Professional Documents
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St. Mary's University School of Graduate Studies
St. Mary's University School of Graduate Studies
St. Mary's University School of Graduate Studies
Mary’s University
School of Graduate Studies
Course Name: Strategic Management
Credit Hrs: Two (2)
Total Chapters: Seven (7)
Evaluation Modality:
Article Review (15%)
Strategy Development and Presentation ((20
doc + 15 presentation)=35)
Final Exam (50%)
1-1
•
CHAPTER ONE
What is difficult ?
1-6
Strategic Management Vs
Strategic Planning
Strategic management
◦ is different from strategic planning which was
widely believed to be the answer for all
problems specially in 1960/1970’s. Because:
The concept of strategic management includes the
notion of strategy formulation, implementation, and
evaluation.
Where as strategic planning referring only to
strategy formulation.
Strategic planning is an incomplete instrument for
managing change in today's complex world since it
is not action driven.
Strategic management Vs Long
Range Planning
Strategicmanagement is also different
from long range planning. Because:
◦ The essence of strategic management is just to
exploit and create new and different
opportunities for tomorrow.
◦ Where as long range planning tries to optimize
for tomorrow the trends of today.
◦ In other words Strategic management has an
anticipatory stance where as long range
planning is done on the basis of retroactive
analysis.
Stages of Strategic
Management
1-9
Stages of Strategic
Management
1-
10
Stages of Strategic
Management
Strategy formulation issues include
◦ Deciding what new businesses to enter
◦ What businesses to abandon
◦ How to allocate resources
◦ Whether to expand operations or diversify
◦ Whether to enter international markets, to merge
or form a joint venture, and
◦ How to avoid a hostile takeover.
Stages of Strategic
Management
Strategy implementation requires a firm
to:
Establish annual objectives
Devise policies
Motivate employees
Allocate resources so that formulated strategies can be
executed
◦ often called the action stage
◦ involves mobilizing employees and managers to
put formulated strategies into action
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12
Stages of Strategic
Management
Strategy implementation includes
◦ Developing a strategy-supportive culture
◦ Creating an effective organizational structure
◦ Redirecting marketing efforts
◦ Preparing budgets
◦ Developing and utilizing information systems and
◦ Linking employee compensation to organizational
performance.
Stages of Strategic
Management
Strategy evaluation
◦ reviewing external and internal factors that are the
bases for current strategies, measuring
performance, and taking corrective actions
◦ Managers desperately need to know when
particular strategies are not working well; strategy
evaluation is the primary means for obtaining this
information
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14
The Strategic-Management Model
The strategic management model dictates:
Where are we now?
Where we wan to go?
How will we get there?
Where are we now? Must consider
the company’s market positions and competitive
pressures it confronts
its resources, strengths and capabilities,
its competitive shortcomings,
the appeal its products and services have to customers
and
its current performance
.
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The Strategic-Management Model
Where do we want to go?
The direction which management believes the
company should be headed in light of the
company’s present situation and the winds of
market change
How will we get there?
Concerns the ins and outs of crafting and
executing strategy. Without a strategy a
company cannot have a particular destination
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16
A Comprehensive Strategic-
Management Model
1-17
Benefits of Strategic
Management
The principal benefit of strategic
management has been to help
organizations formulate better strategies
through the use of more systematic,
logical, and rational approach to strategic
choice
Strategic management:
◦ Enhance communication
◦ Improved/deeper understanding
◦ Increase Commitment
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18
Benefits of Strategic
management
Economic benefits
Improve the ability of managers to prevent
problems
Improved the quality of strategic decisions
through group interactions
Reduce gaps and overlaps in activities of groups
and individuals through proper role
identifications
Provide a platform for better employee incentive
Lesser resistance to change
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Limitations of strategic
management
Complex and dynamic environment
◦ The more uncertain is the future, the less is the
relevance of strategic management in
exploring opportunities and mitigating threats
Rigidity – strategic management brings
rigidity in the organization through
strategic planning
◦ various internal inflexibilities may be
experienced in the organization like human
and procedural
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Limitations of Strategic
Management
Limitations in implementation – strategic
management may not be in a position to
address tasks that have an operative
nature
Costly exercise
Sense of frustration
Risk of avoiding responsibility
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21
VMOSA
Vision
◦ answers the question “What do we want to
become?”
