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Business Policy &
Strategic Management
-Prof. Shashank Divekar
Pune, India
Business Policy & Strategic Management
Business policy is the study of the roles and responsibilities
of top- level management, the significant issues affecting
organizational success and the decisions affecting
organization in the long-run.
Business Policy defines the scope or spheres within which
decisions can be taken by the subordinates in an organization.
It permits the lower level management to deal with the
problems and issues without consulting top level management
every time for decisions.
Business policies are the guidelines developed by an
organization to govern its actions. They define the limits
(Do’s & Don’t’s) within which decisions must be made.
What is Business Policy ?
Business Policy includes guidelines, rules and procedures
established to support efforts to achieve stated objectives.
Business Policy & Strategic Management
Policies are guides to decision making and address
repetitive or recurring situations.
Policy defines the area in which decisions are to be made,
but it does not give the decision.
A policy is a verbal, written, or implied overall guide,
setting up boundaries that supply the general limits and
direction in which managerial action will take place.
Business Policy & Strategic Management
Examples of Business Policies :
HR Policy
• Hiring-Firing
• Employee profile
•Training
• Transfers
• Promotions
• Wages
• Incentives & Bonus
Materials Policy
• Quality-Quantity
• Vendors
• Payment terms
• Stores & Handling
• Documentation
Marketing Policy
• What to sell
• Where
• To Whom
• Through Whom
• Communication
Quality Policy
• Standards
• Checks & Controls
• Feedbacks
• Corrective Measures
Business Policy & Strategic Management
What is Corporate Strategy ?
Corporate Strategy is the direction and scope of an
organisation, which achieves advantage for the organisation
through its configuration of resources within a changing
environment and to fulfill stakeholder expectations.
What is Strategic Managemant ?
It is the managerial process that focusses on identifying and
building competitive advantage
By
Generating good ideas and implementing them effectively.
Business Policy & Strategic Management
The task of corporate strategy is to create a distinctive way
ahead for an organisation, using whatever skills and
resources it has, against the background of the environment
and its constraints.
Corporate Strategy is the pattern of major objectives,
purposes or goals and essential policies or plans (for
achieving those goals), stated in such a way as to define
what business the company is in, or is to be in, and the kind
of company it is, or is to be.
- Kenneth Andrews
Business Policy & Strategic Management
5 Tasks of Strategic Management
1. Forming a strategic vision – Long term direction, a sense of
purposeful action.
2. Setting objectives – Converting the strategic vision into specific
performance outcomes for the organisation to achieve.
3. Crafting a strategy to achieve desired results :
• Macroeconomic analysis
• Industry Analysis
• Game theory
• Capabilities-based strategy formulation
• Dynamic capabilities & evolutionary thinking
4. Implementation & executing the strategy
5. Evaluating performances, reviews and corrective action
Business Policy & Strategic Management
Business Model
A Business Model is a document describing the operations of a
business including the components of the business, the
functions, and design. It is the plan implemented by a company
to generate revenue and make a profit from operations.
Magretta defines Business Model as ‘Stories that explain how
enterprises work’.
A Business Model depicts the content, structure and
governance of transactions, designed so as to create value
through exploitation of business opportunities.
A Business Model is the ‘logic’ of the firm, the way it operates
and how it creates value for its stakeholders.
Business Policy & Strategic Management
Business Model
A business model is how a company operates and a strategy is
how a company competes. Strategies cannot be formulated
without first understanding the fundamental elements of a
business model.
When the basis of competition changes because a new model
changes the economics in the industry, business models need
to be adjusted and then the strategy realigned.
Business Policy & Strategic Management
RESOURCES
Strategy needed
to direct
activities of its
people, finance,
factories etc.
How corp. strategy links the organisation’s resources with its environment
Economy Growing
Opportunity
Competitors Attacking
Threat
Customers excited
about new
products & services
Opportunity
Suppliers becoming
more aggressive
Threat
Environment Environment
Environment
Environment
Business Policy & Strategic Management
How corp. strategy links the organisation’s resources with its environment
Economy at large
Technology
Legislation &
Regulation
Societal Values & Lifestyle
Population
Demographics
Firm
Suppliers
Rivals Buyers
Substitutes
New Entrants
Business Policy & Strategic Management
Environmental Threat & Opportunities Profile (ETOP)
ETOP analysis is a management tool that analyses environmental
information and determines the relative impact of threats and
opportunities for the systematic evaluation of the environment.
Environment scanning is the process of gathering, analysing and
dispensing information for tactical or strategic purposes.
ETOP process involves dividing the environment into different
environmental sectors and then analysing the impact of each sector
on the organisation.
ETOP gives a clear picture to the strategies about each aspect of the
business environment, the various individual factors within each
sector which affect the business favourably or otherwise.
Business Policy & Strategic Management
Environmental Threat & Opportunities Profile (ETOP)
ENVIRONMENTAL
SECTOR
NATURE OF IMPACT IMPACT OF THE SECTOR
ECONOMIC
Burgeoning middle class,
rising disposable incomes,
lifestyle changes.
MARKET
Several major players, lots of
small players and a large
unorganised sector, margin
pressures.
GLOBAL
Global slowdown, cheaper
imports, US$, crude prices.
Business Policy & Strategic Management
Environmental Threat & Opportunities Profile (ETOP)
ENVIRONMENTAL
SECTOR
NATURE OF IMPACT IMPACT OF THE SECTOR
POLITICAL
Coalition compulsions, lack
of direction, instability.
REGULATORY
Too many controls, inspector
raj, documentation and
licensing, reservations for SSI
etc.
SOCIAL
Changing attitudes,
acceptance of new social
values and norms, new ideas
and liberal outlook.
Business Policy & Strategic Management
Environmental Threat & Opportunities Profile (ETOP)
ENVIRONMENTAL
SECTOR
NATURE OF IMPACT IMPACT OF THE SECTOR
TECHNOLOGY
Cheaper technology
development, skilled and
trained indigenous talent.
SUPPLIERS
Too few vendors, new
suppliers reluctant to enter
the market. Pricing and
scheduling issues.
Business Policy & Strategic Management
Characteristics of Corporate Strategy
1. Generally long-range in nature but valid for short-range
situations also.
2. Action-oriented and more specific than objectives.
3. Multipronged and integrated.
4. Flexible and dynamic
Corporate strategies provide direction when the company
enters new economic markets. The strategy determines
markets of the firms, customers and competitors.
Business Policy & Strategic Management
Characteristics of Corporate Strategy ..Contd.
6. Generally meant to deal with competitive and complex settings
7. Flows out of goals and objectives and is meant to turn
them into realities.
8. Is concerned with perceiving opportunities and threats
and seizing initiatives to cope with them.
9. Provides unified criteria for managers in function of
decision making.
5. Formulated at top management level with inputs from
middle and lower level managers
Business Policy & Strategic Management
Mintzberg’s 5 Ps of Strategy
Henry Mintzberg first wrote about the 5 Ps of strategy in
1987. According to him different types of strategic thinking
and approaches are required as per situations and
conditions. These may be inter-related and compatible.
Strategy is not just a notion of how to deal with an enemy or
a set of competitors or a market. It also involves some of the
fundamental issues about organisations as instruments for
collective perception and action.
Mintzberg argued that there is no point in developing a
strategy that ignores the competitor’s reactions or does not
take into account the organisation’s culture and capabilities.
Business Policy & Strategic Management
Mintzberg’s 5 Ps of Strategy
Mintzberg presented 5 different approaches or concepts of
strategy. These are known as ‘5 Ps’ of strategy.
1. Plan
2. Ploy
3. Pattern
4. Position
5. Perspective
Business Policy & Strategic Management
Mintzberg’s 5 Ps of Strategy
Strategy as a Plan :
Planning is something that comes naturally to us. As such, this is
the default, automatic approach that is adopted. This involves
brainstorming options and planning how to exploit the
opportunity.
By this definition, strategy has two essential characteristics :
a) They are made in advance of the actions to which they apply.
b) They are developed consciously and purposefully.
As plans, strategies can be general or specific.
Business Policy & Strategic Management
Mintzberg’s 5 Ps of Strategy
Strategy as a Ploy :
A Ploy is a specific ‘maneouvre’ intended to outwit an
opponent or competitor. It involves plotting to disrupt,
dissuade, discourage or otherwise influence competitors as a
part of a strategy.
A major retail store threatening to expand its size and
capacity to discourage a competitor from opening a store in
the area, a corporation luring away some key employees or
distributors of a competitor in order to weaken the operating
capability of the competitor are some examples of ‘ploys’.
Business Policy & Strategic Management
Mintzberg’s 5 Ps of Strategy
Strategy as a Pattern :
Strategic plans and ploys are both deliberate exercises.
Sometimes, however, strategy emerges from past
organizational behavior. Rather than being an intentional
choice, a consistent and successful way of doing business can
develop into a strategy.
Thus, defining strategy as a plan is not sufficient. We also need
a definition which takes into account the resulting behaviour.
Thus the definition of strategy as a ‘pattern’ emerges.
By this definition strategy is consistency in behaviour, whether
or not intended.
Business Policy & Strategic Management
Mintzberg’s 5 Ps of Strategy
Strategy as a Position :
"Position" is another way to define strategy - that is, how
you decide to position yourself in the marketplace.
