STRATEGY FORMULATION AND IMPLEMENTATION, full chapter notes discussing different criteria.

1. 237
STRATEGY FORMULATION
AND IMPLEMENTATION
Manager’s challenge
How did a struggling regional chain of stores overtake the giant of consumer
Electronics retailing? Circuit City expanded the big-box warehouse concept to
Consumer electronics in the 1980s and quickly became the place to go for
Televisions and stereos. A strategy of locating stores in lower-priced second-
tier shopping areas paid off because customers were willing to drive the extra
Mile for the wide selection, low prices, and terrific customer service. Circuit City easily sidestepped
the competition and grew rapidly. As recently as 1999, the chain was the
800-pound gorilla of the industry. Yet, within only a couple of years, Circuit City
had practically been overrun by Best Buy, which raced past the leader to become
the nation’s Number 1 consumer electronics store in 2001. By early 2005, Best Buy
Had 608 stores compared to Circuit City’s 599 and nearly $25 billion in revenue
compared to Circuit City’s $9.7 billion. Since then, Best Buy has continued to
Expand its yellow-tag logo adorning more than 900 spacious stores located in
high-traffic areas and stocked with the latest in consumer electronics. Circuit City
is now ranked at Number 3, behind Best Buy and Wal-Mart. What went wrong?
The differing fates of Circuit City and Best Buy can be attributed to corporate
strategy. After struggling to turn things around, longtime CEO Allen McCullough
resigned and was recently replaced by Philip Schoonover, who was lured away
from competitor Best Buy.1
How did managers at Best Buy formulate and implement strategies that helped
the company overtake a large, sophisticated chain like Circuit City? If you were
the new CEO of Circuit City, what strategies might you adopt to help the company
regain a competitive edge?
The story of Circuit City and Best Buy illustrates the importance of strategic
planning. Managers at Best Buy formulated and implemented strategies that made
the chain the player to beat in consumer electronics retailing, while Circuit City
managers failed to respond to increased competition and changing customer expectations.
Top managers are analyzing the situation and considering strategies that
can ignite growth and revive the company.
Every company is concerned with strategy. Genentech grew into a biotech powerhouse,
with a 42 percent increase in sales and a 72 percent increase in earnings in
2005, based on a strategy of concentrating resources on scientific research that
addresses the largest unmet medical needs.2 McDonald’s devised a new strategy of

2. downsizing its menu items and adding healthier products in response to changes in
the environment. Supersize french fries and soft drinks were eliminated in favor of
fresh salads and low-fat items to counter public accusations that the fast-food icon
was responsible for Americans’ expanding waistlines and growing health problems.
In the auto industry, PSA Peugeot Citroën SA adopted a strategy of being a
fierce product innovator, coming out with 25 new models within a three-year period
Strategic blunders can hurt a company. For example, Mattel suffered in
recent years by losing sight of its core business and trying to compete as a maker of
computer games. Kodak stumbled by failing to plan for the rapid growth of digital
photography, assuming sales of film and paper would stay strong for years to come.
Between 2001 and 2005, Kodak’s earnings dropped about 60 percent as interest in
film-photography tanked.3
Managers at Mattel, McDonald’s, Kodak, and Peugeot are all involved in strategic
management. They are finding ways to respond to competitors, cope with difficult
environmental changes, meet changing customer needs, and effectively use
available resources. Research has shown that strategic thinking and planning positively
affects a firm’s performance and financial success.4 Strategic planning has
taken on new importance in today’s world of globalization, deregulation, advancing
technology, and changing demographics and lifestyles. Managers are responsible
for positioning their organizations for success in a world that is constantly
changing. Today’s top companies thrive by changing the rules of an industry to
their advantage or by creating entirely new industries.5 For example, when Lindsay
Owens-Jones was running L’Oreal’s U.S. division in the early 1980s, he was told by
colleagues that European brands such as Lancôme could never compete with established
U.S. brands. Owens-Jones refused to accept that, and his strategic decisions
changed the whole face of U.S. cosmetics counters. Today, as CEO, Owens-Jones is
aggressively promoting L’Oreal’s brands globally, gaining huge market share in
Asia, Africa, and other parts of the world.6
In this chapter, we focus on the topic of strategic management. First we define
components of strategic management and then discuss a model of the
strategic management process. Next we examine several models of strategy
formulation. Finally, we will discuss the tools managers use to implement their
strategic plans.
Thinking strategically
Chapter 7 provided an overview of the types of goals
and plans that organizations use. In this chapter, we will
explore strategic management, which is considered
one specific type of planning. Strategic planning in forprofit
business organizations typically pertains to competitive
actions in the marketplace. In nonprofit organizations
such as the Red Cross or The Salvation Army,
strategic planning pertains to events in the external environment.
The final responsibility for strategy rests

3. with top managers and the chief executive. For an organization
to succeed, the CEO must be actively involved
in making the tough choices and trade-offs that define
and support strategy.7 However, senior executives at
such companies as General Electric, 3M, and Johnson &
Johnson want middle- and low-level managers to think
strategically. Some companies also are finding ways to
get front-line workers involved in strategic thinking
and planning.
Strategic thinking means to take the long-term view
and to see the big picture, including the organization
and the competitive environment, and to consider how
they fit together. Understanding the strategy concept,
the levels of strategy, and strategy formulation versus
implementation is an important start toward strategic
thinking.
As a potential new manager, practice thinking strategically by studying your department’s
or your organization’s environment, market, and competitors. Think
about what the long-term future might hold and how you think the company can best be positioned
to stay competitive.
What Is Strategic Management?
Strategic management is the set of decisions and actions used to formulate and implement
strategies that will provide a competitively superior fit between the organization
and its environment so as to achieve organizational goals.8 Managers ask
questions such as, “What changes and trends are occurring in the competitive environment?
Who are our competitors and what are their strengths and weaknesses?
Who are our customers? What products or services should we offer, and how can
we offer them most efficiently? What does the future hold for our industry, and how
can we change the rules of the game?” Answers to these questions help managers
make choices about how to position their organizations in the environment with respect
to rival companies.9 Superior organizational performance is not a matter of
luck. It is determined by the choices that managers make. Top executives use strategic
management to define an overall direction for the organization, which is the
firm’s grand strategy.
Grand Strategy
Grand strategy is the general plan of major action by which a firm intends to
achieve its long-term goals.10 Grand strategies fall into three general categories:
growth, stability, and retrenchment. A separate grand strategy can also be defined