◦ often considered the first step in strategic
planning
◦ provides a direction and inspiration for
organizational goal settings
◦ is a symbol and a cause to which we want bond
stakeholders
◦ Should never carry the how part
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22
VMOSA
Vision
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VMOSA
Mission
◦ enduring statements of purpose that
distinguish one business from other similar
firms
◦ identifies the scope of a firm’s operations in
product and market terms
◦ addresses the basic question that faces all
strategists: “What is our business?”
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VMOSA
Mission
◦ It expresses the "what and how" of your
effort, describing what your group is going to
do to make your vision a reality.
◦ An example of a mission statement: "Our
mission is to develop a safe and healthy
neighborhood through collaborative planning,
community action, and policy advocacy."
VMOSA
Mission
◦ While your vision statement inspires people
to dream, your mission statement should
inspire them to action.
◦ Make it concise, outcome-oriented, and
inclusive.
VMOSA
A good mission statement:
◦ Have to have a very visible linkage to the
business goals and strategy
◦ Should not be same as the mission of a
competing organization
◦ Clear to understand and communicate
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VMOSA
Objectives
◦ are the specific, measurable steps that will
help you achieve your mission.
◦ Develop objectives that are SMART:
specific,
measurable,
achievable (eventually),
relevant to your mission, and
timed (with a date for completion.)
VMOSA
Objectives should be S.M.A.R.T. + C.:
Specific.
◦ That is, they tell how much (e.g., 10%) of what is to be achieved (e.g., what
behavior of whom or what outcome) by when (e.g., by 2025)?
Measurable.
◦ Information concerning the objective can be collected, detected, or obtained.
Achievable.
◦ It is feasible to pull them off.
Relevant to the mission.
◦ Your organization has a clear understanding of how these objectives fit in with
the overall vision and mission of the group.
Timed.
◦ Your organization has developed a timeline (a portion of which is made clear
in the objectives) by which they will be achieved.
Challenging.
◦ They stretch the group to set its aims on significant improvements that are
important to members of the community.
VMOSA
Why Should You Create Objectives?
There are many good reasons to develop
objectives for your initiative. They include:
◦ Having benchmarks to show progress.
◦ Completed objectives can serve as a marker to
show members of your organization and others
what your initiative has accomplished.
◦ Creating objectives helps your organization keep
focused on issues most likely to have an impact.
◦ Keeping members of the organization working
toward the same long-term goals.
VMOSA
How Do You Create Objectives?
So once your organization has decided that it
does wish to develop objectives, how do you
go about doing so? Let's look at the process
that will help you to define and refine
objectives for your organization.
Define or reaffirm your vision and mission
statements
◦ The first thing you will need to do is review the
vision and mission statements your organization
has developed. Before you determine your
objectives, you should have a "big picture" that
they fit into.
VMOSA
How Do You Create Objectives?
Determine the changes to be made
◦ The crux of writing realistic objectives is learning
what changes need to happen in order to fulfill
your mission.
Collect baseline data on the issues to be
addressed
◦ As soon as your organization has a general idea of
what it wants to accomplish, the next step is to
develop baseline data on the issue to be
addressed. Baseline data are the facts and figures
that tell you how big the problem is; it gives
specific figures about the extent to which it exists
in your Company.
VMOSA
Strategy
◦ is a means by which long-term objectives of the firm will
be achieved
◦ is the creation of a unique and valuable position ,
involving a different set of activities. It is about
being different (Porter)
◦ relates to non-routine problems for which no pre-
determined solutions exist
◦ Is a tool that can be used to fight business
rivalries
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VMOSA
A strategy
◦ is a way of describing how you are going to
get things done.
◦ It is less specific than an action plan (which
tells the who-what-when); instead, it tries to
broadly answer the question, "How do we get
there from here?" (Do we want to take the
train? Fly? Walk?)
VMOSA
The following are some of the
fundamental objectives of strategy:
◦ To foresee the future
◦ To know where firms are going and why they
are going there
◦ To take into account the probable behaviours
of customers and competitors
◦ To maximize the strength of the corporate firm
and minimize the strength of competitors
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VMOSA
Strategy is a set of actions and decisions that
enables a firm to answer questions like:
◦ Where does a firm compete?