In this way, strategy helps you explore the fit between your
organization and your environment, and it helps you
develop a sustainable competitive advantage.
By this definition, strategy becomes a ‘mediating force’
between the organisation and its environment – both
internal and external.
A position can be deliberate, intended or may emerge as a
pattern of behaviour.
Business Policy & Strategic Management
Mintzberg’s 5 Ps of Strategy
Strategy as a Perspective :
This approach is based on the way an organisation views the
world around itself – the customers, competitors and the
environment. Accordingly the conduct their business and
deal with situations.
It is every organisation’s perspective that becomes the basis
for all its actions and the way it reacts to situations. Some
companies are aggressive marketers, some believe in
developing new technologies while there are some who
believe in productive efficiency.
The 5 Ps should be seen as a variety of viewpoints that one
should consider while developing a robust and successful
strategy.
While various relationships exist among the different
definitions, not any single definition takes precedence over the
others. In many ways the definitions compliment each other.
Each definition adds important elements to our understanding
of strategy, indeed encourages us to address fundamental
questions about organisations in general.
Business Policy & Strategic Management
Mintzberg’s 5 Ps of Strategy
Business Policy & Strategic Management
Mintzberg’s 5 Ps of Strategy
As such, there are three points in the strategic planning process
where it's particularly helpful to use the 5 Ps:
1. While gathering information and conducting the analysis
for strategy development, as a way of ensuring that
everything relevant is taken into account.
2. When you've come up with initial ideas, as a way of
testing that that they're realistic, practical and robust.
3. As a final check on the strategy that you've developed, to
flush out inconsistencies and things that may not have
been fully considered.
Using Mintzberg's 5 Ps at these points will highlight problems that
would otherwise undermine the implementation of the strategy.
Corporate level strategy
It decides the business you should be in. Is concerned
with the overall purpose and scope of an organisation
and how value will be added to the different parts
(Business units) of an organisation.
Business Unit strategy
Also known as ‘Competitive Strategy’, it decides the tactics to
beat/ overcome the competition. Is about how to compete
successfully in particular markets. The concerns are about
competitors, opportunities and new products or services.
Business Policy & Strategic Management
LEVELS OF
STRATEGY
Operational strategy
Also called the ‘Go-to-Market Strategy’ or ‘Functional Strategy’,
it decides the operational methods to implement the tactics.
Are concerned with how the component parts of an
organisation deliver effectively the corporate and business-level
strategies in terms of resources, processes and people.
Business Policy & Strategic Management
LEVELS OF
STRATEGY
Business Policy & Strategic Management
Corporate
Strategy
Business Strategy
Operational Strategy
Business to be in
Tactics to beat the competition
Operational methods to implement the tactics
Overall purpose and scope of business,
investor’s expectations, long-term vision.
Challenges of competition,
choice of products, exploiting
and creating new opportunities.
How each part of the biz
is organised to deliver
corporate and BU-level
direction
Core areas of Corporate Strategy :
1. Strategic Analysis : The organisation, its mission and
objectives have to be examined and analysed. The top
management examines the objectives, the environment
and the resources.
2. Strategy Development : The strategy options have to be
developed and selected. The strategy has to be built on the
particular strengths of the organisation, developing
advantages over competition that are sustainable over time.
3. Strategy Implementation : The selected options have to
be implemented.
Business Policy & Strategic Management
The three core areas of
corporate strategy :
Sequential Approach
Strategic
Analysis
Strategic
Development
Strategic
Implementatio
n
Simultaneous Approach
Business Policy & Strategic Management
A Comprehensive Strategic Management Model
Vision &
Mission
Statements
Measure &
Evaluate
Performance
External
Audit
Internal
Audit
Long-
Term
Objectives
Generate,
Evaluate &
Select
Strategies
Implement
Strategies –
Mgnt.
Issues
Implement
Strategies -
Functional
Strategy Formulation Strategy Implementation Strategy
Evaluation
Business Policy & Strategic Management
Vision Statements and Mission Statements are the inspiring
words chosen by successful leaders to clearly and concisely
convey the direction of the organization.
A Mission Statement defines the company's business, its
objectives and its approach to reach those objectives.
A Vision Statement describes the desired future position of
the company.
Elements of Mission and Vision Statements are often
combined to provide a statement of the company's purposes,
goals and values.
Business Policy & Strategic Management
Vision, Mission & Objectives
The Vision statement communicates both the purpose and
values of the organization.
A vision statement is a broad declaration of overall intent
to eventually achieve a widely acknowledged state of
existence - an aspiration for the future.
Vision refers to the category of intentions that are broad, all-
inclusive and forward-thinking. It is the image that a business
must have of its goals before it sets out to reach them.
Business Policy & Strategic Management
Vision, Mission & Objectives
Business Policy & Strategic Management
A mission statement defines in a paragraph or so any entity's
reason for existence. It embodies its philosophies, goals,
ambitions and mores. Any entity that attempts to operate
without a mission statement runs the risk of wandering
through the world without having the ability to verify that it
is on its intended course.
A Mission statement is an organization's vision translated
into written form. It makes concrete the leader's view of the
direction and purpose of the organization. `
Vision, Mission & Objectives
A Mission statement guides the actions of the organisation,
spells out its overall goals and provides the framework or
context within which the company’s strategies are
formulated.
Mission and Vision Statements are commonly used to:
Internally :
• Guide management's thinking on strategic issues, especially
during times of significant change;
• Help define performance standards;
• Inspire employees to work more productively by providing
focus and common goals;
• Guide employee decision making;
• Help establish a framework for ethical behavior.
A Mission statement should be a short and concise statement of
goals and priorities. In turn, goals are specific objectives that
relate to specific time periods and are stated in terms of facts.
Business Policy & Strategic Management
Vision, Mission & Objectives
Mission and Vision Statements are commonly used to:
Externally :
• Enlist external support;
• Create closer linkages and better communication with
customers, suppliers and alliance partners;
• Serve as a public relations tool.
Vision defines where the organisation wants to be in the future.
It reflects the optimistic view of the organisation’s future. It
should make all members of the organisation feel proud,
excited and part of something bigger than themselves.
Mission defines where the organisation is going now, basically
describing its purpose, its primary objectives.
Business Policy & Strategic Management
Vision, Mission & Objectives
Business Policy & Strategic Management
Walmart
Vision
“To become the worldwide leader in retailing”.
Walmart
Mission
“To help people save money,
so they can live better”.
Toyota
Vision
Toyota
Mission
“Toyota aims to achieve long-term, stable growth in
harmony with the environment, the global
economy, the local communities it serves, and its
stakeholders”.
“Toyota seeks to create a more prosperous society
through automotive manufacturing”.
Sample Vision & Mission Statements
Business Policy & Strategic Management
Sample Vision & Mission Statements
Ford
Vision
Ford
Mission
“To become the world’s leading consumer company
for automotive products and services”
We are a global family with a proud heritage
passionately committed to providing personal
mobility for people around the world. We anticipate
consumer need and deliver outstanding products and
services that improve people’s lives.
IBM
Vision
IBM
Mission
“IBM should be first-and-foremost on any new
enterprise data center migration short-list”.
“To lead in the invention, development and
manufacture of the industry’s most advanced
information technologies, including computer
systems, software, storage systems and
microelectronics”.
Business Policy & Strategic Management
Sample Vision & Mission Statements
P&G
Vision
P&G
Mission
“To be the best consumer products and services
company in the world.”
“To provide branded products and services of superior
quality and value that improve the lives of the world’s
consumers, now and for generations to come”.
Vodafone
Vision
“To be the communications leader in an increasingly
connected world”.
Vodafone
Mission
“To enrich our customer’s lives through the unique
power of mobile communication”.
Business Policy & Strategic Management
Sample Vision & Mission Statements
Samsung
Vision
"Leading the Digital Convergence Revolution"
Samsung
Corporate
Philosophy
"We will devote our human resources and
technology to create superior products and
services, thereby contributing to a better global
society."
Samsung
Mission
"Digital-∈ Company"
There are two requirements for being "Digital-∈
Company", and the first is clearly about being
"Digital" producing not just digital products, but
products that inspire digital integration across our
entire company.
The second part of being a "∈" is to use ∈-
Processes connecting R&D, production, and
marketing to customers, partners, and the market-
disciplined approach is the way we bring value to
every part of our supply chain, including products
data and customer relationship through Enterprise
Resource Planning (ERP).
Business Policy & Strategic Management
Goals & Objectives
Objectives are open-ended attributes that denote the
future states or outcomes.
Goals are close-ended attributes which are precise and
expressed in specific terms.
Objectives may be qualitative while goals generally
tend to be quantitative.
Objectives are organizations performance targets – the
results and outcomes it wants to achieve. They function
as yardstick for tracking an organizations performance
and progress.
Business Policy & Strategic Management
Goals & Objectives
COMMON OBJECTIVES :
• SURVIVAL
• STABILITY
• GROWTH
• EFFICIENCY
• PROFITABILITY
The pursuit of objectives is an unending process such that
organizations sustain themselves. They provide meaning
and sense of direction to organizational endeavour.
Business Policy & Strategic Management
Characteristics of Objectives :
• Objectives help an organization in pursuit of its vision
and mission.