4. for global operations.
Go to the ethical dilemma on page 265 that pertains to corporate grand
strategy.
Growth
Growth can be promoted internally by investing
in expansion or externally by acquiring
additional business divisions. Internal growth
can include development of new or changed
products, such as Motorola’s Razr mobile
phone and Toyota’s hybrid Camry sedan, or
expansion of current products into new markets,
such as Avon’s selling of products in
mall kiosks. External growth typically involves
diversification, which means the acquisition
of businesses that are related to current
product lines or that take the corporation into
new areas, such as Procter & Gamble’s purchase
of Iams Company, which makes Iams
and Eukanuba pet foods, and Gillette Company,
which makes the Mach 3 and Fusion
razors.11 The number of companies choosing
to grow through merger and acquisition in
recent years has been astounding, as organizations
strive to acquire the size and resources
to compete on a global scale, to invest
grand strategy The general
plan of major action by which
an organizationintendsto
achieve its long-term goals.
239
in new technology, and to control distribution channels and guarantee access to markets.
For example, Citibank and Travelers merged to form Citigroup, which then
acquired Sears’ credit card portfolio. Boeing Co. acquired McDonnell Douglas, to
move more aggressively into defense contracting, and Hughes Electronics Corp.’s
Space & Communications Division to tap into growth opportunities in space travel.12
Stability
Stability, sometimes called a pause strategy, means that the organization wants to
remain the same size or grow slowly and in a controlled fashion. The corporation
wants to stay in its current business, such as Allied Tire Stores, whose motto is, “We
just sell tires.” After organizations have undergone a turbulent period of rapid
growth, executives often focus on a stability strategy to integrate strategic business

5. units and ensure that the organization is working efficiently. Mattel is currently
pursuing a stability strategy to recover from former CEO Jill Barad’s years of big
acquisitions and new businesses. The current top executive is seeking only modest
new ventures to get Mattel on a slower-growth, more stable course.13
Retrenchment
Retrenchment means that the organization goes through a period of forced decline by
either shrinking current business units or selling off or liquidating entire businesses.
The organization may have experienced a precipitous drop in demand for its products
or services, prompting managers to order across-the-board cuts in personnel
and expenditures. For example, Kodak laid off 12,000 workers when the bottom
dropped out of the film photography business. As troubles deepened at General
Motors, managers terminated thousands of employees, closed plants to kill off excess
capacity, and put the corporation’s finance subsidiary up for sale.14 Managers
often use a period of retrenchment to stabilize a company and attempt to restore
profitability and competitiveness.
Liquidation means selling off a business unit for the cash value of the assets, thus
terminating its existence. An example is the liquidation of Minnie Pearl Fried
Chicken. Divestiture involves the selling off of businesses that no longer seem central
to the corporation. JCPenney sold its Eckerd chain of drugstores to focus on the
corporation’s core business of department stores and Internet and catalog sales.
Studies show that between 33 percent and 50 percent of all acquisitions are later divested.
When Figgies International Inc. sold 15 of its 22 business divisions, including
crown jewel Rawlings Sporting Goods, and when Italy’s Fiat sold its aerospace
unit, both corporations were going through periods of retrenchment, also called
downsizing.15
Global Strategy
In addition to the three preceding alternatives—growth, stability, and retrenchment—
companies may pursue a separate grand strategy as the focus of global business. In
today’s global corporations, senior executives try to formulate coherent strategies to
provide synergy among worldwide operations for the purpose of fulfilling common
goals. Asystematic strategic planning process for deciding on the appropriate strategic
alternative should be used. The grand strategy of growth is a major motivation for
both small and large businesses going international. Each country or region represents
a new market with the promise of increased sales and profits.
In the international arena, companies face a strategic dilemma between global
integration and national responsiveness. The various global strategies are shown in
Exhibit 8.1. Recall from Chapter 4 that the first step toward a greater international
presence is when companies begin exporting domestically produced products to
selected countries. Because the organization is domestically focused, with only a
few exports, managers have little need to pay attention to issues of either local

6. responsiveness or global integration. Organizations that pursue further international
expansion must decide whether they want each global affiliate to act autonomously
or whether activities should be standardized and centralized across countries. This
choice leads managers to select a basic grand strategy alternative such as globalization
versus multidomestic strategy. Some corporations may seek to achieve both
global integration and national responsiveness by using a transnational strategy.
Globalization
When an organization chooses a strategy of globalization, it means that its product
design and advertising strategies are standardized throughout the world.16 This
approach is based on the assumption that a single global market exists for many consumer
and industrial products. The theory is that people everywhere want to buy the
same products and live the same way. People everywhere w ant to drink Coca-Cola
and eat McDonald’s hamburgers.17Aglobalization strategy can help an organization
reap efficiencies by standardizing product design and manufacturing, using common
suppliers, introducing products around the world faster, coordinating prices,
and eliminating overlapping facilities. For example, Gillette Company has large production
facilities that use common suppliers and processes to manufacture products
whose technical specifications are standardized around the world.18
Globalization enables marketing departments alone to save millions of dollars.
One consumer products company reports that, for every country where the same commercial
runs, the company saves $1 million to $2 million in production costs alone.
More millions have been saved by standardizing the look and packaging of brands.19

