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Strategic Management: Franck D. NASSIRI 2022-2023
Strategic Management: Franck D. NASSIRI 2022-2023
Introduction
Franck D. NASSIRI
2022-2023
COURSE OBJECTIVES &
ORGANIZATION
Strategic Management
• Business Strategy
ü Sources of competitive advantage
ü Industry evolution and Strategic Change
ü The Tech based industries & the Management of innovation
Strategic Management: Part 2
• Corporate Strategy
ü Vertical integration & the scope of the firm
ü Internationalization, global & multi-national firms
ü Diversification strategy
ü Managing the multi-business firm
ü External growth Strategies (M&As, Strategic alliances)
Strategic Management
• 24h
• Mix of Course, exercises & Case studies (group work)
• In person & Videos (eventually online collaborate)
Grading:
• I value:
üAttendance
üAppropriate Behaviour
üAttention, focus during lectures
üHard-working
üRelevant interactions
üPositive contributions to the class learning experience
• Effectiveness:
ü General: capacity to achieve goals
ü Is about “Doing the right things”, having a set of relevant
objectives & the right plan
• Efficiency:
ü General: optimum use of resources
ü Organizational: The extent to which organizational resources
contribute to productivity
ü Is about “doing things right”
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Sous titre
Organizational Performance
to production)
Inefficient
(few resources Not reaching Reaching goals
contribute goals and and wasting
to production) wasting resources resources
Ineffective Effective
(little progress toward (substantial progress
organizational goals) toward organizational
goals)
GOAL ACCOMPLISHMENT
Organizational Performance
The business
The business dies
thrives : Brilliant
slowly: Perfectly
plan & strategy
execute a wrong plan
executed
or strategy
Efficient Not reaching Reaching goals brilliantly
(most resources goals and not and not
contribute wasting resources wasting resources
RESOURCE USE
to production)
The business
Inefficient survives: brilliant
(few resources Not reaching Reaching goals
goals and and wasting plan & strategy
contribute
to production) wasting resources resources executed poorly
Ineffective Effective
The business dies (little progress toward (substantial progress
quickly: poorly execute organizational goals) toward organizational
goals)
a wrong plan or
strategy GOAL ACCOMPLISHMENT
Organizational Performance
They’ve been
Efficient producer of efficient at
photographic film but making products
consumers moved to that customers
Kodak Toyota, Zara
digital photography wanted to buy
Efficient Not reaching Reaching goals
(most resources goals and not and not
contribute wasting resources wasting resources
RESOURCE USE
to production)
Over-engineering
GM Mercedes Benz pushed up costs
Inefficient of products that
(few resources Not reaching Reaching goals
contribute goals and and wasting customers
to production) wasting resources resources wanted to buy
Ineffective Effective
Incurred high costs (little progress toward (substantial progress
while making unreliable organizational goals) toward organizational
and undesirable cars goals)
GOAL ACCOMPLISHMENT
Productivity
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Sous titre
Performance
ü Higher profitability
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Sous titre
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Sous titre
Process
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WHAT IS STRATEGY ?
• Strategy:
ü What is the ultimate goal of any strategy?
ü What does strategy mean in any of these areas?
ü How should we think about strategy in business?
STRATEGY TODAY
Definitions of Strategy
Strategy: a plan, method, or series of actions designed to achieve a specific
goal or effect.
— Wordsmyth Dictionary (http://www.wordsmyth.net)
H. Mintzberg
Strategy defined
• Recommended Reading
Definitions of Strategy
Planning
Influencing Controlling
Organizing
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Planning
• Planning is in our DNA. We plan our wedding, our vacations and our
days, because we recognize the benefits of planning:
No plan survives first contact with the enemy. What matters is how
quickly leader is able to adapt
(A Variation of the Moltke statement from Tim Harford)
In preparing for battle, I have always found that plans are useless but
planning is indispensable
(Dwight D. Eisenhower)
STRATEGIC ANALYSIS &
STRATEGIC MANAGEMENT
Business Environment: External &
Internal
GENERAL
• The awareness of the ENVIRONMENT
OR
strategy component H
E IO component
N
T
INTERNAL
ENVIRONMENT
Planning aspects
INTERNAL
• How do you craft your Organizing aspects
ENVIRONMENT
Influencing aspects
personal strategy? Labor
Controlling aspects
Competition
component component
Political Technology
• To which extent do you component
Customer
component
to the external
environment? Legal
component
What’s wrong with SWOT?
Strategic Group 2
Segment 2
Segment 4
Strategic Group 4
Substitutables
(industries related to
yours and substitutable
to some degree)
Industry
Strategic Group
(similar strategies in
the same industry)
Strategic Management: a process
FEEDBACK
Strategic thinking to address challenges
• Examples:
ü External: New competitors, changing customer expectations, …
ü Internal: Lack (or excess) of (key) resources
What is Marketing?
Product Money
Service Attention
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SHORT REMINDER
These 2 points make the marketing process difficult for both firms and
consumers
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