• Objectives provide the basis for strategic decision-making
• Objectives should define an organization's relationship
with its environment.
• Objectives should provide the standards for performance
appraisal.
• Objectives should be concrete and specific.
• Objectives should be measurable, controllable and challenging.
• Objectives should be set within constraints.
Business Policy & Strategic Management
ENVIRONMENTAL APPRAISAL
Environment is the sum of various external and some
internal forces that affect the functioning of business.
"The environment includes factors outside the firm which can lead
to opportunities for, or threats to the firm. Although there are
many factors, the most important of the sectors are socio-
economic, technological, supplier, competitors, and government. “
- Glueck & Jauch
"Environment factors or constraint are largely if not totally, external
and beyond the control of individual industrial enterprises and their
managements. These are essentially the 'givers' within which firms
and their managements must operate in a specific country and they
vary, often greatly, from country to country.“
- Barry M. Richman & Melvyn Copen
Business Policy & Strategic Management
ENVIRONMENTAL APPRAISAL
Objectives of Environmental Appraisal :
1. To understand the current and potential changes taking place
2. To obtain necessary inputs for strategic decision making.
3. To facilitate and foster strategic thinking in organisations
Characteristics of Business Environment :
• Environment is complex
• Environment is Dynamic
• Environment is multi-faceted
• Far-reaching impact
• Carries risks, uncertainties & opportunities
Business Policy & Strategic Management
Micro Environment
Micro-environment is related to small area or immediate
periphery of the organisation. It influences the organisation
regularly and directly.
Decisions affected by Micro-Environment
• Employees, their characteristics, attitudes and profiles.
• The customer base
• Methods and sources of finance
• Vendors/ suppliers and the relationships
• The local community
• Direct competition
Business Policy & Strategic Management
Macro Environment
Macro Environment consists of broad, indirect factors which
affect the overall business environment in a country or region,
across all industries.
MACRO
ENVIRONMENT
DEMOGRAPHIC
ECONOMIC
LEGAL / REGULATORY
GOVERNMENT
POLITICAL
CULTURAL
TECHNOLOGICAL
GLOBAL
Types of strategies
Forward Integration : Gaining ownership/ increased control
over channel partners
Backward Integration : Ownership/ control over suppliers
Horizontal Integration : Ownership/ control over competitors
Market Penetration : Seeking increased market share in
existing markets through extra efforts.
Market Development : Introducing existing product (s) into new
geographic areas or consumer segments
Product Development : Improving existing products or developing
new products
Integration
Intensive
Business Policy & Strategic Management
Types of strategies
Related Diversification : Adding new but related products
or services
Unrelated
Diversification : Adding new, unrelated products
or services
Retrenchment : Regrouping through cost and asset reduction
to reverse declining sales/ profits
Divestiture : Selling/ hiving off a division or part of the
organisation
Liquidation : Selling all the assets, in parts, for their
tangible worth
Diversification
Defensive
Business Policy & Strategic Management
Competitive Analysis : Porter’s Five-Forces Model
1. Rivalry among competing firms
2. Potential entry of new competitors
3. Potential development of substitute products
4. Bargaining power of suppliers
5. Bargaining power of consumers
Business Policy & Strategic Management
Competitive Analysis :
Porter’s 5-Forces Model
Business Policy & Strategic Management
Industry Rivalry
Potential
Entrants
(Threat of customer
mobility)
Product
Substitutes
Buyers
(Bargaining Power)
Suppliers
(Bargaining Power)
The Five-forces model is used in three steps to
determine what competition is like in a given industry :
1. Identify the specific competitive pressures/ key
elements associated with each of the five forces, that
impact the firm.
2. Evaluate how strong are the pressures comprising each
of the five forces (Fierce, strong, moderate to normal
or weak).
3. Determine whether the collective strength of the five
competitive forces is conducive to earning attractive profits.
Competitive Analysis : Porter’s Five-Forces Model
Business Policy & Strategic Management
Entry Barriers
Ability to cut price - in
retaliation deters
potential entrants
Customer loyalty can
discourage potential
entrants
Develops core
competencies that
can act as entry
barriers
Buyer Power
Ability to offer lower
prices to powerful
buyers
Large buyers have
lesser power to
negotiate due to few
close alternatives.
Large buyers have
lesser power to
negotiate due to few
alternatives.
Supplier Power
Better insulated from
powerful suppliers
Better able to pass on
increased supplier
costs to the
customers
Despite low volumes,
a differentiation-
focused firm is better
able to pass on
increased supplier
costs to customers.
Substitutes
Can use low prices as
defense against
substitutes.
Differentiating
attributes reduce the
threat of substitutes
Specialised products
and core-competency
protect against
substitutes.
Rivalry
Better able to
compete on price
Brand loyalty protects
against rivals
Rivals cannot meet
differentiation-
focused customer
needs
Industry Force Cost leadership Differentiation Focus
Generic Strategies
Business Policy & Strategic Management
Business Policy & Strategic Management
Corporate Social Responsibility as Business Strategy
CSR is a form of corporate self-regulation integrated into a
business model.
CSR is about how companies manage the business processes to
produce an overall positive impact on society.
CSR involves operating a business in a manner that meets or
exceeds the ethical, legal, commercial and public expectations
that society has of business.
CSR is a concept whereby companies integrate social and
environmental concerns in their business operations and in
their interaction with the stakeholders on a voluntary basis.
Business Policy & Strategic Management
Four Dimensions of CSR
• Economic : Responsibility to earn profit for investors
• Legal : Responsibility to comply with the law
• Ethical : Driven not just by profits but also doing what is right,
just and fair.
• Voluntary & Philanthropic : Promoting human welfare, being a
good corporate citizen contributing t the community and the
quality of life.
Business Policy & Strategic Managementc
STRATEGIC CHOICE
The decision of strategic choice involves :
• Setting Objectives
• Generating Alternatives
• Choosing one or more alternative (s)
• Implementing the chosen alternative(s)
There are four steps in the process of strategic choice :
1. Focusing on alternative strategies
2. Analysing the alternatives
3. Evaluating the alternatives
4. Choosing from among the alternatives
Business Policy & Strategic Managementc
Business Portfolio Analysis :
A company's portfolio is the sum of its business, assets and
products. In portfolio analysis, top management views its
product lines and business units as a series of investments from
which it expects returns.
The best business portfolio is the one that best fits the
company’s strengths and weaknesses to opportunities in the
environment.
A perfect portfolio analysis is shaped to meet and suit the
company's potency and also enable it to exploit the best
opportunities available.
Analysis of a portfolio involves deciding on the relative
importance of available business and investment opportunities.
Business Policy & Strategic Managementc
Business Portfolio Analysis :
Portfolio analysis can be defined as a set of techniques that
help strategists in taking strategic decisions with regard to
individual products or business in a company’s portfolio.
It is primarily used for competitive analysis and corporate
strategic planning in multi-product and multi-business firms.
The objective is to help divert resources from its cash-rich
businesses to more prospective ones that hold promise of a
faster growth so that the company achieves its corporate level
objectives in an optimal manner.
Business Policy & Strategic Managementc
Boston Consulting Group (BCG) Growth-Share Matrix
BCG Matrix is considered to be the simplest way to portray a
company’s portfolio of investments. It is popularly used for
resource allocation in a diversified company.
Using the BCG approach, a company classifies its different
businesses on a 2-dimensional growth-share matrix.
• The vertical axis represents the market growth rate and
provides a measure of market attractiveness.
• The horizontal axis represents relative market share of the
company or the product and serves as a measure of the
company’s strength in the market.
• The products are classified n four categories as ‘Stars’, ‘Cash
Cows’, ‘Question Marks’ and ‘Dogs’.
Business Policy & Strategic Managementc
The GE 9-Cell Matrix was developed with the intention to overcome
certain limitations of the BCG Matrix.
The Matrix was pioneered by General Electric Co., with the aid of
Boston Consulting Group and McKinsey & Co.
GE Nine-Cell Strategic Model
Business Policy & Strategic Management
The matrix consists of 9 cells (3X3) and Two Key Variables :
• Business Strength
• Industry Attractiveness
Business Strengths :
• Product features/ Patents
• Market Share
• Profit Margins
• Price/ Quality Competitiveness
• Market Intelligence
Industry Attractiveness :
• Market Size & Growth
• Economies of scale
• Technology
• Social/ environmental aspects
• Competitive factors
Business Policy & Strategic Management
GE Nine-Cell Strategic Model
Industry
Attractiveness
Enterprise Strength
High
Medium
Low
High Medium Low
Leader
Try Harder
Growth
Phased
Withdrawal
Withdrawal
Phased
Withdrawal
Cash
Generation
Proceed
with care
Improve
or Quit
If your enterprise falls in the green zone you are in a favorable
position with relatively attractive growth opportunities.
A position in the yellow zone is viewed as having medium attractiveness.
Business Policy & Strategic Management
GE Nine-Cell Strategic Model
Industry
Attractiveness
Enterprise Strength
High
Medium
Low
High Medium Low
Leader
Try Harder
Growth
Phased
Withdrawal
Withdrawal
Phased
Withdrawal
Cash
Generation
Proceed
with care
Improve
or Quit
A position in the red zone is not attractive. The suggested
strategy is that management should begin to make plans to
exit the industry.