7. Multidomestic Strategy
When an organization chooses a multidomestic strategy, it means that competition
in each country is handled independently of industry competition in other countries.
Thus, a multinational company is present in many countries, but it encourages marketing,
advertising, and product design to be modified and adapted to the specific
needs of each country.20 Many companies reject the idea of a single global market
They have found that the French do not
drink orange juice for breakfast, that
laundry detergent is used to wash dishes
in parts of Mexico, and that people in the
Middle East prefer toothpaste that tastes
spicy. Service companies also have to
carefully consider their global strategy.
The 7-Eleven convenience store chain
uses a multidomestic strategy because
the product mix, advertising approach,
and payment methods need to be tailored
to the preferences, values, and government
regulations in different parts of
the world. For example, credit card use is
rare in Japan and Germany. In Japan, customers
like to use convenience stores to
pay utility and other bills. 7-Eleven Japan
also set up a way for people to pick up
and pay for purchases made over the
Internet at their local 7-Elevens.21
Transnational Strategy
A transnational strategy seeks to
achieve both global integration and national
responsiveness.22 A true transnational
strategy is difficultto achieve, because one goal requires close global coordination
while the other goal requires local flexibility. However, many industries are
finding that, although increased competition means they must achieve global efficiency,
growing pressure to meet local needs demands national responsiveness.23
One company that effectively uses a transnational strategy is Caterpillar, Inc., a
heavy equipment manufacturer. Caterpillar achieves global efficiencies by designing
its products to use many identical components and centralizing manufacturing
of components in a few large-scale facilities. However, assembly plants located in
each of Caterpillar’s major markets add certain product features tailored to meet
local needs.24
Although most multinational companies want to achieve some degree of global
integration to hold costs down, even global products may require some customization

8. to meet government regulations in various countries or some tailoring to fit
consumer preferences. In addition, some products are better suited for standardization
than others. Most large multinational corporations with diverse products and
services will attempt to use a partial multidomestic strategy for some product or
service lines and global strategies for others. Coordinating global integration with a
responsiveness to the heterogeneity of international markets is a difficultbalancing
act for managers, but it is increasingly important in today’s global business world.
Purpose of Strategy
Within the overall grand strategy of an organization, executives define an explicit
strategy, which is the plan of action that describes resource allocation and activities
for dealing with the environment, achieving a competitive advantage, and attaining
the organization’s goals. Competitive advantage refers to what sets the organization
apart from others and provides it with a distinctive edge for meeting customer
needs in the marketplace. The essence of formulating strategy is choosing how the
organization will be different.25 Managers make decisions about whether the company
will perform different activities or will execute similar activities differently
than competitors do. Strategy necessarily changes over time to fit environmental
conditions, but to remain competitive, companies develop strategies that focus on
core competencies, develop synergy, and create value for customers.
Exploit Core Competence
A company’s core competence is something the organization does especially well
in comparison to its competitors. A core competence represents a competitive
advantage because the company acquires expertise that competitors do not have. A
core competence may be in the area of superior research and development, expert
technological know-how, process efficiency, or exceptional customer service.26 At
VF, a large apparel company that owns Vanity Fair, Nautica, Wrangler, and The
North Face, strategy focuses on the company’s core competencies of operational
efficiency and merchandising know-how. When VF bought The North Face, for
example, its distribution systems were so poor that stores were getting ski apparel
at the end of winter and camping gear at the end of summer. The company’s operating
profit margin was minus 35 percent. Managers at VF revamped The North
Face’s sourcing, distribution, and financial systems and within five years doubled
sales to $500 million and improved profit margins to a healthy 13 percent. “For VF
it was easy, and it’s not easy for everybody” said one retail analyst referring to the
company’s application of its core competencies.27 Gaylord Hotels, which has large
hotel and conference centers in several states as well as the Opryland complex near
Nashville, Tennessee, thrives based on a strategy of superior service for large group

9. meetings.28 Robinson Helicopter succeeds through superior technological knowhow
for building small, two-seater helicopters used for everything from police
patrols in Los Angeles to herding cattle in Australia.29 In each case, leaders identified
what their company does especially well and built strategy around it.
Build Synergy
When organizational parts interact to produce a joint effect that is greater than the
sum of the parts acting alone, synergy occurs. The organization may attain a special
advantage with respect to cost, market power, technology, or management skill.
When properly managed, synergy can create additional value with existing resources,
providing a big boost to the bottom line.30 Synergy was one motivation for the FedEx
acquisition of Kinko’s Inc. Kinko’s document delivery and office services complement
FedEx’s package delivery and give FedEx a greater presence among small and midsized
businesses, a market it has long coveted. By providing full-service counters in
Kinko’s stores, FedEx also has the potential to double its locations over the next few
years, particularly overseas, where Kinko’s has centers in eight countries.31
Synergy can also be obtained by good relations with suppliers or by strong
alliances among companies. Yahoo!, for example, uses partnerships, such as a recent
deal with Verizon Communications, to help boost its number of paying subscribers
to nearly 12 million.32
Deliver Value
Delivering value to the customer is at the heart of strategy. Value can be defined as
the combination of benefits received and costs paid. Managers help their companies
create value by devising strategies that exploit core competencies and attain synergy.
To compete with the rising clout of satellite television, for example, cable companies
such as Adelphia and Charter Communications are trying to provide better
value with cable value packages that offer a combination of basic cable, digital premium
channels, video on demand, and high-speed Internet for a reduced cost. The
Swedish retailer IKEA has become a global cult brand by offering beautiful, functional
products at modest cost, thus delivering superior value to customers.33
Consider how Save-A-Lot has grown into one of the most successful grocery
chains in the United States with a strategy based on exploiting core competencies,
building synergy, and providing value to customers.
When most supermarket executives look at the inner city, they see peeling paint, low-income
customers, rampant crime, and low profits. Save-A-Lot looks at the inner city and sees opportunity.
Save-A-Lot was started in the late 1970s, when Bill Moran noticed that low-income
and rural areas were poorly served by large supermarkets. Moran began opening small
stores in low-rent areas and stocking them with a limited number of low-priced staples.
Moran hand-wrote price signs and built crude shelves out of particle board. He made his
own labels from low-quality paper, which suppliers then slapped on generic products.
Save-A-Lot has thrived ever since by using its core competency of cost efficiency, which
enables the stores to sell goods at prices 40 percent lower than major supermarkets. Unlike

