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Griffin Mgmt12e IM Ch05
Griffin Mgmt12e IM Ch05
LEARNING OBJECTIVES
After covering this chapter, students should be able to:
1. Discuss the components of strategy, types of strategic alternatives, and the distinction between
strategy formulation and strategy implementation.
2. Describe how to use SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis in
formulating strategy.
3. Identify and describe various alternative approaches to business-level strategy formulation.
4. Describe how business-level strategies are implemented.
5. Identify and describe various alternative approaches to corporate-level strategy formulation.
6. Describe how corporate-level strategies are implemented.
7. Discuss international and global strategies.
MANAGEMENT IN ACTION
Stay Hungry
The opening case discusses the very successful marketing campaign for The Hunger Games: Catching
Fire, the second installment in the popular movie series. Led by Lionsgate marketing department, who
used a social media strategist, they developed a multiplatform campaign designed to engage fans. The
first mission of the campaign was connecting with fans through Facebook and Twitter. The campaign
was a success and overlapped into the tactical plan of appealing first to core fans then broadening the
reach to those not yet invested in the books or movies. Some facets of the campaign called for synergies
between traditional and online media. When managers can develop and implement effective strategies
integrating product rollouts and social media they can achieve considerable success.
Discussion Starter: The Hunger Games franchise consists of only three novels, adapted
into four films. In February 2015, Lionsgate CEO Jon Feltheimer revealed they were
“actively looking at some development and thinking about prequel and sequel
possibilities” for the Hunger Games franchise. Ask students if they feel this is a good
idea. Would they go see a sequel?
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Management 12e by Ricky W. Griffin
LECTURE OUTLINE
I. THE NATURE OF STRATEGIC MANAGEMENT
Teaching Tip: Emphasize for students that a distinctive competence always exists in a
limited area and does not imply competencies in other areas. For example, Volvos are not
known for their sporty performance or their trend-setting appearance. In another example,
Wal-Mart has a distinctive competence in keeping prices low, but it is not especially
good at offering high-quality products or exceptional service.
2. The scope specifies the range of markets in which an organization will compete.
Global Connection: For an international business, the scope component of strategy
specifies in which foreign markets the firm intends to compete.
3. Resource deployment specifies how an organization will distribute its resources across
the areas in which it competes.
Global Connection: For an international business, the resource deployment component
of strategy determines the concentration of firm resources and efforts in various markets.
B. Levels of Strategy
1. Business-level strategy consists of the set of strategic alternatives that an organization
chooses as it conducts business in a particular industry or market.
2. Corporate-level strategy consists of the set of strategic alternatives from which an
organization chooses as it manages its operations simultaneously across several
industries and several markets.
Teaching Tip: Strongly distinguish between business- and corporate-level strategies.
Extra Example: A good example that helps distinguish between business- and
corporate-level strategies is PepsiCo. Among other things, PepsiCo owns Pepsi soft
drinks and Frito-Lay (Doritos, Ruffles, etc.). Determining which businesses PepsiCo will
own is part of its corporate-level strategy; deciding how each separate business will
compete is part of its business-level strategy.
Teaching Tip: An additional level of strategy is functional level. This refers to strategies
developed for specific functional areas such as marketing, finance, and so forth.
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Chapter 7: Managing Strategy and Strategic Planning
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Management 12e by Ricky W. Griffin
Extra Example: Price competition is among the easiest strategies to imitate. For
example, any time an airline lowers its prices to attract new customers, competing
airlines are able to imitate its strategy within hours.
Extra Example: During World War II, Coca-Cola’s CEO decreed that every U.S. soldier
abroad should have access to a 5-cent bottle of Coke. With government assistance, the
firm built 64 overseas bottling plants. This early entry into global markets gave Coke an
advantage over Pepsi that it has never relinquished.
B. Evaluating an Organization’s Weaknesses
Organizational weaknesses are skills and capabilities that do not enable (and may limit) an
organization to choose and implement strategies that support its mission
An organization has two ways of addressing weaknesses. It may need to make investments to
obtain the strengths required to implement strategies that support its mission. Or it may need
to modify its mission to meet its skills and capabilities.
In practice, organizations have a difficult time focusing on weaknesses.
A firm has a competitive disadvantage when it is not implementing valuable strategies that
are being implemented by competing firms.
C. Evaluating an Organization’s Opportunities and Threats
This requires analyzing an organization’s environment.
1. Organizational opportunities are areas in the environment that, if exploited, may
generate higher performance.