Strategy Alternatives
Stability Expansion Retrenchment Combination
Intensification Diversification
Market
Development
Product
Development
Market
Penetration
Vertically
Integrated
Concentric
Diversification
Conglomerate
Diversification
Forward Backward
Business Policy & Strategic Management
Strategy Implementation
A technically imperfect plan that is implemented well, will
achieve more than the perfect plan that never gets off the
paper on which it is typed. Change comes through
implementation and evaluation and not through the plan.
Strategic-management process does not end when the firm
decides what strategies to pursue. There must be a transition of
strategic thought into strategic action. Implementing strategy
affects an organisation from top to bottom; it affects all the
functional and divisional areas of a business.
Strategy execution deals with the managerial exercise of
supervising the ongoing pursuit of strategy, making it work,
improving the competence with which it is executed and
showing measurable progress in achieving the targeted results.
Business Policy & Strategic Management
Strategy formulation is fundamentally different from
strategy implementation :
Business Policy & Strategic Management
Strategy Formulation Strategy Implementation
Positioning forces before the
action
Guiding forces during the action
Focuses on effectiveness Focuses on efficiency
Primarily an intellectual process Primarily an operational process
Requires good intuitive and
analytical skills
Requires special motivation and
leadership skills
Requires coordination among
few individuals
Requires coordination among
many individuals
Strategy formulation concepts and tools do not differ greatly for small, large,
for-profit or non-profit organisations. However, strategy implementation
varies substantially among different types.
Business Policy & Strategic Management
Strategy & Corporate Culture
Corporate Culture is a system of shared values, assumptions, beliefs,
and norms that unite the members of an organisation.
Culture functions like an operating system of a computer, thereby
providing definite process environment for operability of strategy.
“Culture eats Strategy for breakfast”
- Peter Drucker
Business Policy & Strategic Management
CORPORATE
CULTURE
Team-
work
Commu-
nication
Org.
Structure
Social
Connecti
-vity
Control
Systems
Beliefs
Values
Rituals &
Routines
Hierarchy
Business Policy & Strategic Management
McKinsey’s 7 S Framework
Developed in the early 1980s by Tom Peters and Robert Waterman,
two consultants working at the McKinsey & Company.
The basic premise of the model is that there are seven internal
aspects of an organization that need to be aligned if it is to be
successful.
The 7S model can be used in a wide variety of situations where an
alignment perspective is useful, for example to help :
 Improve the performance of a company.
 Examine the likely effects of future changes within a company.
 Align departments and processes during a merger or
acquisition.
 Determine how best to implement a proposed strategy.
Business Policy & Strategic Management
McKinsey’s 7 S Framework
Business Policy & Strategic Management
McKinsey’s 7 S Framework
The McKinsey 7S model involves seven interdependent factors
which are categorized as either "hard" or "soft" elements:
HARD ELEMENTS SOFT ELEMENTS
STRATEGY SHARED VALUES
STRUCTURE SKILLS
SYSTEMS STYLE
- STAFF
• Strategy: the plan devised to maintain and build competitive
advantage over the competition.
• Structure: the way the organization is structured and who
reports to whom.
• Systems: the daily activities and procedures that staff
members engage in to get the job done.
Business Policy & Strategic Management
McKinsey’s 7 S Framework
It is easier for managements to influence ‘hard’ elements, since they
are easier to define or identify. They include reporting systems,
procedures and IT systems.
‘Soft’ elements, although equally important, are intangible and more
related to culture. They are difficult to control or influence.
• Shared Values: these are the core values of the company that are
evidenced in the corporate culture and the general work ethic.
• Style: the style of leadership adopted.
• Staff: the employees and their general capabilities.
• Skills: the actual skills and competencies of the employees
working for the company.
Business Policy & Strategic Management
Strategy & Organisation Structure
Changes in strategy often require changes in the way
an organization is structured :
• Structure largely dictates how objectives and policies
will be established. The structural format for
developing objectives and policies can significantly
impact all other strategy-implementation activities.
• Structure dictates how resources will be allocated. Eg.
Allocation of resources will be determined by whether
structure is based on customer groups or along
functional areas
When a firm changes its strategy, the existing organisational
structure may become ineffective.
New Strategy is
formulated
New administrative
problems
Organisational
performance
declines
New
Organisational
Structure
Improved
Organisational
Performance
Chandler’s Strategy-Structure Relationship
Chandler found a particular structure sequence to be often
repeated as organisations grow and change strategy over time.
Business Policy & Strategic Management
When a firm changes its strategy, the existing organisational
structure may become ineffective.
Strategy & Organisation Structure
Business Policy & Strategic Management
Strategy Evaluation
It is essential for managers to systematically review, evaluate and
control the execution of strategies, because even the best-
formulated and best-implemented strategies can become obsolete
as the internal and external environments change.
Strategy evaluation is essential to ensure that the stated
objectives are being achieved.
Strategy evaluation is important because organisations face
dynamic environments in which key external and internal factors
often change quickly and dramatically.
Strategy evaluation includes three basic activities :
1. Examining the underlying bases of the firm’s strategy
2. Comparing expected results with the actual results
3. Corrective action to ensure performance conforms to plans
Strategy Evaluation
Richard Rumelt lays down four criteria that can be used to
evaluate a strategy :
1. Consistency :
2. Consonance :
3. Feasibility :
4. Advantage :
Strategy must be consistent with goals and policies.
A strategy must represent an adaptive response to the
external environment and to the critical changes occurring
within.
The strategy should be attempted within the physical, human
and financial resources of the enterprise.
The strategy must provide for creation and/ or maintenance of
a competitive advantage in a selected area of activity
(Resource, skill or position).
Business Policy & Strategic Managementc
Strategy Evaluation Process
Business Policy & Strategic Managementc
The process of strategy evaluation consists of the
following steps :
1. Fixing benchmarks of performance –
qualitative & quantitative
2. Measurement of performance
3. Analysing variance
4. Corrective action
Difficulties in Strategy Evaluation : Strategy evaluation in modern
business environment has become a difficult and complicated
process because of certain factors :
Business Policy & Strategic Managementc
• Increase in environment complexity
• Difficulty in predicting the future accurately
• Increasing number of variables
• High rate of obsolescence of even the best laid plans
• Increase in domestic world events
• Decreasing time span for planning certainty
Most common ways to evaluate strategic performance :
• Change in assets
• Change in profitability
• Change in sales
• Change in productivity
• Change in profit margins
Business Policy & Strategic Managementc
Balanced Sorecard is a strategy performance management tool
that can be used by managers to keep a track of the execution
of activities by the staff within their control, and to monitor the
consequences arising from these actions.
The concept involves creating a set of measurements for four
strategic perspectives. These include :
1. Financial
2. Customer
3. Internal Processes
4. Learning & Growth
As a model of performance, the Balanced Scorecard is effective
since "it articulates the links between leading inputs (human
and physical), processes, and lagging outcomes, and focuses on
the importance of managing these components to achieve the
organization's strategic priorities."
Business Policy & Strategic Managementc
Balanced Scorecard lets executives see whether they have
improved in one area at the expense of another. Knowing that
will protect companies from posting sub-optimal performance.
A Balanced Scorecard defines what management means by
"performance" and measures whether management is
achieving desired results.
The characteristic of the balanced scorecard and its derivatives
is the presentation of a mixture of financial and non-financial
measures each compared to a 'target' value within a single
concise report.
Business Policy & Strategic Managementc
What Balanced Scorecards Do :
• Articulate the business's vision and strategy
• Identify the performance categories that best link the
business's vision and strategy to its results (e.g., financial
performance, operations, innovation, employee performance)
• Establish objectives that support the business's vision and
strategy
• Develop effective measures and meaningful standards,
establishing both short-term milestones and long-term targets
Contd..
Business Policy & Strategic Managementc
What Balanced Scorecards Do :
• Ensure companywide acceptance of the measures
• Create appropriate budgeting, tracking, communication, and
reward systems
• Collect and analyze performance data and compare actual
results with desired performance
• Take action to close unfavorable gaps
Contd..
Balanced Scorecard
Business Policy & Strategic Managementc
The emphasis is on establishing a ‘balance’ between four
types of measurements :
1. Short term & Long Term
2. External & Internal
(External factors include shareholders and
customers and Internal include critical business
processes, innovation, learning and growth)
3. Performance Drivers (Leading indicators) &
Outcome measures (Lagging indicators)
4. Objective measures and Subjective measures.
(Objective measures are mostly financial while
Subjective measures are mostly non-financial)
BALANCED
SCORECARD
FRAMEWORK
Business Policy & Strategic Managementc
VISION &
STRATEGY
FINANCIAL
How do we appear to the
shareholders?
INTERNAL
At which processes should
we excel?
LEARNING & GROWTH
What should we learn to
grow & prosper?
CUSTOMER
How should our customers
perceive us?
Balanced Scorecard
Business Policy & Strategic Managementc
PERSPECTIVE GENERIC MEASUREMENTS
FINANCIAL
Return on capital employed, Economic value
added, Sales growth, Cash flow etc.
CUSTOMER
Measurement of : Customer satisfaction,
Retention, Acquisition, Profitability, Market
share etc.