10. the typical supermarket, which is about 45,000 square feet, Save-A-Lot stores use a compact
16,000-square-foot no-frills format, targets areas with dirt-cheap rent, and courts households
earning less than $35,000 a year. Save-A-Lot stores don’t have bakeries, pharmacies,
or grocery baggers. Labor costs are kept ultra low. For example, whereas most grocery managers
want employees to keep displays well-stocked and tidy, Save-A-Lot managers tell people
to let the displays sell down before restocking.
Save-A-Lot has obtained synergy by developing good relationships with a few core
suppliers. Most supermarkets charge manufacturers slotting fees to put their products
on shelves, but not Save-A-Lot. In addition, the company doesn’t ask suppliers to take
back damaged goods. It just sticks up a hand-written “Oops” sign and marks prices even
lower. Customers love it. Now, even branded food makers want a slice of the Save-A-Lot
pie. Procter & Gamble, for example, developed a lower-priced version of Folgers, and the
chain also sells a low-priced brand of cheese from Kraft and a cereal from General Mills.
The value customers get from Save-A-Lot is based not just on low prices, but also convenience
and the quality. Doc Otis Roper, who makes $8 an hour as a recycling worker, says
the Save-A-Lot is a blessing for its combination of low prices and convenience. He used to
have to ride the bus to buy groceries or shop at convenience stores where prices were high
and quality low. Now, he walks five blocks to Save-A-Lot and gets quality goods at a price
even lower than Wal-Mart’s.34
As a new manager, can you identify the core competence of your team or department
and identify ways that it can contribute to the overall organization’s
strategy? Who are your team’s or department’s customers, and how can you
deliver value?
Levels of Strategy
Another aspect of strategic management concerns the organizational level to which
strategic issues apply. Strategic managers normally think in terms of three levels of
strategy—corporate, business, and functional—as illustrated in Exhibit 8.2.35
Corporate-Level Strategy
The question “What business are we in?” is the cornerstone
of corporate-level strategy. Corporate-level strategy

11. pertains to the organization as a whole and the combination
of business units and product lines that make up the
corporate entity. Strategic actions at this level usually
relate to the acquisition of new businesses; additions or
divestments of business units, plants, or product lines;
and joint ventures with other corporations in new areas.
An example of corporate-level strategy is Brunswick,
which was once associated primarily with billiard tables
and bowling gear. CEO George Buckley is transforming
Brunswick into the “Toyota of boating” by selling off unprofitable
businesses and buying up companies such as
Sea Pro, Hatteras, and Princecraft to give Brunswick a
slice of every boating niche. The beefed-up Brunswick
Boat Group, combined with the corporation’s Mercury
Marine engine division and a rapidly growing boat instrumentation
business, has given Brunswick a dominant
position in the boat industry.36
Business-Level Strategy
The question “How do we compete?” is the focus of businesslevel
strategy. Business-level strategy pertains to each
business unit or product line. It focuses on how the business unit competes within its
industry for customers. Many companies have opened e-commerce units as a part of
business-level strategy. For example, NutriSystem Inc. was bankrupt a decade ago,
but managers reinvented the company as an Internet distributor, shipping customers
a month’s worth of shelf-stable diet food. People can track their progress online and
get virtual counseling when they need a boost. The Internet strategy and a new approach
to advertising pushed sales from just $27 million in 2002 to about $150 million
in 2005.37
Strategic decisions at the business level concern amount of advertising, direction
and extent of research and development, product changes, new -product development,
equipment and facilities, and expansion or contraction of product and service
lines. Here’s how managers at the Los Angeles Times are trying to revive the struggling
paper with a new business-level strategy
Baquet and other managers believe the new business-level strategy at the Los
Angeles Times will help them find a profitable niche as the newspaper industry continues
to grapple with how to remain relevant in a changing world where people
have myriad sources of information and less time for reading in-depth stories in the
daily paper.
Functional-Level Strategy
The question “How do we support the business-level competitive strategy?” is the concern

12. of functional-level strategy. It pertains to the major functional departments within
the business unit. Functional strategies involve all of the major functions, including
finance, research and development, marketing, and manufacturing. The functionallevel
strategy for NutriSystem’s marketing department, for example, is to feature
real-life customers in direct-response print and television ads that steer dieters to
the company’s Web site. Extended pitches for NutriSystem on the QVC shopping
channel, for example, drive approximately 11 percent of sales.39 Another example of
functional-level strategy is Procter & Gamble’s research and development department,
which is taking a new approach to stay competitive in the slow -growing consumer
products industry. Instead of developing new products in the lab and then
testing them with consumers, researchers are spending hours with customers,
watching them do laundry, clean the floor, or apply makeup, looking for nuisances
that a new product might solve. Then they go into the lab with a goal of addressing
the concerns of real-life customers.40
the strategic management process
The overall strategic management process is illustrated in Exhibit 8.3. It begins
when executives evaluate their current position with respect to mission, goals, and
strategies. They then scan the organization’s internal and external environments
and identify strategic factors that might require change. Internal or external events
might indicate a need to redefine the mission or goals or to formulate a new strategy
at either the corporate, business, or functional level. The final stage in the strategic
management process is implementation of the new strategy.
Strategy Formulation Versus Implementation
Strategy formulation includes the planning and decision making that lead to the

