Presentation on course of Strategic Management where Future perspective and Long term Approach of Companies like HP, Merck,GE,Boeing,Walmart,P&G is discussed.
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Strategic Management-Good Enough Never is- Stories of Visionary Companies-Merck,GE,Motorola,Boeing,Walmart
1. GOOD ENOUGH
NEVER IS
How can we do better tomorrow than we did today?
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3. Methodology of Visionary Companies
Superb execution & performance are not the final goal.
Nothing like “Having made it”
Demanding of themselves
Continuous Improvement
Disciplined, Hard-working and Doing everything possible to make
company stronger for tomorrow
Never settle and never be Comfortable
Never being Complacent
Long Term Vision in Mind (Building the company for Future)
5. Mechanisms of Discontent
Procter & Gamble
Created Brand Management Structure in 1931 to make brands within
company compete with each other
Idea to pit the best against the best
Stimulated the Change from within the company
Internal competition resisted complacency
Copied by Colgate 3 decades later
6. Mechanisms of Discontent
Merck
In 1950s adopted the strategy of Yielding Market Share
Forced itself to produce new innovative products
Helped the company to grow and prosper
7. Mechanisms of Discontent
Motorola
Used the mechanism of Innovate or Die
Cut of Mature product lines to make way for new products
Did with this Televisions and Radios
Technology Road Map benchmarked technology progress
Anticipated Market needs up to 10 years in the future
8. Mechanisms of Discontent
General Electric
Institutionalized discomfort with their process of WORK OUT
Upper managers not allowed to make inputs in group meetings for making
proposals
Had to make on the spot decisions about the proposals
9. Mechanisms of Discontent
Boeing
Introduced planning process called Eyes of the Enemy
Made managers act like as if they work for the competitor companies
They gave inputs on how they would exploit weaknesses, Leverage
Strengths
Based on the inputs given by them Boeing prepared itself of How they
would respond to the situation
10. Mechanisms of Discontent
Wal-Mart
Use of BEAT YESTERDAY Ledger books
Tracked daily sales figure and compared with exact same day of week one
year earlier
These ledgers were a Stimulus to Push the standards up forever
Day 1984 1985 1986 1987
1st Monday
1st Tuesday
1st Wednesday
1st Thursday
1st Friday
1st Saturday
1st Sunday
1st WEEK
11. Mechanisms of Discontent
Nordstrom
Created an environment for people for never stop trying to improve
Sales per Hour (SPH) incorporated for peers
Employees never relaxed after achieving targets
Tracked customer feedback
Employ compensation based on it
12. Mechanisms of Discontent
Hewlett-Packard
Installed a powerful mechanism PAY AS YOU GO
It resisted the use of Long Term Debt
Company learned to fund its 20 plus percent average annual growth
Produced disciplined General Managers
Improved leanness and efficiency in company
Bootstrapping leads to innovation
14. Condition of HP after
World War II
Revenues Declined by 50%
Defence contracts were lost
There were no prospects in commercial Markets
Company faced Cash Flow crisis
Company faced threat of being not able to survive
15. Measures taken by to come out of
the situation
Payroll cut by 20%
Decreased dependency on government contract business
Hired 4 bright young engineers keeping in mind the far-sighted approach
16. Benefits of the approach followed
As the approach was Long term and far sighted it showed results slowly
after 1950.
For next two decades after 1950 they performed well and introduced a
slew of innovation and profitable new products
Came up with Two perspectives
Fifty-year perspective
One-year perspective
Made it non-negotiable if any compromise is made for Long-term vision
17. following the lead of
Also guided themselves with a Long-term perspective
Hired top scientists from Research labs
But unfortunately paved their way away from Long-term vision.
Started introducing cheap consumer products
Made unexpected price cut
All in lieu to grab market share and short term benefits
The strategy backfired as they suffered from financial losses and bad
reputation in the market
18. The Long term Investment for visionary
companies
R&D Employee training
and Education
New Technology
and Innovation
New Infrastructure
development
19. Investing in R&D
Merck invested in basic research which is must for Pharmaceutical industry
Visionaries companies invest at about 30% by percentage of sales
Merck when compared with Pfizer had invested more
It was able to sustain the Long-term corporate health
20. Investing in Human Capital
(Employee training and education)
40 hour training per employee in a year at Motorola
Three day training course on recruiting and interviewing techniques for all
managers at Merck
HP 8 people interview system
GE embraced new Management methods, gave reading material to
managers on the topic of professional managing
21. Investing in New Technology and
Innovation
TQM process being used at Merck
Use of high end Financial analysis software in order to make decisions for
long term horizons
Motorola also invested in new technologies
Walt Disney invested in New film technology
Citibank also adopted new technologies 3 decades earlier than the
comparison companies like Chase-Manhattan
22. Investing in New Infrastructure
development
RJ Reynolds invested in Corporate Jets (RJR Air force) & Built hangars
Invested widely in Corporate offices
Sponsored celebrity athletes & events
McDonnel Douglas resisted to invest in bigger aircrafts
Boeing used Reaching out tomorrow mindset and invested wisely
24. Self Discipline and Continuous Improvement Complacency
Invested in infrastructure during recession Refused to invest in hotels and restaurants tailored
for specific market
Pushed itself to improve the quality and the value of
its services
Focussed on cost control, Efficiency & Short term
financial objectives
Modest Lifestyle and personal connection to
business
Lavish lifestyle, Less connection to business
Doing work with complete effort and very less
propagation
Propagating more and doing less in real
25. Mechanisms used by which
provided it the Edge
Guest Index Survey(GSI) based on customer feedback
Annual performance reviews
Incentive bonuses in many areas
Profit Sharing program for employees
High investment in HR recruitment
Employee Development & Learning programs
Phantom shoppers where the inspectors acted like customers
26. Success Mantras to become a
Visionary Company
Creating Mechanism of Discontent
Invest for future
Building the present
Responding wisely and with future approach in mind to the Downturns
Investing wisely in domains essential for the company
Create an environment of Non-Complacency, sense of discomfort and
competition within the companies
Hard work, Dedication to improve and Continuously building for Future
27. “Achievements represent the beginning – The start of a never ending journey
of discipline, work and the pursuit of ever-higher standard”