2. Organizational threats are areas in the environment that increases the difficulty of an
organization’s achieving high performance.
Discussion Starter: Do students think it is easier to assess environment opportunities
and threats or organizational strengths and weaknesses. While the latter are more
“immediate,” such analysis may also pose threats to individuals within the organization.
Group Exercise: Have small groups of students outline a hypothetical SWOT analysis of
a local firm and/or your college or university.
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Chapter 7: Managing Strategy and Strategic Planning
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Management 12e by Ricky W. Griffin
1. Introduction stage—demand may be very high and sometimes outpacing the firm’s
ability to supply the product. Strategies focus on increasing production, keeping quality
high, and managing inventories and cash flow.
2. Growth stage—more firms begin producing the product and sales continue to grow.
Strategies focus on ensuring quality and delivery and beginning to differentiate. The
threat of new entrants in this phase could threaten an organization’s competitive
advantage so strategies to slow the entry of competitors are important.
3. Maturity stage—overall demand growth for a product begins to slow down and the
number of new firms producing the product begins to decline. Product differentiation is
still important but keeping costs low and beginning the search for new products or
services are also important strategic considerations.
4. Decline stage—demand for the product or technology decreases, the number of
organizations producing the product drops, and total sales decline. Organizations that fail
to anticipate the decline stage in earlier stages may go out of business. Those that
differentiate their product, keep their costs low, or develop new products or services may
do well during this stage.
Discussion Starter: Ask students to identify examples of current products or services
that appear to be at each stage of the product life cycle.
Global Connection: Some firms extend product life cycles by introducing them into
less-developed foreign markets. For example, a line of home appliances that is entering
the decline stage in Japan, Europe, or the United States might be seen as advanced
technology in less developed regions.
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Chapter 7: Managing Strategy and Strategic Planning
Discussion Starter: Ask students to suggest circumstances where a firm that is using one
generic strategy might choose to implement a different generic strategy.
B. Implementing Miles and Snow’s Strategies
1. Prospectors need to encourage creativity and flexibility. Decentralization often
facilitates this.
2. Defenders tend to downplay creativity and innovation, focusing efforts on lowering costs
or improving performance of current products. Prospectors often switch to defenders.
3. Analyzers must maintain their current businesses and be somewhat innovative in new
businesses. They have tight accounting and financial controls as well as high flexibility,
efficient production as well as customized products, and creativity along with low costs.
Discussion Starter: Again, ask why a firm that is successfully pursuing one of Miles and
Snow’s strategies might appropriately decide to implement a different one.
Group Exercise: Have groups of students identify differences and similarities between
Porter’s generic strategies and Miles and Snow’s strategies.
Teaching Tip: Again, reinforce the distinction between business-level and corporate-
level strategies. Use again the PepsiCo example to remind students of the differences.
Most large businesses are engaged in several businesses, industries, and markets.
Each business or set of businesses within such a firm is frequently referred to as a strategic business
unit, or SBU.
The most important strategic issue at the corporate level concerns the extent and nature of
organizational diversification.
Extra Example: PepsiCo is organized around two SBUs—packaged drinks (Pepsi,
Lipton, etc.) and snack foods (Frito-Lay).
Diversification is the number of different businesses that an organization is engaged in and the
extent to which these businesses are related to one another
A. Single-Product Strategy
Single-product strategy is a strategy in which an organization manufactures just one product
or service and sells it in a single geographic market.
Because survival depends on a single product, an organization works very hard to make the
product a success. If the product is not accepted by the market or is replaced by a new
product, the organization will suffer.
B. Related Diversification
Related diversification is a strategy in which an organization operates in several businesses
that are somehow linked with one another
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Management 12e by Ricky W. Griffin
Extra Example: Ford’s purchase of Jaguar a few years ago (it is now owned by Tata
Motors) was an example of related diversification.
2. Advantages of related diversification
a) Reduces an organization’s dependence on any one of its business activities and thus
reduces economic risk.
b) Reduces the overhead costs associated with managing any one business.
c) Allows an organization to exploit its strengths and capabilities in more than one
business (creates synergies).
d) Synergy exists among a set of businesses when the businesses’ economic value
together is greater than their economic value separately.
Extra Example: A recent trend is a reduction in the number of businesses, to create an
organization that consists of SBUs that are highly related. Examples include Vivendi’s
divestiture of publishing and water utilities in order to focus on electronic media.
Georgia Pacific sold its timber units and refocused on building and paper products.