◦ What unique values would a firm bring in,
why customers choose products or services of
a particular firm?
◦ What resources and capabilities do the firm
utilize?
◦ How does a firm sustain its capabilities to
provide that unique value?
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VMOSA
Mintzberg summarize strategy using 5P’s
Strategy is:
◦ a plan because it relates how we intend to realize
our goals
◦ a ploy because it relies on secrecy and deception
◦ a pattern in decisions and actions
◦ a position (the stance we take). It is a mediator
between the internal and external environment
◦ a perspective as it is a vantage point and can be
seen from other vantage points too
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VMOSA
A good strategy will take into account
existing barriers and resources (people,
money, power, materials, etc.). It will also
stay with the overall vision, mission, and
objectives of the initiative.
Often, an initiative will use many different
strategies-
◦ providing information,
◦ enhancing support,
◦ removing barriers,
◦ providing resources, etc.--to achieve its goals.
VMOSA
Annual objectives and Policies
◦ short-term milestones that organizations must
achieve to reach long-term objectives
◦ should be measurable, quantitative,
challenging, realistic, consistent, and
prioritized
◦ should be established at the corporate,
divisional, and functional levels in a large
organization
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VMOSA
Annual objectives and Policies
◦ the means by which annual objectives
will be achieved
◦ include guidelines, rules, and procedures
established to support efforts to achieve
stated objectives
◦ guides to decision making and address
repetitive or recurring situations
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Determinants of strategy
The four major determinants of strategy in
todays complex, dynamic and uncertain
environment:
◦ External opportunities and Threats
(Industry specific factors)
◦ Internal Resources, Capabilities and
competencies (Firm specific factors)
◦ Personal values of the executives (Ethical
Behaviour)
◦ Obligation to the society and stakeholders
(CSR)
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End of Chapter
one
Chapter Two
The Business Environment
The business environment
The business environment can be
grouped into two:
◦ External Environment
Remote/Macro/ General
Immediate/Micro/Task
◦ Internal environment
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45
Outcomes From External & Internal Environmental
Analyses
Examine unique
Examine resources, capabilities &
opportunities & competencies –
threats
sustainable
competitive advantage
46
The external environment
Tools of analysis of the external
environment:
◦ PEST/E analysis
is done for sake of accommodating
relevant elements in the strategic
development processes of organizations.
◦ Five forces competitive analysis
Forces that impact competition within
the confines of an industry
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External Analysis –steps
Step 1: Environmental scanning – gather
relevant information. It allows managers
to stay up to date and reduce uncertainty
Step 2:Interpret environmental factors –
determine whether the factors are
opportunities or threats. Identify the most
important opportunities and threats
Step 3: Take actions to capitalize
opportunities and minimize threats
External Analysis ...
OPPORTUNITIES:
An opportunity is a major favorable situation in
a firm’s environment.
Identification of
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Why external analysis?
External analysis allows firms to:
◦ Discover threats and opportunities
◦ Make informed decisions as best as possible
◦ Better understand the nature of competition in
an industry
◦ See if above normal profits are likely in an
industry
Key External Forces
External forces can be divided into five
broad categories:
1. Macroeconomic forces
2. Social, cultural, demographic, and natural
environmental forces
3. Political, governmental, and legal forces
4. Technological forces
5. Competitive forces
Relationships Between Key External
Forces and an Organization
1. Economic Forces
Some key economic variables:
Availability of credit
Level of disposable income
Interest rates
Inflation rates
Unemployment trends
Consumption patterns
Import/Export factors
Demand shifts
Price fluctuations
Fiscal policies
Economic forces
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59
Political, Governmental, and
Legal Forces
Political action can bring about substantial
impact on three governmental functions
that influence the external environment of
firms:
Supplier function: government decision
regarding the accessibility of private
businesses to government-owned natural
resources and products will profoundly
affect the viability of the strategies of the
firms.
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60
Political, Governmental, and
Legal Forces
Customer function: government demand for
products and services can create, sustain, enhance,
or eliminate many market opportunities.
