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UNIT 1
MEANING NEED
FORMULATION OF STRATEGIES
IMPLEMENTATION OF STRATEGIES
STRATEGIC EVALUATION
Formulation of strategies
Performing env. appraisal Doing orgz. appraisal Formulating corporate level strategies Formulating business-level strategies Undertaking strategic analysis Exercising strategic choice Preparing strategic plan
Implementation of strategies:
Activating strategies Designing the structure, systems and process Managing behavioral implementation Managing functional implementation Operational implementation Operationalising strategies
Strategic evaluation
UNIT - 3
Environmental Threat and Opportunity Profile (ETOP) Environmental Nature Impact Sector of impact of each sector Socioeconomic Market International Political Regulatory Customer Supplier Technology Competitor
Production and Operation Management Factors Corporate Resource and Personnel factors Financial and Accounting Factors
Strategic Advantage Profile(SAP) Capability Nature of Competitive str.& Factor impact weaknesses 1. Finance 2. Marketing 3. Operation 4. Personnel 5. Information 6. General management
Finance- source, usages, management Marketing-product related, price related, promotion related, Operation-product, raw material, system,. Personnel Information related General management capabilities
UNIT-4
Grand strategies and their sub strategies
Stability
Expansion
Retrenchment
Combination
Stability strategy
Profit
Stability
When stability strategy
Same product Same service Similar sector Incremental improvement Defensive mood Reduce competition Maintain comfort ability
Expansion strategy
Concentration
Integration
Diversification
Internationalization
Cooperation
Digitalization
Stability
No change Pause
Integration
vertical
horizontal
Market related
Technology related Both
multidome stic
global Transnation al
vertical
Expansion strategy
When
Additional product Additional service Major increase in present definition Redefining business definition
Why
Volatile environment Expansion with effectiveness Social benefit from expansion Financial reward Experience curve Growth yields monopoly Stock holders and securities analysts
Retrenchment strategy
When
Reduction of service Reduction of product Functional improvement through reduction of activity
Why
Not doing well Perceived itself performing poorly Not met objectives Environmental threats Better opportunities are perceived else were
Combination strategy
When
Simultaneous Sequential
Why
Environment Economy
Unit 5
Strategy choice making
Balance high risk choices with low risk one.(bet hedging) Risk aversion: risky projects are rejected.
Combination
stability
Power relationship
Contingency strategies
Generation of alternatives First generation planning Contingency or second generation planning Dimensions of to alternative strategies: Programmed (fixed) Contingency (flexible, unstable env.)
SAP
Finance Marketing and Distribution Operation and Production Personnel Information General management
Medium
2 question marks
cash cows
Low
$$$
High Market Share
dogs
Low
3. Cash Cows. These are products with a high share of a low growth market. Cash Cows generate more than is invested in them. So keep them in your portfolio of products for the time being. 4. Dogs. These are products with a low share of a low growth market. They do not generate cash for the company, they tend to absorb it. Get rid of these products.
Key
Each circle represents one of the firms business units
Size of circle represents the relative size of the business unit in terms of revenue
Strategy implementation
Unit VI
Implementation: to match plans, policies, resources, structure and administrative style with the strategy Mckinsey 7-S framework
Implementation process
Assign task
Delegate authority
Develop talent and educate managers Reward and reinforceme nt Allocate resources
State policies
Assign task
Delegate authority
Allocate resources