INTERNAL BUSINESS
PROCESS
Measurement along internal value chains
for: Existing and future technology,
measures of quality, cycle time, cost
controls, after-sales service, measures of
warranty, repairs, customer returns etc.
LEARNING & GROWTH
Measurements for : People (Employee
retention, training, skills, morale) Systems
(Availability of critical real-time information
needed for front-line employees)
Strategy and Balanced Scorecard
Business Policy & Strategic Managementc
MISSION
Why we
exist
VISION
What we
want to be
VALUES
What is
important to
us
STRATEGY
Our game
plan
STRATEGY
MAP :
Translate the
strategy
BALANCED
SCORECARD :
Measure &
Focus
STRATEGIC
OUTCOMES
SATISFIED
SHAREHOLDERS
DELIGHTED
CUSTOMERS
EXCELLENT
PROCESSES
MOTIVATED
WORKFORCE
Thank You !
Prof. Shashank Divekar

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strategicmanagement

  • 1. Business Policy & Strategic Management -Prof. Shashank Divekar Pune, India
  • 2. Business Policy & Strategic Management Business policy is the study of the roles and responsibilities of top- level management, the significant issues affecting organizational success and the decisions affecting organization in the long-run. Business Policy defines the scope or spheres within which decisions can be taken by the subordinates in an organization. It permits the lower level management to deal with the problems and issues without consulting top level management every time for decisions. Business policies are the guidelines developed by an organization to govern its actions. They define the limits (Do’s & Don’t’s) within which decisions must be made. What is Business Policy ?
  • 3. Business Policy includes guidelines, rules and procedures established to support efforts to achieve stated objectives. Business Policy & Strategic Management Policies are guides to decision making and address repetitive or recurring situations. Policy defines the area in which decisions are to be made, but it does not give the decision. A policy is a verbal, written, or implied overall guide, setting up boundaries that supply the general limits and direction in which managerial action will take place.
  • 4. Business Policy & Strategic Management Examples of Business Policies : HR Policy • Hiring-Firing • Employee profile •Training • Transfers • Promotions • Wages • Incentives & Bonus Materials Policy • Quality-Quantity • Vendors • Payment terms • Stores & Handling • Documentation Marketing Policy • What to sell • Where • To Whom • Through Whom • Communication Quality Policy • Standards • Checks & Controls • Feedbacks • Corrective Measures
  • 5. Business Policy & Strategic Management What is Corporate Strategy ? Corporate Strategy is the direction and scope of an organisation, which achieves advantage for the organisation through its configuration of resources within a changing environment and to fulfill stakeholder expectations. What is Strategic Managemant ? It is the managerial process that focusses on identifying and building competitive advantage By Generating good ideas and implementing them effectively.
  • 6. Business Policy & Strategic Management The task of corporate strategy is to create a distinctive way ahead for an organisation, using whatever skills and resources it has, against the background of the environment and its constraints. Corporate Strategy is the pattern of major objectives, purposes or goals and essential policies or plans (for achieving those goals), stated in such a way as to define what business the company is in, or is to be in, and the kind of company it is, or is to be. - Kenneth Andrews
  • 7. Business Policy & Strategic Management 5 Tasks of Strategic Management 1. Forming a strategic vision – Long term direction, a sense of purposeful action. 2. Setting objectives – Converting the strategic vision into specific performance outcomes for the organisation to achieve. 3. Crafting a strategy to achieve desired results : • Macroeconomic analysis • Industry Analysis • Game theory • Capabilities-based strategy formulation • Dynamic capabilities & evolutionary thinking 4. Implementation & executing the strategy 5. Evaluating performances, reviews and corrective action
  • 8. Business Policy & Strategic Management Business Model A Business Model is a document describing the operations of a business including the components of the business, the functions, and design. It is the plan implemented by a company to generate revenue and make a profit from operations. Magretta defines Business Model as ‘Stories that explain how enterprises work’. A Business Model depicts the content, structure and governance of transactions, designed so as to create value through exploitation of business opportunities. A Business Model is the ‘logic’ of the firm, the way it operates and how it creates value for its stakeholders.
  • 9. Business Policy & Strategic Management Business Model A business model is how a company operates and a strategy is how a company competes. Strategies cannot be formulated without first understanding the fundamental elements of a business model. When the basis of competition changes because a new model changes the economics in the industry, business models need to be adjusted and then the strategy realigned.
  • 10. Business Policy & Strategic Management RESOURCES Strategy needed to direct activities of its people, finance, factories etc. How corp. strategy links the organisation’s resources with its environment Economy Growing Opportunity Competitors Attacking Threat Customers excited about new products & services Opportunity Suppliers becoming more aggressive Threat Environment Environment Environment Environment
  • 11. Business Policy & Strategic Management How corp. strategy links the organisation’s resources with its environment Economy at large Technology Legislation & Regulation Societal Values & Lifestyle Population Demographics Firm Suppliers Rivals Buyers Substitutes New Entrants
  • 12. Business Policy & Strategic Management Environmental Threat & Opportunities Profile (ETOP) ETOP analysis is a management tool that analyses environmental information and determines the relative impact of threats and opportunities for the systematic evaluation of the environment. Environment scanning is the process of gathering, analysing and dispensing information for tactical or strategic purposes. ETOP process involves dividing the environment into different environmental sectors and then analysing the impact of each sector on the organisation. ETOP gives a clear picture to the strategies about each aspect of the business environment, the various individual factors within each sector which affect the business favourably or otherwise.
  • 13. Business Policy & Strategic Management Environmental Threat & Opportunities Profile (ETOP) ENVIRONMENTAL SECTOR NATURE OF IMPACT IMPACT OF THE SECTOR ECONOMIC Burgeoning middle class, rising disposable incomes, lifestyle changes. MARKET Several major players, lots of small players and a large unorganised sector, margin pressures. GLOBAL Global slowdown, cheaper imports, US$, crude prices.
  • 14. Business Policy & Strategic Management Environmental Threat & Opportunities Profile (ETOP) ENVIRONMENTAL SECTOR NATURE OF IMPACT IMPACT OF THE SECTOR POLITICAL Coalition compulsions, lack of direction, instability. REGULATORY Too many controls, inspector raj, documentation and licensing, reservations for SSI etc. SOCIAL Changing attitudes, acceptance of new social values and norms, new ideas and liberal outlook.
  • 15. Business Policy & Strategic Management Environmental Threat & Opportunities Profile (ETOP) ENVIRONMENTAL SECTOR NATURE OF IMPACT IMPACT OF THE SECTOR TECHNOLOGY Cheaper technology development, skilled and trained indigenous talent. SUPPLIERS Too few vendors, new suppliers reluctant to enter the market. Pricing and scheduling issues.
  • 16. Business Policy & Strategic Management Characteristics of Corporate Strategy 1. Generally long-range in nature but valid for short-range situations also. 2. Action-oriented and more specific than objectives. 3. Multipronged and integrated. 4. Flexible and dynamic Corporate strategies provide direction when the company enters new economic markets. The strategy determines markets of the firms, customers and competitors.
  • 17. Business Policy & Strategic Management Characteristics of Corporate Strategy ..Contd. 6. Generally meant to deal with competitive and complex settings 7. Flows out of goals and objectives and is meant to turn them into realities. 8. Is concerned with perceiving opportunities and threats and seizing initiatives to cope with them. 9. Provides unified criteria for managers in function of decision making. 5. Formulated at top management level with inputs from middle and lower level managers
  • 18. Business Policy & Strategic Management Mintzberg’s 5 Ps of Strategy Henry Mintzberg first wrote about the 5 Ps of strategy in 1987. According to him different types of strategic thinking and approaches are required as per situations and conditions. These may be inter-related and compatible. Strategy is not just a notion of how to deal with an enemy or a set of competitors or a market. It also involves some of the fundamental issues about organisations as instruments for collective perception and action. Mintzberg argued that there is no point in developing a strategy that ignores the competitor’s reactions or does not take into account the organisation’s culture and capabilities.
  • 19. Business Policy & Strategic Management Mintzberg’s 5 Ps of Strategy Mintzberg presented 5 different approaches or concepts of strategy. These are known as ‘5 Ps’ of strategy. 1. Plan 2. Ploy 3. Pattern 4. Position 5. Perspective
  • 20. Business Policy & Strategic Management Mintzberg’s 5 Ps of Strategy Strategy as a Plan : Planning is something that comes naturally to us. As such, this is the default, automatic approach that is adopted. This involves brainstorming options and planning how to exploit the opportunity. By this definition, strategy has two essential characteristics : a) They are made in advance of the actions to which they apply. b) They are developed consciously and purposefully. As plans, strategies can be general or specific.
  • 21. Business Policy & Strategic Management Mintzberg’s 5 Ps of Strategy Strategy as a Ploy : A Ploy is a specific ‘maneouvre’ intended to outwit an opponent or competitor. It involves plotting to disrupt, dissuade, discourage or otherwise influence competitors as a part of a strategy. A major retail store threatening to expand its size and capacity to discourage a competitor from opening a store in the area, a corporation luring away some key employees or distributors of a competitor in order to weaken the operating capability of the competitor are some examples of ‘ploys’.