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4. Technological Forces
Organizations must strive to understand the
existing scientific or technological advances:
avoid obsolescence and promote innovation
- Technological advancements can:
◦ Create new markets
◦ Result in a proliferation of new and improved
products
◦ Change the relative competitive cost positions
in an industry
◦ Replace existing products and services
Technological Forces.. Example
For instance, the Internet has changed the very
nature of opportunities and threats by:
◦ altering the life cycles of products
◦ increasing the speed of distribution
◦ creating new products and services
◦ erasing limitations of traditional geographic
markets
◦ changing the historical trade-off between
standardization and flexibility.
Technological Forces
In general the Internet is:
◦ Altering scale Economies
◦ Changing entry barriers, and
◦ Redefining the relationship between
industries and various suppliers,
creditors, customers, and competitors
The SWOT Matrix
Strengths Weaknesses
Opportunities
S-O W-O
strategies strategies
69
Analysis of the Industry
An industry is a group of firms
producing products that are close
substitutes
Firms that influence one another
Includes a rich mix of competitive forces
70
Analysis of the industry cont’d.
Analysis of the industry environment:
◦ focuses on the factors & conditions
influencing the firm’s profitability in the
industry.
◦ Compared to the general environment, the
industry environment has a more direct
effect on the firm’s strategic
competitiveness & capability of earning
above-average returns
71
Industry Analysis …
Industry analysis refers to the analysis
of:
◦ Industry trends as a whole
◦ Competition within the industry
◦ Technologies employed
◦ What it takes to succeed – the key success factors
◦ Comparing the firm, its products, its systems, its
technology etc., with other firms in the industry.
72
Nature and Degree Of Competition
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Nature cont’d …
How Competitive Forces Shape Strategy?
◦ The essence of strategy formulation is coping with
competition. Competition exists in the fight for market
share.
◦ Therefore, competition in an industry is rooted in its
underlying economics, and competitive forces.
◦ In light of this, customers, suppliers, potential entrants,
and substitute products are all competitors that may be
more or less prominent or active depending on the
industry type.
◦ Thus, the collective strength of these forces determines
the ultimate profit potential of an industry.
75
Nature cont’d …
The weaker the forces collectively the greater the
opportunity for superior performance in the
industry would be.
Thus,to cope with them, the strategist must explore
below the surface and analyze the sources of
competition. For example:
◦ What makes the industry vulnerable to entry?
◦ What determines the bargaining power of
suppliers?
76
Nature cont’d …
Knowledge of these underlying sources of
competitive pressure provides the groundwork for a
strategic plan of action to:
◦ Highlight the critical strengths and weaknesses of
the company
◦ Animate the positioning of the company in its
industry
◦ Clarify the areas where strategic changes may yield
the greatest payoff
◦ Highlight the industry trends as either opportunities
or threats
77
Threat of Entry
There are six major sources of barriers to
entry:
1.Economies of scale
2.Product differentiation
3.Capital requirements
4.Cost (dis)advantages
5.Access to distribution channels
6.Government policy
78
Threat of Entry cont’d …
Economies of scale:
Deter entry by forcing the aspirant either to
come in on large scale or accept a cost
disadvantage.
79
Threat of Entry cont’d …
Product differentiation:
Brand identification creates a barrier by
forcing entrants to spend heavily to overcome
customer loyalty.
Product differentiation is perhaps the most
important barrier in soft drinks, cosmetics,
and investment banking.
80
Threat of Entry cont’d …
Capital requirements:
The need to invest large financial resources
in order to compete, creates a barrier to entry.
Capital is necessary not only for fixed
facilities but also for customer credit,
inventories, and absorbing start-up loses.
The huge capital requirements in certain
fields, such as computer manufacturing and
mineral extraction, limit other entrants.
81
Threat of Entry cont’d …
Cost (dis)advantages independent of scale:
Well-established companies may have cost
advantages not available to potential rivals, no
matter what their size and economies of scale.
83
Threat of Entry cont’d …
Government policy:
The government can limit or even foreclose entry
to industries with such controls as license
requirements and limits on access to raw materials.
84
Threat of Entry cont’d …
Expected Retaliation
Existing firms might respond in
different ways when new comers enter
in to the market.
85
Powerful Suppliers
Suppliers can exert bargaining power
on participants in an industry by
◦ raising prices of inputs or
◦ reducing the quality of purchased
goods and services affecting the
profitability of the industry.