Extra Example: When Georgia Pacific considered separating its paper products division
from its building products division and creating two companies, investors failed to
support the firm, showing that the separation was not seen as creating synergy.
C. Unrelated Diversification
Unrelated diversification is a strategy in which an organization operates multiple businesses
that are not logically associated with one another.
1. Presumed benefits: businesses that use this strategy should have stable performance over
time and resource allocation advantages.
2. Actual disadvantages: Corporate-level managers may not know enough about the
unrelated businesses to provide helpful strategic guidance or to allocate capital
appropriately. Also, because organizations that implement unrelated diversification fail
to exploit important synergies, they are at a competitive disadvantage compared to firms
that use related diversification. Almost all organizations have abandoned unrelated
diversification as a corporate-level strategy.
Extra Example: General Electric is perhaps the most successful firm today that still uses
unrelated diversification. GE owns businesses in such disparate industries as aircraft
engines, appliances, finance and insurance, and plastics.
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Chapter 7: Managing Strategy and Strategic Planning
Extra Example: The Limited, which began as a women’s clothing chain, added units
such as Structure, a men’s clothing chain, Limited Express for more trendy, less
expensive styles, and Limited, Too, for children’s fashions. In addition, the firm
developed concepts that became the White Barn Candle Co. and Bath and Body Works.
2. A firm can also become diversified by replacing its former suppliers and customers.
a) Backward vertical integration occurs when a firm stops buying supplies from
other companies and begins to provide its own supplies.
b) Forward vertical integration occurs when a firm stops selling to one customer
and sells instead to that customer’s customers.
Extra Example: In the 1990s, Disney used forward vertical integration when it opened a
chain of retail stores to sell Disney products directly to consumers, rather than going
through other retailers, as it had done in the past.
Extra Example: Many petroleum firms have implemented both backward and forward
vertical integration—they extract petroleum, refine it, distribute it, and retail it.
3. Another common way for business to diversify is through mergers and acquisitions.
Management Update: With the decline in the stock market that began in 2001, mergers
and acquisitions are no longer as popular as they were in the 1990s. Companies that
merge today are finding it hard to obtain financing for the giant deals.
a) A merger is the purchase of one firm by another firm of approximately the same
size.
Extra Example: Daimler-Benz and Chrysler merged in 1998, creating the world’s third-
largest automobile company. Citibank and Traveler’s Insurance merged, creating
Citigroup, the largest financial services firm in the U.S. More recent mega-mergers
include the Kmart-Sears and the Kraft-Heinz mergers
b) An acquisition is the purchase of a firm by a firm that is considerably larger.
Extra Example: The Limited has grown by acquisition. It purchased Lane Bryant and
later sold it. It also purchased Victoria’s Secret intimates stores and Abercrombie and
Fitch, a popular brand of clothing geared toward young adults.
B. Managing Diversification
The two major tools for managing diversification are organization structure and portfolio
management techniques. The text covers organization structure in Chapter 10.
Portfolio management techniques are methods of determining which businesses to engage in
and how to manage these businesses to maximize corporate performance.
1. BCG (for Boston Consulting Group) matrix is a method of evaluating businesses
relative to the growth rate of their market and the organization’s share of the market.
The matrix uses two factors to evaluate an organization’s set of businesses: market
growth rate and market share. The matrix classifies the types of businesses that a
diversified firm can engage in.
a) Dogs are businesses that have a very small share of a market that is not expected to
grow.
b) Cash cows are businesses that have a large share of a market that is not expected to
grow substantially. Milked for cash to support question marks and stars.
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Management 12e by Ricky W. Griffin
c) Question marks are businesses that have only a small share of a quickly growing
market.
d) Stars are businesses that have the largest share of a rapidly growing market.
Group Exercise: Have groups of students research and collect information about a large
diversified firm. (Disney, General Motors, Sears, or Procter and Gamble) Then have the
groups classify the firm’s various businesses into the four cells of the BCG matrix.
Teaching Tip: Use Figure 7.3 as a framework for discussing the BCG matrix.
2. GE Business Screen
A more sophisticated approach than the BCG matrix, using a nine-cell matrix. Note that
using the GE Business Screen parallels the application of SWOT analysis.
Teaching Tip: General Electric developed the Business Screen as a refinement and
extension of the BCG matrix. Use Figure 7.4 to illustrate.
Group Exercise: If you had your students do the exercise discussed earlier (classifying a
firm’s businesses into BCG matrix cells), have them repeat the exercise (using the same
information) for the GE Business Screen.
