
EVALUATION OF
OUT COME STRATEGIC ORGANISATION DESIGN
IMPLEMENTATION & DEVELOPMENT
TRAINING & &
DEVELOPMENT OF CONTROL
MANAGERS PROCESS DELEGATION OF TASK &
AUTHORITIES &
RESPOSIBILITIES
DESIGN OF SIS /MIS
RESOURCES
MOBILISATION &
DESIGN OF ALLOCATION
PERFORMANCE
STANDARD
142
The Nature of Strategy Implementation
143
The Nature of Strategy Implementation
Strategy Implementation can have a low success rate
144
The Nature of Strategy
Implementation
Successful Strategy Implementation
145
Formulation vs. Implementation
Formulation focuses on effectiveness
Implementation focuses on efficiency
Formulation is primarily an intellectual process
Implementation is primarily an operational process
Formulation requires good intuitive & analytical skills
Implementation requires special motivational &
leadership skills
Formulation requires coordination among a few
individuals
Implementation requires coordination among many
individuals
146
Nature of Strategy
Implementation
Strategy Implementation
147
Nature of Strategy
Implementation
Implementation Activities
148
Nature of Strategy
Implementation
Management Perspectives
Shift in responsibility
Division or
Strategists Functional
Managers
149
Management Issues
Annual Objectives
Resources
Management
Issues Organizational structure
Restructuring
150
Management Issues (contd)
Resistance to Change
Management
Issues Production/Operations
151
Management Issues
Purpose of Annual Objectives --
152
Management Issues
Resource Allocation
enables resources to be allocated
according to priorities established by
annual objectives.
153
Management Issues
4 Types of Resources
1. Financial resources
2. Physical resources
3. Human resources
4. Technological resources
154
Management Issues
155
Structure should be designed to
facilitate the strategic pursuit of a firm
Organizational
New strategy New administrative
performance
Is formulated problems emerge
declines
Organizational
New organizational
performance
structure is established
improves
156
Management Issues
Restructuring
157
Management Issues
Reengineering
In reengineering, a firm uses
information technology to break down
functional barriers and create a work
system based on business
processes Reconfiguring or
redesigning work, jobs, & processes to
improve cost, quality (alteration of
Scott Mortons value chain) Think of
an example.
158
Management Issues
Resistance to Change -- Single
greatest threat to successful strategy
implementation
Raises anxiety; fear concerning:
economic loss, Inconvenience or Uncertainty
160
Marketing Issues
1. Market segmentation
2. Product positioning
161
Marketing Issues
Market Segmentation: Subdividing of a
market into distinct subsets of customers
according to needs and buying habits
162
Marketing Mix Component Factors
Product Place Promotion Price
Distribution
Quality Advertising Level
channels
Distribution Discounts &
Features Personal selling
coverage allowances
Inventory
Packaging
levels/locations
Transportation
Product line
carriers
Warranty
Service level
163
163
Marketing Issues
Product Positioning
164
Finance/Accounting Issues
165
Research & Development
Issues
166
Research & Development
Issues
167
Management Information
Systems (MIS) Issues
MIS used to :
Information collection, retrieval, & storage
Keeping managers informed
Coordination of activities among divisions
Allow firm to reduce costs
168
Stages of the Industry Life Cycle
Stage
Introduction Growth Maturity Decline
Factor
169
Stages of the Industry Life Cycle
Stage
Introduction Growth Maturity Decline
Factor
170
Evaluation and Control
Return on
Investment
(ROI)
Earnings per
Traditional
Share
Financial (EPS)
Measures
Return on
Equity
(ROE)
171
THANK YOU.
172