Professional Documents
Culture Documents
The Process of Strategic Management
The Process of Strategic Management
The Process of Strategic Management
2. Incrementalist perspective
Economy vehicle ($6000). Concern for fuel efficiency Sporty compact with $8000 to
diminishes after 1970s energy 12000; ‘look & feel of an
Fuel efficient subcompact, crisis; G.M. loses 11% m.s. in import’
G.M.s product-line extension US; target shifts to more
sporty cars Balanced mix of advanced &
Heavy automation, emphasis traditional manufacturing
on robots G.M. understood limitation of technologies; greater emphasis
Scale: $5 billion; annual automation, importance of on employee training
output 500,000 cars per year ‘human factors’ & workforce
involvement $3 billion investment in a
plant with annual output of
More global competitors enter 240,000 cars
US market; G.M. loses m.s.;
develops concern about sales
poten-tial of new Saturn line
STRATEGIC MANAGEMENT PERSPECTIVES
Rational Planning:
Organizational Learning:
Incrementalism:
INCREMENTALIST PERSPECTIVE
• Strategic programming
By strategic intent we refer to the purpose(s) of the organisation & the ends it pursues
5. Plans
THE ELEMENTS OF THIS HIERARCHY SET FORTH THE IDEALS & IDEAS THAT
SERVE TO UNIFY THE ENERGY & FORCES SCAT-TERED THROUGHOUT AN
ORGANISATION.
THEY ARE BEGINNING POINTS FOR ANY FORMAL PLANNING PROCESS, BUT
THEY ALSO PROVIDE THE SENSE OF DIRECTION NECESSARY TO ASSURE THE
INCREMENTAL BEHAVIOUR CULMINATES IN
OVERALL PROGRESS
Vision
Vision refers to the category of intentions that are broad, all inclusive, and forward-thinking:
• Describe aspirations for the future specifying means that will be used to to achieved
those desired ends:
- foresight
- shared vision
• Most effective visions are those that inspire, usually asking employees for the best,
the most, or the greatest
Mission
A VISION BECOMES MORE TANGIBLE IN THE FORM
OF A MISSION STATEMENT.
SUCH A STATEMENT CAN VERBALISE THE BELIEFS
& DIRECTIONS IN WHICH A VISIONARY MQANGER
WANTS TO
LEAD AN ORGANISATION
Goals
JUST AS MISSION STATEMENTS TRY TO MAKE
VISION MORE SPECIFIC, GOALS ARE ATTEMPTS TO IMPROVE
AN ORGANISATION’S PERFORMANCE BY MAKING MISSION
STATEMENTS MORE CONCRETE:
The strategic goals identified by most organisations share
several features:
• They address both financial & non-financial issues
• They can be reached, with a stretch
• They cut across functional areas
Examples of strategic goals
Financial goals:
• Boeing:
“Profitability as measured against our ability to achieve & then maintain a 20% average
annual return on stockholder’s equity”
Non-financial goals:
• General Electric:
“We will run only business that are that are number two in their global global
markets”
Objectives
OBJECTIVES REPRESENT THE OPERATIONAL DEFINITIONS OF GOALS, OR
EXPLANATIONS OF THE CONCEPTS THAT ARE CONCRETE ENOUGH TO
SUGGEST SPECIFICATIONS;
• Goals describe in fairly general terms what the organisation hopes to accomplish, but
• Reduce conflict
Plans
TYPICALLY DESCRIBE SPECIFIC TACTICS, ASSIGN RESPONSIBILITIES,
IDENTIFY HOW RESOURCES WILL BE ALLOCATED, SCHEDULE ACTIVITIES &
EFFORTS,
* Differentiation
* Cost leadership
* Quick response
Managers responsible to a diverse set of stake-holders & have responsibilities to all of them:
• Owners/stockholders
• Trade associations
• Customers
• Public at large
• Employees
• Governments
• Suppliers
• Local community
Purpose of a business is to provide value for a broad range of stakeholders
EVA IS WHAT’S LEFT OVER AFTER A FIRM HAS COVERED ALL ITS FACTORS OF
PRODUCTION, INCLUDING OPERATING AND OVERHEAD EXPENSES,
INTEREST EXPENSES, TAXES, AND
A FAIR RETURNS FOR INVESTORS
Those experienced with the EVA attribute such successes to
the “four Ms”:
1. Measurement
2. Motivation
3. Management system
4. Mindset
OVER THE LONG RUN, THE TOTAL AMOUNT OF VALUE A FIRM CAPTURES FOR ITS
INVESTORS
(IN THE FORM OF EVA) CANNOT EXCEED THE VALUE IT CREATES FOR ITS CUSTOMERS ( IN
THE FORM OF COMPETITIVE ADVANTAGE )
DIFFERENTIATION
• Product features
• After-sales service
• Desirable image
• Technological innovation
• Reputation
• Managing consistency
• Status symbol
COST LEADERSHIP
• Economies of scale
QUICK RESPONSE
• Refers to the speed with which a new product, a product improvement, or even a
managerial decision that affects the customer, can be made, rather than a firm’s
relative level of differentiation or low cost
• Adding value to a product consists of any activity that increases the product’s worth
to the customer, such as design, manufacturing, packaging, delivery,…
STRATEGIC MANAGEMENT
1. Suitability
2. Acceptability
3. Feasibility
ASSESSING SUITABILITY
1. Rationale/strategic logic
2. Relative merits
Establishing rationale
WHY IS IT A GOOD IDEA?