  • 22. Business Policy & Strategic Management Mintzberg’s 5 Ps of Strategy Strategy as a Pattern : Strategic plans and ploys are both deliberate exercises. Sometimes, however, strategy emerges from past organizational behavior. Rather than being an intentional choice, a consistent and successful way of doing business can develop into a strategy. Thus, defining strategy as a plan is not sufficient. We also need a definition which takes into account the resulting behaviour. Thus the definition of strategy as a ‘pattern’ emerges. By this definition strategy is consistency in behaviour, whether or not intended.
  • 23. Business Policy & Strategic Management Mintzberg’s 5 Ps of Strategy Strategy as a Position : "Position" is another way to define strategy - that is, how you decide to position yourself in the marketplace. In this way, strategy helps you explore the fit between your organization and your environment, and it helps you develop a sustainable competitive advantage. By this definition, strategy becomes a ‘mediating force’ between the organisation and its environment – both internal and external. A position can be deliberate, intended or may emerge as a pattern of behaviour.
  • 24. Business Policy & Strategic Management Mintzberg’s 5 Ps of Strategy Strategy as a Perspective : This approach is based on the way an organisation views the world around itself – the customers, competitors and the environment. Accordingly the conduct their business and deal with situations. It is every organisation’s perspective that becomes the basis for all its actions and the way it reacts to situations. Some companies are aggressive marketers, some believe in developing new technologies while there are some who believe in productive efficiency.
  • 25. The 5 Ps should be seen as a variety of viewpoints that one should consider while developing a robust and successful strategy. While various relationships exist among the different definitions, not any single definition takes precedence over the others. In many ways the definitions compliment each other. Each definition adds important elements to our understanding of strategy, indeed encourages us to address fundamental questions about organisations in general. Business Policy & Strategic Management Mintzberg’s 5 Ps of Strategy
  • 26. Business Policy & Strategic Management Mintzberg’s 5 Ps of Strategy As such, there are three points in the strategic planning process where it's particularly helpful to use the 5 Ps: 1. While gathering information and conducting the analysis for strategy development, as a way of ensuring that everything relevant is taken into account. 2. When you've come up with initial ideas, as a way of testing that that they're realistic, practical and robust. 3. As a final check on the strategy that you've developed, to flush out inconsistencies and things that may not have been fully considered. Using Mintzberg's 5 Ps at these points will highlight problems that would otherwise undermine the implementation of the strategy.
  • 27. Corporate level strategy It decides the business you should be in. Is concerned with the overall purpose and scope of an organisation and how value will be added to the different parts (Business units) of an organisation. Business Unit strategy Also known as ‘Competitive Strategy’, it decides the tactics to beat/ overcome the competition. Is about how to compete successfully in particular markets. The concerns are about competitors, opportunities and new products or services. Business Policy & Strategic Management LEVELS OF STRATEGY
  • 28. Operational strategy Also called the ‘Go-to-Market Strategy’ or ‘Functional Strategy’, it decides the operational methods to implement the tactics. Are concerned with how the component parts of an organisation deliver effectively the corporate and business-level strategies in terms of resources, processes and people. Business Policy & Strategic Management LEVELS OF STRATEGY
  • 29. Business Policy & Strategic Management Corporate Strategy Business Strategy Operational Strategy Business to be in Tactics to beat the competition Operational methods to implement the tactics Overall purpose and scope of business, investor’s expectations, long-term vision. Challenges of competition, choice of products, exploiting and creating new opportunities. How each part of the biz is organised to deliver corporate and BU-level direction
  • 30. Core areas of Corporate Strategy : 1. Strategic Analysis : The organisation, its mission and objectives have to be examined and analysed. The top management examines the objectives, the environment and the resources. 2. Strategy Development : The strategy options have to be developed and selected. The strategy has to be built on the particular strengths of the organisation, developing advantages over competition that are sustainable over time. 3. Strategy Implementation : The selected options have to be implemented. Business Policy & Strategic Management
  • 31. The three core areas of corporate strategy : Sequential Approach Strategic Analysis Strategic Development Strategic Implementatio n Simultaneous Approach Business Policy & Strategic Management
  • 32. A Comprehensive Strategic Management Model Vision & Mission Statements Measure & Evaluate Performance External Audit Internal Audit Long- Term Objectives Generate, Evaluate & Select Strategies Implement Strategies – Mgnt. Issues Implement Strategies - Functional Strategy Formulation Strategy Implementation Strategy Evaluation Business Policy & Strategic Management
  • 33. Vision Statements and Mission Statements are the inspiring words chosen by successful leaders to clearly and concisely convey the direction of the organization. A Mission Statement defines the company's business, its objectives and its approach to reach those objectives. A Vision Statement describes the desired future position of the company. Elements of Mission and Vision Statements are often combined to provide a statement of the company's purposes, goals and values. Business Policy & Strategic Management Vision, Mission & Objectives
  • 34. The Vision statement communicates both the purpose and values of the organization. A vision statement is a broad declaration of overall intent to eventually achieve a widely acknowledged state of existence - an aspiration for the future. Vision refers to the category of intentions that are broad, all- inclusive and forward-thinking. It is the image that a business must have of its goals before it sets out to reach them. Business Policy & Strategic Management Vision, Mission & Objectives
  • 35. Business Policy & Strategic Management A mission statement defines in a paragraph or so any entity's reason for existence. It embodies its philosophies, goals, ambitions and mores. Any entity that attempts to operate without a mission statement runs the risk of wandering through the world without having the ability to verify that it is on its intended course. A Mission statement is an organization's vision translated into written form. It makes concrete the leader's view of the direction and purpose of the organization. ` Vision, Mission & Objectives A Mission statement guides the actions of the organisation, spells out its overall goals and provides the framework or context within which the company’s strategies are formulated.
  • 36. Mission and Vision Statements are commonly used to: Internally : • Guide management's thinking on strategic issues, especially during times of significant change; • Help define performance standards; • Inspire employees to work more productively by providing focus and common goals; • Guide employee decision making; • Help establish a framework for ethical behavior. A Mission statement should be a short and concise statement of goals and priorities. In turn, goals are specific objectives that relate to specific time periods and are stated in terms of facts. Business Policy & Strategic Management Vision, Mission & Objectives
  • 37. Mission and Vision Statements are commonly used to: Externally : • Enlist external support; • Create closer linkages and better communication with customers, suppliers and alliance partners; • Serve as a public relations tool. Vision defines where the organisation wants to be in the future. It reflects the optimistic view of the organisation’s future. It should make all members of the organisation feel proud, excited and part of something bigger than themselves. Mission defines where the organisation is going now, basically describing its purpose, its primary objectives. Business Policy & Strategic Management Vision, Mission & Objectives
  • 38. Business Policy & Strategic Management Walmart Vision “To become the worldwide leader in retailing”. Walmart Mission “To help people save money, so they can live better”. Toyota Vision Toyota Mission “Toyota aims to achieve long-term, stable growth in harmony with the environment, the global economy, the local communities it serves, and its stakeholders”. “Toyota seeks to create a more prosperous society through automotive manufacturing”. Sample Vision & Mission Statements
  • 39. Business Policy & Strategic Management Sample Vision & Mission Statements Ford Vision Ford Mission “To become the world’s leading consumer company for automotive products and services” We are a global family with a proud heritage passionately committed to providing personal mobility for people around the world. We anticipate consumer need and deliver outstanding products and services that improve people’s lives. IBM Vision IBM Mission “IBM should be first-and-foremost on any new enterprise data center migration short-list”. “To lead in the invention, development and manufacture of the industry’s most advanced information technologies, including computer systems, software, storage systems and microelectronics”.
  • 40. Business Policy & Strategic Management Sample Vision & Mission Statements P&G Vision P&G Mission “To be the best consumer products and services company in the world.” “To provide branded products and services of superior quality and value that improve the lives of the world’s consumers, now and for generations to come”. Vodafone Vision “To be the communications leader in an increasingly connected world”. Vodafone Mission “To enrich our customer’s lives through the unique power of mobile communication”.
  • 41. Business Policy & Strategic Management Sample Vision & Mission Statements Samsung Vision "Leading the Digital Convergence Revolution" Samsung Corporate Philosophy "We will devote our human resources and technology to create superior products and services, thereby contributing to a better global society." Samsung Mission "Digital-∈ Company"
  • 42. There are two requirements for being "Digital-∈ Company", and the first is clearly about being "Digital" producing not just digital products, but products that inspire digital integration across our entire company. The second part of being a "∈" is to use ∈- Processes connecting R&D, production, and marketing to customers, partners, and the market- disciplined approach is the way we bring value to every part of our supply chain, including products data and customer relationship through Enterprise Resource Planning (ERP).
  • 43. Business Policy & Strategic Management Goals & Objectives Objectives are open-ended attributes that denote the future states or outcomes. Goals are close-ended attributes which are precise and expressed in specific terms. Objectives may be qualitative while goals generally tend to be quantitative. Objectives are organizations performance targets – the results and outcomes it wants to achieve. They function as yardstick for tracking an organizations performance and progress.
  • 44. Business Policy & Strategic Management Goals & Objectives COMMON OBJECTIVES : • SURVIVAL • STABILITY • GROWTH • EFFICIENCY • PROFITABILITY The pursuit of objectives is an unending process such that organizations sustain themselves. They provide meaning and sense of direction to organizational endeavour.