13. establishment of the firm’s goals and the development of a specific strategic plan.41
Strategy formulation may include assessing the external environment and internal
problems and integrating the results into goals and strategy. This process is in
contrast to strategy implementation, which is the use of managerial and organizational
tools to direct resources toward accomplishing strategic results.42 Strategy
implementation is the administration and execution of the strategic plan. Managers
may use persuasion, new equipment, changes in organization structure, or a revised
reward system to ensure that employees and resources are used to make formulated
strategy a reality.
Situation Analysis
Formulating strategy often begins with an assessment of the internal and external
factors that will affect the organization’s competitive situation. Situation analysis
typically includes a search for SWOT—strengths, weaknesses, opportunities, and
threats—that affect organizational performance. Situation analysis is important to
all companies but is crucial to those considering globalization because of the diverse
environments in which they will operate. External information about opportunities
and threats may be obtained from a variety of sources, including customers, government
reports, professional journals, suppliers, bankers, friends in other organizations,
consultants, or association meetings. Many firms hire special scanning
organizations to provide them with newspaper clippings, Internet research, and
analyses of relevant domestic and global trends. In addition, many companies are
hiring competitive intelligence professionals to scope out competitors, as we discussed
in Chapter 3.
Executives acquire information about internal strengths and weaknesses
from a variety of reports, including budgets, financial ratios, profit and loss
statements, and surveys of employee attitudes and satisfaction. Managers spend
80 percent of their time giving and receiving information. Through frequent
face-to-face discussions and meetings with people at all levels of the hierarchy,
executives build an understanding of the company’s internal strengths and
weaknesses.
Internal Strengths and Weaknesses
Strengths are positive internal characteristics that the organization can exploit to
achieve its strategic performance goals. Weaknesses are internal characteristics that
might inhibit or restrict the organization’s performance. Some examples of what executives
evaluate to interpret strengths and weaknesses are given in Exhibit 8.4. The
information sought typically pertains to specific functions such as marketing, finance,
production, and R&D. Internal analysis also examines overall organization
structure, management competence and quality, and human resource characteristics.
Based on their understanding of these areas, managers can determine their
strengths or weaknesses compared with other companies.

14. External Opportunities and Threats
Threats are characteristics of the external environment that may prevent the organization
from achieving its strategic goals. Opportunities are characteristics of
the external environment that have the potential to
help the organization achieve or exceed its strategic
goals. Executives evaluate the external environment
with information about the nine sectors described in
Chapter 3. The task environment sectors are the most
relevant to strategic behavior and include the behavior
of competitors, customers, suppliers, and the labor
supply. The general environment contains those sectors
that have an indirect influence on the organization
but nevertheless must be understood and incorporated
into strategic behavior. The general environment
includes technological developments, the economy,
legal-political and international events, and sociocultural
changes. Additional areas that might reveal opportunities
or threats include pressure groups, interest
groups, creditors, natural resources, and potentially
competitive industries.
Kraft Foods provides an example of how situation
analysis can be used to help executives formulate the
correct strategy.
formulating corporate-level strategy
Portfolio Strategy
Individual investors often wish to diversify in an investment portfolio with some
high-risk stocks, some low-risk stocks, some growth stocks, and perhaps a few
income bonds. In much the same way, corporations like to have a balanced mix of
business divisions called strategic business units (SBUs). An SBU has a unique
business mission, product line, competitors, and markets relative to other SBUs in
the corporation.44 Executives in charge of the entire corporation generally define the
grand strategy and then bring together a portfolio of strategic business units to carry
it out. Portfolio strategy pertains to the mix of business units and product lines that
fit together in a logical way to provide synergy and competitive advantage for the
corporation. Managers don’t like to become too dependent on one business. For
example, at United Technologies Corp. (UTC), the aerospace-related business units
have been struggling through one of the worst slumps in history. However, UTC’s
Otis Elevator division is keeping the corporation’s sales and profits strong. Otis has
a commanding share of the worldwide market for new elevators and escalators. In

15. addition, the unit provides a steady revenue stream from elevator maintenance,
repair, and upgrade. The elevators in the Waldorf-Astoria, for example, were
installed in 1931 and have been steadily upgraded by Otis ever since.45 One useful
way to think about portfolio strategy is the BCG matrix.
The BCG Matrix
The BCG (for Boston Consulting Group) matrix is illustrated in Exhibit 8.5. The
BCG matrix organizes businesses along two dimensions—business growth rate
and market share.46 Business growth rate pertains to how rapidly the entire industry
is increasing. Market share defines whether a business unit has a larger or smaller
share than competitors. The combinations of high and low market share and high
and low business growth provide four categories for a corporate portfolio.
The star has a large market share in a rapidly growing industry. The star is
important because it has additional growth potential, and profits should be plowed
into this business as investment for future growth and profits. The star is visible and
attractive and will generate profits and a positive cash flow even as the industry
matures and market growth slows.
The cash cow exists in a mature, slow-growth industry but is a dominant business
in the industry, with a large market share. Because heavy investments in
advertising and plant expansion are no longer required, the corporation earns a
positive cash flow. It can milk the cash cow to invest in other, riskier businesses.
The question mark exists in a new, rapidly growing industry, but has only a small
market share. The question mark business is risky: It could become a star, or it could
fail. The corporation can invest the cash earned from cash cows in question marks

