Strategy basics competing through strategy

779
-1

Published on

Published in: Education, Business
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
779
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
26
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide

Strategy basics competing through strategy

  1. 1. Competing Through Strategy: The Basics<br />Salvador Trevino-Martinez<br />Marketing And Strategy Professor<br />Director, Institute for the Development of Business Education<br />
  2. 2. What is Strategy<br />Means to Achieve an End…<br />A response to environmental challenges<br />A business position to compete successfully in the market<br />A thinking and decision paradigm to direct a business/organizations effort.<br />2<br />saltrevino@itesm.mx<br />
  3. 3. Strategy Defined<br />Two basic Connotations:<br />Military: <br />two basic purposes<br />To “defeat” competition<br />To “conquer” markets<br />Business:<br />Three elements<br />Plan (e.g., business plan, strategic planning report)<br />The “management” of strategy: to plan, to organize, to implement/to direct, and to measure/control<br />Long term mission and vision statements.<br />ToAchieveGoals (and objectives)<br />3<br />saltrevino@itesm.mx<br />
  4. 4. Building a MissionStatement<br />Fourbasicelementsmake up a missionstatement<br />PermanentBenefit PB (tostakeholders)<br />Meanstoachieve PB<br />Publics/Audiences/InterestGroups<br />Philosophy and Values<br />4<br />saltrevino@itesm.mx<br />
  5. 5. PermanentBenefit PB<br />The core expertise of your business<br />Clear, attractive to your consumers; different (meaning superior) to your competition<br />The basic “substance” of your business model<br />Your competitive/positioning/”niche” position<br />Your “moral standing” in society <br />A promise you make to your constituencies (stakeholders)<br />5<br />saltrevino@itesm.mx<br />
  6. 6. FedEx and PB<br />Permanent Benefit: “The world on Time”<br />Product/Solution Translation: “Overnight Delivery”<br />Core Values:Speed, Reliability, and Teamwork<br />Source: http://fedex.com/ie/about/enews/articles/1108article1.html<br />Highlights:<br /><ul><li>Business model based on it
  7. 7. Frameable as “promise”
  8. 8. Competitive </li></ul>6<br />saltrevino@itesm.mx<br />
  9. 9. Permanent Benefit Examples<br />7<br />saltrevino@itesm.mx<br />
  10. 10. Proving the point…<br />Our Mission Statement <br />We will become the world's most valued company to patients,<br />customers, colleagues, investors, business partners, and the <br />communities where we work and live. <br />Our Purpose <br /> We dedicate ourselves to humanity's quest for longer, healthier, happier lives through innovation in pharmaceutical, consumer, and animal health products. To achieve this purpose and mission, Pfizer affirm the values of Integrity, Leadership, Innovation, Performance, Teamwork, Customer Focus, Respect for People and Community. <br />From: http://wiki.answers.com/Q/What_is_Pfizer_mission_statement<br />8<br />saltrevino@itesm.mx<br />
  11. 11. MissionStatementExamples<br />McDonaldsCorporation<br />"McDonald's vision is to be the world's best quick service restaurant experience. Being the best means providing outstanding quality, service, cleanliness, and value, so that we make every customer in every restaurant smile."<br />PermanentBenefit<br />Means<br />Philosophy and Values<br />9<br />saltrevino@itesm.mx<br />
  12. 12. Two Strategy Inputs<br /><ul><li>External Environment
  13. 13. Internal Assets and Liabilities (SWOT) and Structure</li></ul>Law<br />Competition<br />Markets (culture)<br />Technology<br />Infrastructure<br />External Environment<br /><ul><li>Finance
  14. 14. H.R
  15. 15. Marketing
  16. 16. Operations</li></ul>10<br />saltrevino@itesm.mx<br />
  17. 17. GLOBAL Strategy<br />Same idea of “business response” what global entails is simply put, scope<br />s<br />s<br />11<br />saltrevino@itesm.mx<br />
  18. 18. JolliBeeCase:Wrap Up: Salvador´s Take on the Case…<br />What “lessons can we derive from the Case”<br />What works being small, may not work as large…<br />Evolution of the business implies evolving the organization too… (reinvent ourselves…)<br />professionalize management structure; <br />look for sources of capital (IPO; go-public)<br />bring outsiders (Samurai), <br />Owners; reduce their operational role and become stockholders and members of the board…<br />12<br />saltrevino@itesm.mx<br />
  19. 19. The tough nut to crack…<br />IT DOES INVOLVE:<br />ABANDON SMALL (PYME)/FAMILY BUSINESS MINDSETS AND ADOPT THOSE OF A CORPORATION<br />COMMIT TO GROWING TO FULL POTENTIAL…<br />LONG TERM PERSPECTIVE?<br />13<br />saltrevino@itesm.mx<br />
  20. 20. THE ISSUES <br />DO WE KEEP/MAINTAIN CORE VALUES AND BUSINESS MODEL? YES AND WHY; NO AND WHY…<br />WHAT IS THE SITUATION IN LATINAMERICA AND OTHER “DEVELOPING/EMERGING” ECONOMIES?<br />WHAT IS THE CORRECT/RIGHT MINDSET?<br />14<br />saltrevino@itesm.mx<br />
  21. 21. LATINAMERICAN JOLLiBEES<br />A real one…<br />http://www.campero.com/<br />A potential one…<br />http://www.donatota.com/<br />How many more do you know/think could become future LA´s Jollibees???<br />15<br />saltrevino@itesm.mx<br />

×