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Chapter 7: Managing Strategy and Strategic Planning
1. Firms that use the home replication strategy apply the distinctive competences they
developed in their home market to the foreign markets that they enter. This strategy
works best when the firm’s competences are valuable in many different types of markets.
2. The multidomestic strategy is used by firms that manage a portfolio of international
business as relatively autonomous and independent units. This strategy works best when
national demands for customization are high.
3. Firms following a global strategy are doing exactly the opposite of those using a
multidomestic strategy. That is, they are standardizing across all countries. This strategy
works best for a commodity-like product or in an industry that demands high efficiency.
4. Firms that pursue both centralization and decentralization at the same time, using
whichever approach makes more sense in the particular circumstances, are using a
transnational strategy. This strategy works best for complex industries and for
companies with highly-skilled international managers.
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Management 12e by Ricky W. Griffin
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Chapter 7: Managing Strategy and Strategic Planning
Students’ answers will vary, but here is an example: “Toys 'R' Us is following a single-product
strategy because their only business unit is focused solely on the retail sale of toys and other items
for children. That strategy allows them to dominate that market, and the firm has done so. However,
it also makes them vulnerable if that particular market changes, which is happening at this time as
discount stores and online retailers are taking over the industry.
Yum! Brands, the owner of Pizza Hut, Long John Silver’s, Kentucky Fried Chicken, Taco Bell, and
A&W, is following a related diversification strategy focused on the fast-food industry. This strategy
allows the development of shared competencies and synergies, while spreading overhead costs
across all the businesses. This strategy is expected to have the highest returns, and Yum! Brands is
in fact highly profitable due to synergies and shared competencies.
Sara Lee Corporation is pursuing unrelated diversification with products such as Jimmy Dean sausage,
Playtex underwear, Hanes hosiery, Kiwi shoe polish, Earth Grains bread, and Ambi Pur air fresheners.
This strategy should provide stable performance over time and allow the sharing of resources.
However, the strategy also runs the risk of spreading management talent too thin so that none of the
businesses receives enough attention to really thrive. Sara Lee is, in fact, experiencing low performance
at this time in its businesses, compared to less diversified firms competing in the same industries.”
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Management 12e by Ricky W. Griffin
the information they have, but they should be aware of times when their choices may be based
on faulty information. This awareness may lead them to compensate for their lack of
confidence, for example, by developing multiple contingency plans or performing statistical
sensitivity analyses to check the robustness of their choices.
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Chapter 7: Managing Strategy and Strategic Planning
Rule Set 4: This is the mixed case, “retaliation” game. One player is chosen at the start to be the
competitive one, and the group is informed. During play, the competitive player plays by Rule Set 2,
sending his or her opponent’s pieces back to the start whenever possible. The three cooperative
players play by Rule Set 1, when they are facing another cooperative player. That is, they should not
send a cooperative player’s pieces back to the start. However, the three cooperative players play by
Rule Set 2, when they are facing the competitive player. That is, they should try to send the
competitive player’s pieces back to the start whenever possible.
Students will find that the cooperative game (#1) goes quickly and smoothly. All players do about
equally well, except for the random nature of the dice roll. Students sometimes say this game is
“boring.” However, remind them that boring is undesirable in a board game, but might be very
desirable in industries where “excitement” might mean loss of jobs or bankruptcy.
Students will find that the competitive game (#2) takes the longest, as players must constantly start
over. All players do about equally poorly. This game may be more fun than Game 1, but again,
remind students that in real life, intense competition can be damaging and expensive.
Students will find that the wolf-among-the-sheep game (#3) seems very unfair, as the competitive
student has a strong advantage. Explain to students that this is the case that prevails when some
competitors compete strongly and others do not. It’s also analogous to situations such as one student
cheating on an exam while all the others are honest.
Students will find that retaliation game (#4) seems to be fair, because the competitive student often
does not win. This is the situation in which some rivals cooperate for mutual benefit with other
trusted rivals, while competitive rivals find that the others “gang up” and use their combined power
to squash any competitive tactics. This is analogous to the situation where the honest students study
together to help each other, excluding the cheating student from the study group.
A. Break into small groups and play the board game according to the instructions you receive
from your professor.
B. Present your group’s results to the class.
C. Analyze the results reported by every group and be prepared to share your thoughts about the
outcomes.
Although there is a random element in this game, results are likely to be as reported above.
