Strategic Management, Crafting and Executing Strategy_Ch001.ppt
- 1. McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved. 1 Chapter Title 15/e PPT What Is Strategy and Why Is It Important? Screen graphics created by: Jana F. Kuzmicki, Ph.D. Troy University-Florida Region
- 2. 1-2 Thinking Strategically: The Three Big Strategic Questions 1. What’s the company’s present situation? 2. Where does the company need to go from here? Business(es) to be in and market positions to stake out Buyer needs and groups to serve Direction to head 3. How should it get there? A company’s answer to “how will we get there?” is its strategy
- 3. 1-3 What Do We Mean By “Strategy”? Consists of competitive moves and business approaches used by managers to run the company Management’s “action plan” to Grow the business Attract and please customers Compete successfully Conduct operations Achieve target levels of organizational performance
- 4. 1-4 Strategy and the Quest for Competitive Advantage The heart and soul of any strategy are the actions and moves in the marketplace that a company makes to strengthen its competitive position and gain a competitive advantage over rivals A creative distinctive strategy that sets a company apart from rivals and yields a competitive advantage is a company’s most reliable ticket to above average profitability Competing with a competitive advantage is more profitable than competing with no advantage Competing with a competitive disadvantage nearly always results in below-average profitability
- 5. 1-5 Four “Best” Strategic Approaches to Building Sustainable Competitive Advantage Being the industry’s low-cost provider (a cost-based competitive advantage) Incorporate differentiating features (a “superior product” type of competitive advantage keyed to higher quality, better performance, wider selection, value-added services, or some other attribute) Focusing on a narrow market niche (winning a competitive edge by doing a better job than rivals of serving the needs and preferences of buyers comprising the niche) Developing expertise and resource strengths not easily imitated or matched by rivals (a capabilities-based competitive advantage)
- 6. 1-6 Fig. 1.1: Identifying a Company’s Strategy
- 7. 1-7 Why Do Strategies Evolve? A company’s strategy is a work in progress Changes may be necessary to react to Shifting market conditions Technological breakthroughs Fresh moves of competitors Evolving customer preferences Emerging market opportunities New ideas to improve strategy Crisis situations
- 8. 1-8 Fig. 1.2: A Company’s Strategy Is Partly Proactive and Partly Reactive
- 9. 1-9 Linking Strategy With Ethics Ethical and moral standards go beyond Prohibitions of law and the language of “thou shalt not” to issues of Duty and “right” vs. “wrong” Ethical and moral standards address “What is the right thing to do?” Two criteria of an ethical strategy: Does not entail actions and behaviors that cross the line from “should do” to “should not do” and “unsavory” or “shady” and Allows management to fulfill its ethical duties to all stakeholders
- 10. 1-10 A Firm’s Ethical Responsibilities to Its Stakeholders Owners/shareholders – Rightfully expect some form of return on their investment Employees - Rightfully expect to be treated with dignity and respect for devoting their energies to the enterprise Customers - Rightfully expect a seller to provide them with a reliable, safe product or service Suppliers - Rightfully expect to have an equitable relationship with firms they supply and be treated fairly Community - Rightfully expect businesses to be good citizens in their community
- 11. 1-11 What Is a Business Model? A business model addresses “How do we make money in this business?” Is the strategy capable of delivering good bottom-line results? Do the revenue-cost-profit economics of the strategy make good business sense? Look at revenue streams the strategy is expected to produce Look at associated cost structure and potential profit margins Do resulting earnings streams and ROI indicate the strategy makes sense and the company has a viable business model for making money?
- 12. 1-12 Relationship Between Strategy and Business Model Strategy . . . Deals with a company’s competitive initiatives and business approaches Business Model . . . Concerns whether revenues and costs flowing from the strategy demonstrate a business can be amply profitable and viable
- 13. 1-13 Tests of a Winning Strategy GOODNESS OF FIT TEST How well does strategy fit the firm’s situation? COMPETITIVE ADVANTAGE TEST Does strategy lead to sustainable competitive advantage? PERFORMANCE TEST Does strategy boost firm performance?
- 14. 1-14 Why Is Strategy Important? A compelling need exists for managers to proactively shape how a firm’s business will be conducted A strategy-focused firm is more likely to be a strong bottom-line performer than one that views strategy as secondary