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PowerPoint Presentation by Charlie Cook The University of West Alabama Copyright 2006 Thomson Business and Economics. All rights reserved.
Learning Outcomes
After studying this chapter, you should be able to:
1. Describe how strategic planning differs from operational planning. 2. State the differences among the three strategic levels: corporate, business, and functional. 3. Explain the reason for conducting an industry and competitive situation analysis. 4. Explain the reason for conducting a company situation analysis. 5. List the parts of an effective written objective. 6. Describe the four grand strategies: growth, stability, turnaround and retrenchment, and a combination of these. 7. Describe the three corporate growth strategies: concentration, integration, and diversification.
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4. 5. 6.
7.
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Planning Dimensions:
Exhibit 51
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Operational Planning
The process of setting short-range objectives and determining in advance how they will be accomplished.
Strategy
A plan for pursuing the mission and achieving objectives.
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Exhibit 52
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Strategic Planning
Corporate-Level Strategy
The plan for managing multiple lines of businesses
Business-Level Strategy
The plan for managing one line of business
Functional-Level Strategy
The plan for managing one area of the business
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Exhibit 53
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Exhibit 54
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5. Determination of the strategic issues and problems that need to be addressed through the strategic planning process.
Exhibit 55
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Exhibit 56
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Exhibit 57
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Competitive Advantage
Core Competency
A functional capability (strength) that the firm does well and one that creates a competitive advantage for the firm.
Benchmarking
The process of comparing an organizations products or services and processes with those of other companies.
Setting Objectives
Objectives
State what is to be accomplished in singular, specific, and measurable terms with a target date.
Goals
Are general targets to be accomplished that are translated into actionable objectives.
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Exhibit 58
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Corporate-Level Strategy
Grand Strategies
Growth Stability Turnaround and retrenchment Combination
Growth Strategies
Concentration Backward and forward integration Related and unrelated diversification
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Exhibit 59
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Exhibit 510
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Adapted with permission from Business Horizons 40 (MayJune), 7377. Sonfield, M. C., and Lussier, R. N. (1997). The Entrepreneurial Strategy Matrix. A Model for New and Ongoing Ventures. 1997 by Indiana University Kelley School of Business.
Exhibit 511
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Business-Level Strategies
Adaptive Strategies
Prospecting
Aggressively offering new products and/or entering new markets. Staying with the present product line and markets, and maintaining or increasing customers. A midrange approach between prospecting and defending, moving cautiously into new markets.
Defending
Analyzing
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Exhibit 512
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Competitive Strategies
Differentiation
Competing on the basis of features that distinguish one firms products or services from those of another.
Cost Leadership
The firm with the lowest total overall costs has a competitive advantage in price-sensitive markets.
Focus
Concentrating competitive efforts on a particular market segment, product line, or buyer group.
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Exhibit 513
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Operations
Human Resources
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Types of Plans
Standing Plans
Policies, procedures, and rules developed for handling repetitive situations. Policies
General guidelines to be followed when making decisions.
Procedures
A sequence of actions to be followed in order to achieve an objective.
Rules
A statement of exactly what should or should not be done.
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Program development
Set project objectives. Break the project down into a sequence of steps. Assign responsibility for each step. Establish starting and ending times. Determine the resources needed for each step.
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Exhibit 514
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Controlling
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Appendix
Time Management
PowerPoint Presentation by Charlie Cook The University of West Alabama Copyright 2006 Thomson Business and Economics. All rights reserved.
Learning Outcomes
After studying this appendix, you should be able to:
1. Explain the use of a time log. 2. List and briefly describe the three steps in the time management system. 3. Define the following key terms: time management time management system
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Exhibit A51
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Weekly Planner
Exhibit A52
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Weekly Schedule
Exhibit A53
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Daily Schedule
Exhibit A54
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