16. with the goal of nurturing them into future stars.
The dog is a poor performer. It has only a small share of a slow -growth market.
The dog provides little profit for the corporation and may be targeted for divestment
or liquidation if turnaround is not possible.
The circles in Exhibit 8.5 represent the business portfolio for a hypothetical corporation.
Circle size represents the relative size of each business in the company’s portfolio.
Most large organizations, such as General Electric (GE), have businesses in more
than one quadrant, thereby representing different market shares and growth rates.
formulating business-level strategy
Now we turn to strategy formulation within the strategic business unit, in which
the concern is how to compete. The same three generic strategies—growth, stability,
and retrenchment—apply at the business level, but they are accomplished through
competitive actions rather than the acquisition or divestment of business divisions.
One model for formulating strategy is Porter’s competitive strategies, which provides
a framework for business unit competitive action.
Porter’s Competitive Forces and Strategies
Michael E. Porter studied a number of business organizations and proposed that
business-level strategies are the result of five competitive forces in the company’s environment.
48 More recently, Porter examined the impact of the Internet on businesslevel
strategy.49 New Web-based technology is influencing industries in both positive
and negative ways, and understanding this impact is essential for managers to accurately
analyze their competitive environments and design appropriate strategic
actions.
Five Competitive Forces
Exhibit 8.6 illustrates the competitive forces that exist in a company’s environment
and indicates some ways Internet technology is affecting each area. These forces help
determine a company’s position vis-à-vis competitors in the industry environment.
1. Potential new entrants. Capital requirements and economies of scale are examples
of two potential barriers to entry that can keep out new competitors. It is
far more costly to enter the automobile industry, for instance, than to start a

17. specialized mail-order business. In general, Internettechnology has made it
much easier for new companies to enter an industry by curtailing the need
for such organizational elements as an established sales force, physical
assets such as buildings and machinery, or access to existing supplier and
sales channels.
2. Bargaining power of buyers. Informed customers become empowered customers.
The Internet provides easy access to a wide array of information aboutproducts,
services, and competitors, thereby greatly increasing the bargaining
power of end consumers. For example, a customer shopping for a car can
gather extensive information aboutvarious options, such as wholesale
prices for new cars or average value for used vehicles, detailed specifications,
repair records, and even whether a used car has ever been involved in an
accident.
3. Bargaining power of suppliers. The concentration of suppliers and the availability of
substitute suppliers are significantfactors in determining supplier power. The
sole supplier of engines to a manufacturer of small airplanes will have great
power, for example. The impactof the Internet in this area can be both positive
and negative. That is, procurement over the Web tends to give a company greater
power over suppliers, butthe Web also gives suppliers access to a greater number
of customers, as well as the ability to reach end users. Overall, the Internet

18. tends to raise the bargaining power of suppliers.
4. Threat of substitute products. The power of alternatives and substitutes for a
company’s productmay be affected by changes in costor in trends such as
increased health consciousness that will deflectbuyer loyalty. Companies in
the sugar industry suffered fromthe growth of sugar substitutes; manufacturers
of aerosol spray cans lostbusiness as environmentally conscious consumers
chose other products. The Internet created a greater threat of new
substitutes by enabling new approaches to meeting customer needs. For
example, offers of low-costairline tickets over the Internet hurt traditional
travel agencies.
5. Rivalry among competitors. As illustrated in Exhibit8.6, rivalry among competitors
is influenced by the preceding four forces, as well as by costand productdifferentiation.
With the leveling force of the Internet and information technology, it
has become more difficultfor many companies to find ways to distinguish
themselves from their competitors, which intensifies rivalry.
Porter referred to the “advertising slugfest” when describing the scrambling
and jockeying for position that often occurs among fierce rivals within an industry.
Famous examples include the competitive rivalry between Pepsi and Coke,
between UPS and FedEx, and between The Home Depot and Lowe’s. The rivalry
between Gillette Company (recently purchased by Procter & Gamble) and Schick,
the No. 2 maker of razors (now owned by Energizer), may soon be just as heated.
Although Gillette is still way ahead, the introduction of the Schick Quattro and a
massive advertising campaign helped Schick’s 2003 sales grow 149 percent, while
Gillette’s razor sales slipped. In the two years after the Quattro was introduced,
Schick’s market share for replacement blades jumped 6 percent, while Gillette’s
declined. In the fall of 2005, Schick brought out a battery-powered version of
Quattro, which is aimed directly at stealing market shared from Gillette’s
M3Power. Gillette took the next shot with its announcement of the new Fusion
five-blade razor.50
Competitive Strategies
In finding its competitive edge within these five forces, Porter suggests that a
company can adopt one of three strategies: differentiation, cost leadership, or focus.
The organizational characteristics typically associated with each strategy are summarized
in Exhibit 8.7.
1. Differentiation. The differentiation strategy involves an attempt to distinguish
the firm’s products or services from others in the industry. The organization
may use advertising, distinctive productfeatures, exceptional service, or new
technology to achieve a productperceived as unique. The differentiation strategy
can be profitable because customers are loyal and will pay high prices for the
product. Examples of products that have benefited froma differentiation strategy
include Harley-Davidson motorcycles, Snapper lawn equipment, and Gore-Tex
fabrics, all of which are perceived as distinctive in their markets. When lawn
equipment maker Simplicity boughtSnapper, for example, one of the first things
executives did was pull Snapper products outof Wal-Mart. Whereas most manufacturers
do whatever they can to sell through the giantretailer, Simplicity’s managers

