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Strategy Formulation and Implementation

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Strategy Formulation and Implementation CHAPTER 8 0
Learning Objectives ,[object Object],[object Object],[object Object],[object Object],0
Learning Objectives (contd.) ,[object Object],[object Object],[object Object],0
Strategic Management ,[object Object],[object Object],[object Object],0
Strategic Management ,[object Object],[object Object],[object Object],[object Object],[object Object],0
Grand Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],A separate grand strategy can be defined for global operations 0
Grand Strategy: Growth ,[object Object],[object Object],[object Object],0
Grand Strategy: Stability ,[object Object],[object Object],[object Object],0
Grand Strategy: Retrenchment ,[object Object],[object Object],[object Object],0
Global Corporate Strategies Need for National Responsiveness High Low Low High ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Need for Global Integration ,[object Object],[object Object],[object Object],[object Object],Exhibit 8.1 0
Global Strategy ,[object Object],[object Object],[object Object],0
Purpose of Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],0
Three Levels of Strategy in Organizations 0 Exhibit 8.2 Three Levels of Strategy in Organizations
Strategic Management Process Implement Strategy via Changes in: Leadership culture, Structure, HR, Information & control systems SWOT Formulate Strategy – Corporate, Business, Functional Define new Mission Goals, Grand Strategy Identify Strategic Factors – Strengths, Weaknesses Identify Strategic Factors – Opportunities, Threats Scan Internal Environment – Core Competence, Synergy, Value Creation Evaluate Current Mission, Goals, Strategies Scan External Environment – National, Global Exhibit 8.3 0
Strategy Formulation vs. Implementation ,[object Object],[object Object],0
Checklist for Analyzing Organizational Strengths and Weaknesses Exhibit 8.4 0
Portfolio Strategy ,[object Object],BCG Matrix Exhibit 8.5 0
Five Forces Affecting Industry Competition Source: Based on Michael E. Porter, Competitive Strategy: Techniques for Analyzing Industries and Competitors (New York: Free Press, 1980). ,[object Object],[object Object],[object Object],[object Object],Internet blurs differences among competitors in an industry Bargaining Power of Buyers Bargaining Power of Suppliers Threat of Substitute Products Potential New Entrants Rivalry among Competitors Exhibit 8.6 0
Competitive Edge Through Competitive Strategies ,[object Object],[object Object],[object Object],0
Continuum of Partnership Strategies Organizational Combination Strategic Alliances Preferred Supplier Arrangements Strategic Business Partnering Mergers Acquisitions Low High Joint Ventures Degree of Collaboration Degree of Collaboration Exhibit 8.8 0
Implementing Strategy Tools ,[object Object],[object Object],[object Object],[object Object],0
Tools for Putting Strategy into Action Environment Organization Strategy Performance Leadership  Persuasion  Motivation  Culture/values ,[object Object],[object Object],[object Object],Human Resources  Recruitment/selection  Transfers/promotions  Training  Layoffs/recalls Source: Adapted from Jay R. Galbraith and Robert K. Kazanjian, strategy Implementation: Structure, Systems and Process, 2d ed. (St. Paul, Minn.: West, 1986), 115, Used with permission. Information and Control Systems  Pay, reward system  Budget allocations  Information systems  Rules/procedures Exhibit 8.9 0

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teori percampuran dan pertukaran musyarakah
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sukuk - islamic bond
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securitization and musyarakah+murabahah and ijarah
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murabaha and bai bithaman ajil (kontrak jual beli)
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Strategy Formulation and Implementation

  • 1. Strategy Formulation and Implementation CHAPTER 8 0
  • 2.
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  • 4.
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  • 6.
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  • 8.
  • 9.
  • 10.
  • 11.
  • 12.
  • 13. Three Levels of Strategy in Organizations 0 Exhibit 8.2 Three Levels of Strategy in Organizations
  • 14. Strategic Management Process Implement Strategy via Changes in: Leadership culture, Structure, HR, Information & control systems SWOT Formulate Strategy – Corporate, Business, Functional Define new Mission Goals, Grand Strategy Identify Strategic Factors – Strengths, Weaknesses Identify Strategic Factors – Opportunities, Threats Scan Internal Environment – Core Competence, Synergy, Value Creation Evaluate Current Mission, Goals, Strategies Scan External Environment – National, Global Exhibit 8.3 0
  • 15.
  • 16. Checklist for Analyzing Organizational Strengths and Weaknesses Exhibit 8.4 0
  • 17.
  • 18.
  • 19.
  • 20. Continuum of Partnership Strategies Organizational Combination Strategic Alliances Preferred Supplier Arrangements Strategic Business Partnering Mergers Acquisitions Low High Joint Ventures Degree of Collaboration Degree of Collaboration Exhibit 8.8 0
  • 21.
  • 22.

Editor's Notes

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