  • 45. Business Policy & Strategic Management Characteristics of Objectives : • Objectives help an organization in pursuit of its vision and mission. • Objectives provide the basis for strategic decision-making • Objectives should define an organization's relationship with its environment. • Objectives should provide the standards for performance appraisal. • Objectives should be concrete and specific. • Objectives should be measurable, controllable and challenging. • Objectives should be set within constraints.
  • 46. Business Policy & Strategic Management ENVIRONMENTAL APPRAISAL Environment is the sum of various external and some internal forces that affect the functioning of business. "The environment includes factors outside the firm which can lead to opportunities for, or threats to the firm. Although there are many factors, the most important of the sectors are socio- economic, technological, supplier, competitors, and government. “ - Glueck & Jauch "Environment factors or constraint are largely if not totally, external and beyond the control of individual industrial enterprises and their managements. These are essentially the 'givers' within which firms and their managements must operate in a specific country and they vary, often greatly, from country to country.“ - Barry M. Richman & Melvyn Copen
  • 47. Business Policy & Strategic Management ENVIRONMENTAL APPRAISAL Objectives of Environmental Appraisal : 1. To understand the current and potential changes taking place 2. To obtain necessary inputs for strategic decision making. 3. To facilitate and foster strategic thinking in organisations Characteristics of Business Environment : • Environment is complex • Environment is Dynamic • Environment is multi-faceted • Far-reaching impact • Carries risks, uncertainties & opportunities
  • 48. Business Policy & Strategic Management Micro Environment Micro-environment is related to small area or immediate periphery of the organisation. It influences the organisation regularly and directly. Decisions affected by Micro-Environment • Employees, their characteristics, attitudes and profiles. • The customer base • Methods and sources of finance • Vendors/ suppliers and the relationships • The local community • Direct competition
  • 49. Business Policy & Strategic Management Macro Environment Macro Environment consists of broad, indirect factors which affect the overall business environment in a country or region, across all industries. MACRO ENVIRONMENT DEMOGRAPHIC ECONOMIC LEGAL / REGULATORY GOVERNMENT POLITICAL CULTURAL TECHNOLOGICAL GLOBAL
  • 50. Types of strategies Forward Integration : Gaining ownership/ increased control over channel partners Backward Integration : Ownership/ control over suppliers Horizontal Integration : Ownership/ control over competitors Market Penetration : Seeking increased market share in existing markets through extra efforts. Market Development : Introducing existing product (s) into new geographic areas or consumer segments Product Development : Improving existing products or developing new products Integration Intensive Business Policy & Strategic Management
  • 51. Types of strategies Related Diversification : Adding new but related products or services Unrelated Diversification : Adding new, unrelated products or services Retrenchment : Regrouping through cost and asset reduction to reverse declining sales/ profits Divestiture : Selling/ hiving off a division or part of the organisation Liquidation : Selling all the assets, in parts, for their tangible worth Diversification Defensive Business Policy & Strategic Management
  • 52. Competitive Analysis : Porter’s Five-Forces Model 1. Rivalry among competing firms 2. Potential entry of new competitors 3. Potential development of substitute products 4. Bargaining power of suppliers 5. Bargaining power of consumers Business Policy & Strategic Management
  • 53. Competitive Analysis : Porter’s 5-Forces Model Business Policy & Strategic Management Industry Rivalry Potential Entrants (Threat of customer mobility) Product Substitutes Buyers (Bargaining Power) Suppliers (Bargaining Power)
  • 54. The Five-forces model is used in three steps to determine what competition is like in a given industry : 1. Identify the specific competitive pressures/ key elements associated with each of the five forces, that impact the firm. 2. Evaluate how strong are the pressures comprising each of the five forces (Fierce, strong, moderate to normal or weak). 3. Determine whether the collective strength of the five competitive forces is conducive to earning attractive profits. Competitive Analysis : Porter’s Five-Forces Model Business Policy & Strategic Management
  • 55. Entry Barriers Ability to cut price - in retaliation deters potential entrants Customer loyalty can discourage potential entrants Develops core competencies that can act as entry barriers Buyer Power Ability to offer lower prices to powerful buyers Large buyers have lesser power to negotiate due to few close alternatives. Large buyers have lesser power to negotiate due to few alternatives. Supplier Power Better insulated from powerful suppliers Better able to pass on increased supplier costs to the customers Despite low volumes, a differentiation- focused firm is better able to pass on increased supplier costs to customers. Substitutes Can use low prices as defense against substitutes. Differentiating attributes reduce the threat of substitutes Specialised products and core-competency protect against substitutes. Rivalry Better able to compete on price Brand loyalty protects against rivals Rivals cannot meet differentiation- focused customer needs Industry Force Cost leadership Differentiation Focus Generic Strategies Business Policy & Strategic Management
  • 56. Business Policy & Strategic Management Corporate Social Responsibility as Business Strategy CSR is a form of corporate self-regulation integrated into a business model. CSR is about how companies manage the business processes to produce an overall positive impact on society. CSR involves operating a business in a manner that meets or exceeds the ethical, legal, commercial and public expectations that society has of business. CSR is a concept whereby companies integrate social and environmental concerns in their business operations and in their interaction with the stakeholders on a voluntary basis.
  • 57. Business Policy & Strategic Management Four Dimensions of CSR • Economic : Responsibility to earn profit for investors • Legal : Responsibility to comply with the law • Ethical : Driven not just by profits but also doing what is right, just and fair. • Voluntary & Philanthropic : Promoting human welfare, being a good corporate citizen contributing t the community and the quality of life.
  • 58. Business Policy & Strategic Managementc STRATEGIC CHOICE The decision of strategic choice involves : • Setting Objectives • Generating Alternatives • Choosing one or more alternative (s) • Implementing the chosen alternative(s) There are four steps in the process of strategic choice : 1. Focusing on alternative strategies 2. Analysing the alternatives 3. Evaluating the alternatives 4. Choosing from among the alternatives
  • 59. Business Policy & Strategic Managementc Business Portfolio Analysis : A company's portfolio is the sum of its business, assets and products. In portfolio analysis, top management views its product lines and business units as a series of investments from which it expects returns. The best business portfolio is the one that best fits the company’s strengths and weaknesses to opportunities in the environment. A perfect portfolio analysis is shaped to meet and suit the company's potency and also enable it to exploit the best opportunities available. Analysis of a portfolio involves deciding on the relative importance of available business and investment opportunities.
  • 60. Business Policy & Strategic Managementc Business Portfolio Analysis : Portfolio analysis can be defined as a set of techniques that help strategists in taking strategic decisions with regard to individual products or business in a company’s portfolio. It is primarily used for competitive analysis and corporate strategic planning in multi-product and multi-business firms. The objective is to help divert resources from its cash-rich businesses to more prospective ones that hold promise of a faster growth so that the company achieves its corporate level objectives in an optimal manner.
  • 61. Business Policy & Strategic Managementc Boston Consulting Group (BCG) Growth-Share Matrix BCG Matrix is considered to be the simplest way to portray a company’s portfolio of investments. It is popularly used for resource allocation in a diversified company. Using the BCG approach, a company classifies its different businesses on a 2-dimensional growth-share matrix. • The vertical axis represents the market growth rate and provides a measure of market attractiveness. • The horizontal axis represents relative market share of the company or the product and serves as a measure of the company’s strength in the market. • The products are classified n four categories as ‘Stars’, ‘Cash Cows’, ‘Question Marks’ and ‘Dogs’.
  • 62. Business Policy & Strategic Managementc
  • 63. The GE 9-Cell Matrix was developed with the intention to overcome certain limitations of the BCG Matrix. The Matrix was pioneered by General Electric Co., with the aid of Boston Consulting Group and McKinsey & Co. GE Nine-Cell Strategic Model Business Policy & Strategic Management The matrix consists of 9 cells (3X3) and Two Key Variables : • Business Strength • Industry Attractiveness Business Strengths : • Product features/ Patents • Market Share • Profit Margins • Price/ Quality Competitiveness • Market Intelligence Industry Attractiveness : • Market Size & Growth • Economies of scale • Technology • Social/ environmental aspects • Competitive factors
  • 64. Business Policy & Strategic Management GE Nine-Cell Strategic Model Industry Attractiveness Enterprise Strength High Medium Low High Medium Low Leader Try Harder Growth Phased Withdrawal Withdrawal Phased Withdrawal Cash Generation Proceed with care Improve or Quit If your enterprise falls in the green zone you are in a favorable position with relatively attractive growth opportunities. A position in the yellow zone is viewed as having medium attractiveness.
  • 65. Business Policy & Strategic Management GE Nine-Cell Strategic Model Industry Attractiveness Enterprise Strength High Medium Low High Medium Low Leader Try Harder Growth Phased Withdrawal Withdrawal Phased Withdrawal Cash Generation Proceed with care Improve or Quit A position in the red zone is not attractive. The suggested strategy is that management should begin to make plans to exit the industry.