19. recognized that selling mowers atWal-Mart was incompatible with their
strategy, which emphasizes quality, dependability, durability, and cachetrather
than high volume and low cost. Customers can buy a lawn mower atWal-Mart
for less than a hundred bucks, butthe least expensive Snapper is about$350 and
is builtto last for decades.51 Service companies such as Starbucks, Whole Foods
Market, and IKEA can also use a differentiation strategy. The Unlocking Innovative
Solutions Through People box describes how corporate culture helps the
Four Seasons differentiate itself in the hotel industry.
Companies that pursue a differentiation strategy typically need strong marketing
abilities, a creative flair, and a reputation for leadership.52 A differentiation
strategy can reduce rivalry with competitors if buyers are loyal to a company’s
brand. Successful differentiation can also reduce the bargaining power of large
buyers because other products are less attractive, which also helps the firm fight
off threats of substitute products. In addition, differentiation erects entry barriers
Strategy Organizational Characteristics
 Differentiation Acts in a flexible, loosely knit way, with strong coordination among departments
 Strong capability in basic rewards
 Creative flair, thinks “out of the box”
 Strong marketing abilities
 Rewards employee innovation
 Corporate reputation for quality or technological leadershi p
 Cost Leadership Strong central authority; tight cost controls
 Maintains standard operating procedures
 Easy-to-use manufacturing technologies
 Highly efficient procurement and distribution systems
 Close supervision, finite employee empowerment
 Focus Frequent, detailed control reports
 May use combination of above policiesdirected at particular strategic target
 Values and rewards flexibility and customer intimacy
 Measures cost of providing service and maintaining customer loyalty
 Pushes empowerment to employees with customer contact
in the form of customer loyalty that a new entrant into the market would have
difficulty overcoming.
2. Cost leadership.With a cost leadership strategy, the organization aggressively
seeks efficientfacilities, pursues cost reductions, and uses tight cost controls to
produce products more efficiently than competitors. Alow -costposition means
that the company can undercutcompetitors’ prices and still offer comparable
quality and earn a reasonable profit. ComfortInn and Motel 6 are low-priced
alternatives to Four Seasons or Marriott. Enterprise Rent-A-Car is a low-priced
alternative to Hertz.
Being a low-costproducer provides a successful strategy to defend against
the five competitive forces in Exhibit8.6. For example, the most efficient,
low-costcompany is in the best position to succeed in a price war while still
making a profit. Likewise, the low-costproducer is protected frompowerful
customers and suppliers, because customers cannotfind lower prices elsewhere,
and other buyers would have less slack for price negotiation with
suppliers. If substitute products or potential new entrants occur, the low -cost

20. producer is better positioned than higher-cost rivals to prevent loss of market
share. The low price acts as a barrier againstnew entrants and substitute
products.
3. Focus. With a focus strategy, the organization concentrates
on a specific regional market or buyer
group. The company will use either a differentiation
or cost leadership approach, but only for a narrow
target market. Save-A-Lot, described earlier, uses a
focused cost leadership strategy, putting stores in
low-income areas. Another example is low-cost
leader Southwest Airlines, which was founded in
1971 to serve only three cities—Dallas, Houston,
and San Antonio—and didn’t fly outside of Texas
for the first eight years of its history. Managers
aimed for controlled growth, gradually moving into
new geographic areas where Southwest could provide
short-haul service from city to city. By using a
focus strategy, Southwest was able to grow rapidly
and expand to other markets.54 Edward Jones
Investments, a St. Louis-based brokerage house,
uses a focused differentiation strategy, building its
business in rural and small town America and providing
clients with conservative, long-term investment
advice. According to management consultant
Peter Drucker, the safety-first orientation means
Edward Jones delivers a product “that no Wall
Street house has ever sold before: peace of mind.”55
Managers think carefully aboutwhich strategy
will provide their company with its competitive
advantage. Gibson Guitar Corp., famous in the music
world for its innovative, high-quality products,
found that switching to a low-coststrategy to
compete againstJapanese rivals such as Yamaha and
Ibanez actually hurtthe company. When managers
realized people wanted Gibson products because of
their reputation, not their price, they wentback to a
differentiation strategy and invested in new technology
and marketing.56 In his studies, Porter found that some businesses did not
consciously adoptone of these three strategies and were stuck with no strategic
advantage. Without a strategic advantage, businesses earned below-average
profits compared with those that used differentiation, costleadership, or focus
strategies. Similarly, a five-year study of managementpractices in hundreds of
businesses, referred to as the Evergreen Project, found thata clear strategic direction
was a key factor that distinguished winners fromlosers.57
Because the Internet is having such a profound impacton the competitive
environment in all industries, itis more important than ever that companies

21. distinguish themselves through careful strategic positioning in the marketplace.58
The Internet tends to erode both cost-leadership and differentiation advantages
by providing new tools for managing costs and giving consumers greater access
to comparison shopping. However, managers can find ways to incorporate the
Internet into their strategic approaches in a way that provides unique value to
customers in an efficientway. Sears, for example, uses the Web to showcase its
line of Kenmore appliances, building the brand’s reputation by providing
detailed information in a relatively inexpensive way.
Partnership Strategies
So far, we have been discussing strategies that are based on how to compete with
other companies. An alternative approach to strategy emphasizes collaboration. In
some situations, companies can achieve competitive advantage by cooperating with
other firms rather than competing. Partnership
strategies are becoming increasingly
popular as firms in all industries
join with other organizations to promote
innovation, expand markets, and pursue
joint goals. Partnering was once a strategy
adopted primarily by small firms
that needed greater marketing muscle or
international access. Today, however, it
has become a way of life for most companies,
large and small. The question is no
longer whether to collaborate, but rather
where, how much, and with whom to
collaborate.60
Competition and cooperation often
exist at the same time. Procter & Gamble
and Clorox are fierce rivals in cleaning
products and water purification, but
both companies profited by collaborating
on a new plastic wrap. P&G researchers
invented a wrap that seals
tightly only where it is pressed, but P&G
didn’t have a plastic wrap category.
Managers negotiated a joint venture
with Clorox to market the wrap under
the well-established Glad brand name,
and Glad Press & Seal became one of the company’s most popular products. The
two competitors continued the collaboration with the introduction of Glad Force
Flex trash bags, which make use of a stretchable plastic invented in P&G’s labs.61