86
Powerful Suppliers cont’d …
Supplier power increases when:
◦ Suppliers are large and few in number e.g.oil
◦ Suitable substitute products are not available e.g. tele
◦ Individual buyers are not large customers of suppliers and
there are many buyers. E.g. retail vs whole-saler buyers
◦ Suppliers’ goods are critical to buyers’ marketplace
success. key inputs
◦ Suppliers’ products create high switching costs
◦ Suppliers pose a threat to integrate forward into buyers’
industry
87
Powerful Buyers
Customers can force down prices, demand higher
quality or more service, and play competitors off
against each other – all at the expense of industry
profits.
The product buyers’ purchase from the industry is
standard or undifferentiated.
88
Powerful Buyers cont’d …
Buyer power increases when:
1. Buyers are large and few in number
2. Buyers purchase a large portion of an industry’s
total output
3. Buyers’ purchases are a significant portion of a
supplier’s annual revenues
4. Buyers can switch to another product without
incurring high switching costs
5. Buyers pose threat to integrate backward into the
sellers’ industry
89
Threat of Substitute Products
The threat of substitute products
increases when:
A. Buyers face few switching costs
B. The substitute product’s price is lower
C. Substitute product’s quality and
performance are equal to or greater than the
existing product
90
Rivalry Among Competing Firms
Industry rivalry increases when:
1. There are numerous or equally balanced
competitors
2. Industry growth slows or declines
3. There are high fixed costs or high storage costs
4. There is a lack of differentiation opportunities or
low switching costs
5. When the strategic stakes are high
6. When high exit barriers prevent competitors from
leaving the industry 91
Interpreting Industry Analysis
92
Interpreting Industry Analysis cont’d …
93
Competitor Analysis
Competitor analysis focuses on each company
against which a firm directly competes.
Analysis of competitors is focused on predicting the
dynamics of competitors' actions, responses &
intentions
Competing firms are keenly interested in
understanding each other’s objectives, strategies,
assumptions and capabilities.
Furthermore, intense rivalry creates a strong need to
understand competitors.
94
Competitor Analysis cont’d …
In a competitor analysis, the firm seeks to understand:
What drives the competitor, as shown by its future
objectives.
What the competitor is doing and can do, as revealed
by its current strategy.
What the competitor believes about its own firm and
the industry, as shown by its assumptions.
What the competitor’s capabilities are, as shown by
its strengths and weaknesses.
95
Competitor analysis components
99
This can best be displayed on a two dimensional matrix - competitors
along the top and key success factors down the side. An example of a
competitor array follows:
1. Extensive
distribution
.4 6 2.4 3 1.2
3. Economies of scale .2 3 .6 3 .6
4. Product innovation .1 7 .7 4 .4
100
End of Chapter
Two
CHAPTER THREE
INTERNAL ASSESSMENT
(Evaluating Company Resources and
Competitive Capabilities)
Internal analysis
Internal environment analysis
◦ is a way of looking the firms internal
capabilities to determine its internal
strengths and weaknesses
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The VRIN(o) Frame Work
Valuable Rare Costly to None Exploite Competit Economi
imitate substitut d by ive c
able organiz implicati implicati
ation ons on
No Competiti Below
ve normal
Disadvant
age
Yes No Competiti Normal
ve Parity
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Are the market positioning and
resource based approaches competing
or complementary?
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MBV Vs. RBV
Many scholars believed that RBV is a rival
paradigm to the MBV paradigm.
Some other researchers believed that they are
complementary paradigm rather than rival
Grant argues that market attractiveness is
based on resources and capabilities of
individual firms
◦ Structural sources of market attractiveness such as
barriers to entry, monopolistic price setting power
or vertical bargaining power are all, in the final
analysis the consequences of individual firms
MBV Vs. RBV – Grant argues…
For example,
◦ Barriers to entry are the results of individual
firms patent, brands and retaliatory capability
◦ Monopolistic price setting power stems from
market share which is a consequence of cost
efficiency, financial strength and other
resources and capabilities
◦ Vertical bargaining power depends up on
individual firm size and financial resources etc.
◦ Therefore, no market attractiveness but individual
firms resources and capabilities are the primary
basis for inter-firm potential differentials
MBV Vs. RBV
To Grant, the Porterian generic strategies are linked
into firm-specific resources and capabilities which are
basis of value creation process.