Explain the outcomes, and then ask the students, “What do you learn about business
competition and cooperation from this game?” Another good approach is to ask students to
name business situations in which this type of thinking about cooperation and competition
could be useful. Students will be able to think of examples such as in managing their careers
and relationships at work, industry competition, and so on.
MANAGEMENT AT WORK
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Management 12e by Ricky W. Griffin
Management Update: In the most recent election, held in 2014, the ANC continued to
win the majority of seats in Congress and has been the governing party in South Africa
since the end of apartheid.
1. Case Question 1: In what ways can the strategies of an organization like the African National
Congress (ANC) be compared to those of a business organization? In order to respond to this
question, focus on the chapter sections entitled “The Nature of Strategic Management” and “Using
SWOT Analysis to Formulate Strategy.”
Both use strategic management to approach their opportunities and challenges in an ongoing process
aimed at formulating and implementing effective strategies aligned with their environment and
goals. Both want to accomplish their mission by exploiting opportunities and strengths while
neutralizing its threats and avoiding (or correcting) its weaknesses.
2. Case Question 2: “Always keep your eye on the long-term goal,” advises Norman Chorn:
[A]t every set-back and obstacle, [Nelson Mandela] kept his sights fixed on his
objective and did not get distracted. He recognized that he would have to adjust
his approach as the circumstances changed, but he never wavered in his goal.
Strategic leadership is about having a longer term, big-picture view of your goal.
It means that you have to be flexible in the particular tactics that you use….
[W]ith every step you take, you should be able to explain how it gets you closer
to your final objective.
First, explain in your own words what Nelson Mandela’s long-term goal was. Then show (as
precisely as possible) how one or two of his strategic decisions was aimed directly at that long-term
goal. How might he (or you) have been distracted in each case by the appeal of a shorter-term
tactic?
His goal was the overthrow of Apartheid and the end of racial repression in South Africa and a
united government elected by the free people. Mandela’s decision to use violence to fight violent
oppression helped achieve a long-term goal of keeping the people united so there would be a
country, and a people, to govern after Apartheid ended. His refusal to acceptance freedom from jail
if he renounced his acceptance of violence reinforced this goal of a united people, under one
leadership. Mandela could have been easily distracted from either strategy. As he saw the results of
violence, he was surely reconsidering his decision. He could easily have left jail behind him if he
agreed to the terms. Because those terms contradicted his political stance, he refused.
3. Case Question 3: According to Paul H. Schoemaker,
What Nelson Mandela offers aspiring strategic leaders is a living example of how
complex societal forces, uncompromising values, and key moments of decision can
be woven together over time, and across political, legal and economic domains,
into a compelling vision.
In what ways might the contemporary CEO of a large organization put these lessons to use? To
approach this question, first imagine a scenario in which such a CEO is faced with opportunities and
challenges analogous to those faced by Mandela. Then offer a series of suggestions (as concrete as
possible) on how he or she apply lessons learned from Mandela’s experience.
CEOs can learn that a compelling vision gives direction and purpose to a cause. A newly hired
female CEO of a high-tech firm notices the only other female employees work in a secretarial
capacity. She may envision a firm with female employees at all levels and in all areas of
production. She may begin by asking questions of the managers and staff, getting a good sense of
the culture of the firm. The CEO may then identify ways to enact her vision, such as actively
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Chapter 7: Managing Strategy and Strategic Planning
recruiting female coders and promoting some secretaries into other areas of production. She should
keep the long-term objective in mind and work slowly toward her goals.
4. Case Question 4: A former anti-apartheid leader recalls that Mandela did not try to lead the
movement away from armed resistance. He was, however, “a great leader because he recognized
that the movement had become a civil insurrection, a largely nonviolent struggle. A great leader is
one who recognizes where the movement is and leads it accordingly, not one who says, ‘Do it my
way!’”
First, explain in your own words what Nelson Mandela’s long-term goal was. Then explain why, as
a strategic tactic, nonviolence was ultimately more consistent than violence with Mandela’s long-
term goal. What features in the ANC’s social and political environment dictated that nonviolence
would ultimately be necessary for Mandela to reach his long-term goal?
Mandela’s long-term goal was a united, free country. Mandela did not want to use violence but he
witnessed peaceful protests be met with violence from the government. The violence from the
government was escalating and the younger people were willing to fight back. He knew if he did
not sanction the violence, the united resistance could split and become ineffective. Mandela
realized that time was on his side as Apartheid was an unsustainable practice that would break down
eventually.
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