This document discusses various frameworks and techniques for business policy and competitive strategy formulation at both the corporate and business levels. At the corporate level, it covers defining the corporate mission, identifying strategic business units, evaluating the current portfolio, and identifying new growth areas. At the business level, it discusses defining the business mission, analyzing the internal and external environments, formulating goals and strategies, program definition, implementation using McKinsey's 7S framework, and feedback/control. Newer strategic planning approaches mentioned include blue ocean strategy, the balanced scorecard, and competing for the future.
This document discusses various frameworks and techniques for business policy and competitive strategy formulation at both the corporate and business levels. At the corporate level, it covers defining the corporate mission, identifying strategic business units, evaluating the current portfolio, and identifying new growth areas. At the business level, it discusses defining the business mission, analyzing the internal and external environments, formulating goals and strategies, program definition, implementation using McKinsey's 7S framework, and feedback/control. Newer strategic planning approaches mentioned include blue ocean strategy, the balanced scorecard, and competing for the future.
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This document discusses various frameworks and techniques for business policy and competitive strategy formulation at both the corporate and business levels. At the corporate level, it covers defining the corporate mission, identifying strategic business units, evaluating the current portfolio, and identifying new growth areas. At the business level, it discusses defining the business mission, analyzing the internal and external environments, formulating goals and strategies, program definition, implementation using McKinsey's 7S framework, and feedback/control. Newer strategic planning approaches mentioned include blue ocean strategy, the balanced scorecard, and competing for the future.
Copyright:
Attribution Non-Commercial (BY-NC)
Available Formats
Download as DOC, PDF, TXT or read online from Scribd
Definitions, Kottr, Glueck & Jauch, Kenneth Andrews, Porter • Strategy formulation techniques • Discussion on planning for the present & future • Demand forecasting techniques o Quantitative models: Averages, moving Trends, regression, factor analysis o Significance Tests: T-Test, Chi Square Test
CORPORATE LEVEL PLANNING
• Methods to define corporate mission o Drucker’s Model: Corporation definition, customers, value time relative position (Will and Should) as per Ansoff’s Strategy Gap** • Identifying S.B.Us o Independence equation, management authority relevance** • Evaluating current business portfolio o Growth share matrices, BCG, GE Generic strategies: Build, hold, harvest, divest w.r.t stars, question marks, cash Cows, dogs • Identifying new growth areas o Ansoff’s strategy gap revisited, integrative strategies: horizontal, vertical intensive, ansoff’s Model: Diversification, concentric, horizontal, conglomerate
. BUSINESS LEVEL PLANNING (8 HRS)
• Defining business mission o Drucker’s model revisited o Business Definition, Customers, Value o Time Relative Position (Will and Should) as per Ansoff’s Strategy Gap o Relevance of Specificity w.r.t Corporate Mission Statement • Internal Environment Analysis o Core Competency Model of Prahlad o Filter Test for Determining Core Competencies o Filter Test for Determining Core in competencies • External Environment Analysis o Industry Analysis Framework of Porter o Understanding 5 forces and 5 entities: - Customers, Suppliers, Potential Threats, Substitutes, Competitors o Proportionality Quotients as Defined by Porter o Barriers to Entry: Barriers to Production, Barriers to Marketing • Goal Formulation o Sales, Market Share, Cash Flows, Profits o Relevance of PLC o Investment Center, Revenue Center, Cost Center, Profit Center, Cash Flow Center • Strategy Formulation o Porter’s Generic Strategies - Cost Leadership: Comparison with Price Leadership, Emphasis on Production - Differentiation: Quality, Service, Style, Technology - Mutual Exclusivity of Generic Strategies - Focus Strategies as a Choice - Non-Focus Strategies as a Choice • Program Definition o Blueprint for Action • Implementation o McKinsey’s 7-S Framework: - Structure, Strategy, Systems, Staff, Style, Skills, Shared Values • Feedback & Control NEWER DIMENSION FOR STRATEGIC PLANNING AND IMPLEMENTATION •Blue Ocean strategy •Balance score Card •Competing for the future