  • 66. Strategy Alternatives Stability Expansion Retrenchment Combination Intensification Diversification Market Development Product Development Market Penetration Vertically Integrated Concentric Diversification Conglomerate Diversification Forward Backward Business Policy & Strategic Management
  • 67. Strategy Implementation A technically imperfect plan that is implemented well, will achieve more than the perfect plan that never gets off the paper on which it is typed. Change comes through implementation and evaluation and not through the plan. Strategic-management process does not end when the firm decides what strategies to pursue. There must be a transition of strategic thought into strategic action. Implementing strategy affects an organisation from top to bottom; it affects all the functional and divisional areas of a business. Strategy execution deals with the managerial exercise of supervising the ongoing pursuit of strategy, making it work, improving the competence with which it is executed and showing measurable progress in achieving the targeted results. Business Policy & Strategic Management
  • 68. Strategy formulation is fundamentally different from strategy implementation : Business Policy & Strategic Management Strategy Formulation Strategy Implementation Positioning forces before the action Guiding forces during the action Focuses on effectiveness Focuses on efficiency Primarily an intellectual process Primarily an operational process Requires good intuitive and analytical skills Requires special motivation and leadership skills Requires coordination among few individuals Requires coordination among many individuals Strategy formulation concepts and tools do not differ greatly for small, large, for-profit or non-profit organisations. However, strategy implementation varies substantially among different types.
  • 69. Business Policy & Strategic Management Strategy & Corporate Culture Corporate Culture is a system of shared values, assumptions, beliefs, and norms that unite the members of an organisation. Culture functions like an operating system of a computer, thereby providing definite process environment for operability of strategy. “Culture eats Strategy for breakfast” - Peter Drucker
  • 70. Business Policy & Strategic Management CORPORATE CULTURE Team- work Commu- nication Org. Structure Social Connecti -vity Control Systems Beliefs Values Rituals & Routines Hierarchy
  • 71. Business Policy & Strategic Management McKinsey’s 7 S Framework Developed in the early 1980s by Tom Peters and Robert Waterman, two consultants working at the McKinsey & Company. The basic premise of the model is that there are seven internal aspects of an organization that need to be aligned if it is to be successful. The 7S model can be used in a wide variety of situations where an alignment perspective is useful, for example to help :  Improve the performance of a company.  Examine the likely effects of future changes within a company.  Align departments and processes during a merger or acquisition.  Determine how best to implement a proposed strategy.
  • 72. Business Policy & Strategic Management McKinsey’s 7 S Framework
  • 73. Business Policy & Strategic Management McKinsey’s 7 S Framework The McKinsey 7S model involves seven interdependent factors which are categorized as either "hard" or "soft" elements: HARD ELEMENTS SOFT ELEMENTS STRATEGY SHARED VALUES STRUCTURE SKILLS SYSTEMS STYLE - STAFF • Strategy: the plan devised to maintain and build competitive advantage over the competition. • Structure: the way the organization is structured and who reports to whom. • Systems: the daily activities and procedures that staff members engage in to get the job done.
  • 74. Business Policy & Strategic Management McKinsey’s 7 S Framework It is easier for managements to influence ‘hard’ elements, since they are easier to define or identify. They include reporting systems, procedures and IT systems. ‘Soft’ elements, although equally important, are intangible and more related to culture. They are difficult to control or influence. • Shared Values: these are the core values of the company that are evidenced in the corporate culture and the general work ethic. • Style: the style of leadership adopted. • Staff: the employees and their general capabilities. • Skills: the actual skills and competencies of the employees working for the company.
  • 75. Business Policy & Strategic Management Strategy & Organisation Structure Changes in strategy often require changes in the way an organization is structured : • Structure largely dictates how objectives and policies will be established. The structural format for developing objectives and policies can significantly impact all other strategy-implementation activities. • Structure dictates how resources will be allocated. Eg. Allocation of resources will be determined by whether structure is based on customer groups or along functional areas When a firm changes its strategy, the existing organisational structure may become ineffective.
  • 76. New Strategy is formulated New administrative problems Organisational performance declines New Organisational Structure Improved Organisational Performance Chandler’s Strategy-Structure Relationship Chandler found a particular structure sequence to be often repeated as organisations grow and change strategy over time. Business Policy & Strategic Management When a firm changes its strategy, the existing organisational structure may become ineffective. Strategy & Organisation Structure
  • 77. Business Policy & Strategic Management Strategy Evaluation It is essential for managers to systematically review, evaluate and control the execution of strategies, because even the best- formulated and best-implemented strategies can become obsolete as the internal and external environments change. Strategy evaluation is essential to ensure that the stated objectives are being achieved. Strategy evaluation is important because organisations face dynamic environments in which key external and internal factors often change quickly and dramatically. Strategy evaluation includes three basic activities : 1. Examining the underlying bases of the firm’s strategy 2. Comparing expected results with the actual results 3. Corrective action to ensure performance conforms to plans
  • 78. Strategy Evaluation Richard Rumelt lays down four criteria that can be used to evaluate a strategy : 1. Consistency : 2. Consonance : 3. Feasibility : 4. Advantage : Strategy must be consistent with goals and policies. A strategy must represent an adaptive response to the external environment and to the critical changes occurring within. The strategy should be attempted within the physical, human and financial resources of the enterprise. The strategy must provide for creation and/ or maintenance of a competitive advantage in a selected area of activity (Resource, skill or position). Business Policy & Strategic Managementc
  • 79. Strategy Evaluation Process Business Policy & Strategic Managementc The process of strategy evaluation consists of the following steps : 1. Fixing benchmarks of performance – qualitative & quantitative 2. Measurement of performance 3. Analysing variance 4. Corrective action
  • 80. Difficulties in Strategy Evaluation : Strategy evaluation in modern business environment has become a difficult and complicated process because of certain factors : Business Policy & Strategic Managementc • Increase in environment complexity • Difficulty in predicting the future accurately • Increasing number of variables • High rate of obsolescence of even the best laid plans • Increase in domestic world events • Decreasing time span for planning certainty Most common ways to evaluate strategic performance : • Change in assets • Change in profitability • Change in sales • Change in productivity • Change in profit margins
  • 81. Business Policy & Strategic Managementc Balanced Sorecard is a strategy performance management tool that can be used by managers to keep a track of the execution of activities by the staff within their control, and to monitor the consequences arising from these actions. The concept involves creating a set of measurements for four strategic perspectives. These include : 1. Financial 2. Customer 3. Internal Processes 4. Learning & Growth As a model of performance, the Balanced Scorecard is effective since "it articulates the links between leading inputs (human and physical), processes, and lagging outcomes, and focuses on the importance of managing these components to achieve the organization's strategic priorities."
  • 82. Business Policy & Strategic Managementc Balanced Scorecard lets executives see whether they have improved in one area at the expense of another. Knowing that will protect companies from posting sub-optimal performance. A Balanced Scorecard defines what management means by "performance" and measures whether management is achieving desired results. The characteristic of the balanced scorecard and its derivatives is the presentation of a mixture of financial and non-financial measures each compared to a 'target' value within a single concise report.
  • 83. Business Policy & Strategic Managementc What Balanced Scorecards Do : • Articulate the business's vision and strategy • Identify the performance categories that best link the business's vision and strategy to its results (e.g., financial performance, operations, innovation, employee performance) • Establish objectives that support the business's vision and strategy • Develop effective measures and meaningful standards, establishing both short-term milestones and long-term targets Contd..
  • 84. Business Policy & Strategic Managementc What Balanced Scorecards Do : • Ensure companywide acceptance of the measures • Create appropriate budgeting, tracking, communication, and reward systems • Collect and analyze performance data and compare actual results with desired performance • Take action to close unfavorable gaps Contd..
  • 85. Balanced Scorecard Business Policy & Strategic Managementc The emphasis is on establishing a ‘balance’ between four types of measurements : 1. Short term & Long Term 2. External & Internal (External factors include shareholders and customers and Internal include critical business processes, innovation, learning and growth) 3. Performance Drivers (Leading indicators) & Outcome measures (Lagging indicators) 4. Objective measures and Subjective measures. (Objective measures are mostly financial while Subjective measures are mostly non-financial)
  • 86. BALANCED SCORECARD FRAMEWORK Business Policy & Strategic Managementc VISION & STRATEGY FINANCIAL How do we appear to the shareholders? INTERNAL At which processes should we excel? LEARNING & GROWTH What should we learn to grow & prosper? CUSTOMER How should our customers perceive us?
  • 87. Balanced Scorecard Business Policy & Strategic Managementc PERSPECTIVE GENERIC MEASUREMENTS FINANCIAL Return on capital employed, Economic value added, Sales growth, Cash flow etc. CUSTOMER Measurement of : Customer satisfaction, Retention, Acquisition, Profitability, Market share etc. INTERNAL BUSINESS PROCESS Measurement along internal value chains for: Existing and future technology, measures of quality, cycle time, cost controls, after-sales service, measures of warranty, repairs, customer returns etc. LEARNING & GROWTH Measurements for : People (Employee retention, training, skills, morale) Systems (Availability of critical real-time information needed for front-line employees)
  • 88. Strategy and Balanced Scorecard Business Policy & Strategic Managementc MISSION Why we exist VISION What we want to be VALUES What is important to us STRATEGY Our game plan STRATEGY MAP : Translate the strategy BALANCED SCORECARD : Measure & Focus STRATEGIC OUTCOMES SATISFIED SHAREHOLDERS DELIGHTED CUSTOMERS EXCELLENT PROCESSES MOTIVATED WORKFORCE
  • 89. Thank You ! Prof. Shashank Divekar