◦ For example, cost advantage is based up on firms
resources and capabilities as process technology, size
of the plants, and access to low cost inputs, while
differentiation advantage comes from brands,
product technology, marketing, distribution and
service capabilities.
Therefore, the resources and capabilities of a firm are
primary constraints in formulating strategy and creating
high/low performance
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MBV Vs. RBV
On the other hand, Porter argues that the ultimate
sources of competitive advantage originates in the
structural forces that shape the market.
To him, there are logically two answers to the sources of
competitive advantage
The 1st is the resources and capabilities condition of
firms to Porter are basically called as Initial
Conditions.
◦ As a result of their history, firms may have pre-
existing reputations, skills, service capabilities etc.,
influencing choices as well as constrain them.
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MBV Vs. RBV
The 2nd is that competitive advantage may be through
pure managerial choice, independent of initial
conditions.
Then he argues that lying behind all initial conditions
and managerial choices are external market
conditions.
The proponents of RBV propose that
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MBV Vs. RBV
The founder of RBV, Wernerfelt, found that firm
specific effect explains about twice as much
variance in profit rates as market effect.
Besides. empirical evidences confirmed that both
organization (firm effect) and competition (market
effect) are clearly important in shaping strategy and
performance.
Therefore, Strategy and Performance are the
functions of:
◦ Market effects – barriers to entry and exit
◦ Firm specific Effects – barriers to imitation
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Value Chain
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127
Value chain…
The focus of value-chain analysis is to
examine the corporation in the context of
the overall chain of value-creating
activities, of which the firm may be only a
small part.
The concept was used in accounting
analysis for some years before Professor
Michael Porter suggested that it could be
applied to strategic analysis in the year
1985.
Value Chain Analysis
Value chain analysis:
◦ is a template used to identify the firms cost
position and whether the cost stance of the
firm allows the implementation of business
level strategies.
◦ allows a firm to identify the cost and the
different set of value drivers
◦ In short value chain analysis provides
fundamental inputs that can be used to
maximize value creation and minimize cost.
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Value Chain Analysis...
Michael Porter Identified two different sets
of activities in the value chain;
◦ Primary Activities
Upstream value chain/inbound logistics
Operations
Downstream value chain/outbound logistics
Marketing and sales
After sale services
◦ Support activities –that provide support for the
primary activities of the firm:- infrastructure,
finance, procurement and so on.
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Value Chain…
According to porter, the primary activities
of the company are:
◦ Inbound logistics - concerned with
receiving the goods from suppliers,
storing them until required by
operations, handling and transporting
them within the company.
◦ Operations -this is the production area
of the company
Value Chain
Outbound logistics -these distribute the final
product to the customer. They would clearly
include transport and warehousing.
Marketing and sales-this function analyses
customer’s want and need and brings to the
attention of customers what products or
service the company has for sale.
Service -before or after a product or service
has been sold, there is often a need for
installation or after-sales service
Value Chain…
Each of the primary activities will add
value to the organization in its own way.
◦ For example, higher standards of
service, lower production costs, faster
and cheaper outbound delivery and so
on. By this means, they provide the
areas of competitive advantage of the
organization.
Value Chain
Supporting Activities:
◦ Procurement
◦ Technology development
◦ Human resource management
◦ Firm infrastructure- planning and
control system
Value Chain…
Essentially, Porter linked two areas together.
◦ The added value that each part of the
organization contributes to the whole
organization
◦ The contribution to the competitive advantage of
the whole organization that each of these parts
might then make.
The value chain can also be taken as a key
source for generating a competitive
advantage to firms.
Competitive advantage
Why do some companies outperform
others? What is (are) the basis of their
competitive advantage?
◦ In retail industry, Wal-Mart has
consistently outperformed Kmart.
◦ In the global auto industry Toyota has
consistently outperformed General
Motors for most of the last twenty years
Competitive advantage…
A firm outperform its rivals due to the
prevalence of superior efficiency, superior
quality, superior innovation and superior
responsiveness to the market.
We refer to efficiency, quality, innovation, and
customer responsiveness as the four generic
building blocks of competitive advantage.
This days information technology, CSR and
environmental issues are also generating a
competitive advantage for global firms.
Are the positioning and resource based
approaches competing or
complementary?
The answer is they are complementary
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End of Chapter
Three