22. The Internet is both driving and supporting the move toward partnership
thinking. The ability to rapidly and smoothly conduct transactions, communicate
information, exchange ideas, and collaborate on complex projects via the Internet
means that companies such as Citigroup, Dow Chemical, and Herman Miller have
been able to enter entirely new businesses by partnering in business areas that
were previously unimaginable.62 Many companies, including Target, Circuit City,
Lands’ End, and Golfsmith International, are gaining a stronger online presence
by partnering with Amazon.com. Amazon maintains the site and processes orders,
while the retailers fill the orders from their own warehouses. The arrangement
gives Amazon a new source of revenue and frees the retailers to focus on their
bricks-and-mortar business while also gaining new customers online.63
Mutual dependencies and partnerships have become a fact of life, but the
degree of collaboration varies. Organizations can choose to build cooperative relationships
in many ways, such as through preferred suppliers, strategic business
partnering, joint ventures, or mergers and acquisitions. Exhibit 8.8 illustrates these
major types of strategic business relationships according to the degree of collaboration
involved. With preferred supplier relationships, a company such as Wal-Mart,
for example, develops a special relationship with a key supplier such as Procter &
Gamble that eliminates intermediaries by sharing complete information and reducing
the costs of salespeople and distributors. Preferred supplier arrangements
provide long-term security for both organizations, but the level of collaboration is
relatively low. Strategic business partnering requires a higher level of collaboration.
Five of the largest hotel chains—Marriott International, Hilton Hotels Corp.,
Six Continents, Hyatt Corp., and Starwood Hotels and Resorts Worldwide Inc.—
partnered to create their own Web site, Travelweb.com, to combat the growing
power of intermediaries such as Expedia and Hotels.com. According to one senior
vice president, the hotels felt a need to “take back our room product, and . . . sell
it the way we want to sell it and maximize our revenues.” At the same time,
some chains are striving to build more beneficial partnerships with the third-party
brokers.64
A still higher degree of collaboration is reflected in joint ventures, which are

23. separate entities created with two or more active firms as sponsors. For example,
International Truck and Engine Corporation has a joint venture with Ford Motor
Company to build midsized trucks and diesel engine parts.65 MTV Networks was
originally created as a joint venture of Warner Communications and American Express.
In a joint venture, organizations share the risks and costs associated with the
new venture.
Mergers and acquisitions represent the ultimate step in collaborative relationships.
U.S. business has been in the midst of a tremendous merger and acquisition
boom. Consider the frenzied deal-making in the telecom industry alone. Sprint
acquired Nextel and Verizon Communications purchased MCI. SBC Communications
Inc. acquired AT&T and took over the storied brand name, then announced
plans to buy BellSouth, making AT&T once again the giant in the telecommunications
industry.66
Using these various partnership strategies, today’s companies simultaneously
embrace competition and cooperation. Few companies can go it alone under a
constant onslaught of international competition, changing technology, and new
regulations. Most businesses choose a combination of competitive and partnership
strategies that add to their overall sustainable advantage.67
formulating functional-level strategy
Functional-level strategies are the action plans adopted by major departments to
support the execution of business-level strategy. Major organizational functions
include marketing, production, finance, human resources, and research and development.
Senior managers in these departments adopt strategies that are coordinated
with the business-level strategy to achieve the organization’s strategic
goals.68
For example, consider a company that has adopted a differentiation strategy
and is introducing new products that are expected to experience rapid growth. The
human resources department should adopt a strategy appropriate for growth,
which would mean recruiting additional personnel and training middle managers
for movement into new positions. The marketing department should undertake test
marketing, aggressive advertising campaigns, and consumer product trials. The
finance department should adopt plans to borrow money, handle large cash investments,
and authorize construction of new production facilities.
A company with mature products or a low-cost strategy will have different
functional strategies. The human resources department should develop strategies for retaining and
developing a stable work force, including transfers, advancements,
and incentives for efficiency and safety. Marketing should stress brand loyalty
and the development of established, reliable distribution channels. Production
should maintain long production runs, routinization, and cost reduction. Finance
should focus on net cash flows and positive cash balances.

24. strategy implementation and control
The final step in the strategic management process is implementation—how strategy
is put into action. Some people argue that strategy implementation is the most
difficult and important part of strategic management.69 No matter how brilliant the
formulated strategy, the organization will not benefit if it is not skillfully implemented.
Today’s competitive environment requires growing recognition of the need
for more dynamic approaches to implementing strategies.70 Strategy is not a static,
analytical process; it requires vision, intuition, and employee participation. Effective
strategy implementation requires that all aspects of the organization be in congruence
with the strategy and that every individual’s efforts be coordinated toward
accomplishing strategic goals.71
Strategy implementation involves using several tools—parts of the firm that
can be adjusted to put strategy into action—as illustrated in Exhibit 8.9. Once a
new strategy is selected, it is implemented through changes in leadership, structure,
information and control systems, and human resources.72 Implementation
involves regularly making difficultdecisions about doing things in a way that
supports rather than undermines the organization’s chosen strategic approach.
Remaining chapters of this book examine in detail topics such as leadership,
organizational structure, information and control systems, and human resource
management. The Manager’s Shoptalk box gives some further tips for implementing
strategy.
Leadership
The primary key to successful strategy implementation is leadership. Leadership
is the ability to influence people to adopt the new behaviors needed for strategy
implementation. An important part of implementing strategy is building consensus.

25. People throughout the organization must believe in the new strategy and
have a strong commitment to achieving the vision and goals. Leadership means
using persuasion, motivating employees, and shaping culture and values to support
the new strategy. Managers can make speeches to employees, build coalitions
of people who support the new strategic direction, and persuade middle managers
to go along with their vision for the company. At IBM, for example, CEO Sam
Palmisano is using leadership to get people throughout the organization aligned
with a new strategy focused on getting IBM intimately involved in revamping and
even running customers’ business operations. To implement the new approach,
Palmisano dismantled the executive committee that previously presided over
strategic initiatives and replaced it with committees made up of people from all
over the company. He’s investing tons of money to teach managers at all levels
how to lead rather than control their staff. And he is talking to people all over the
company, appealing to their sense of pride and uniting them behind this new
vision and strategy.73 With a clear sense of direction and a shared purpose,
employees feel motivated, challenged, and empowered to pursue new strategic
goals. Another way leaders build consensus and commitment is through broad
participation. When people participate in strategy formulation, implementation is
easier because managers and employees already understand the reasons for the
new strategy and feel more committed to it.
Structural Design
Structural design typically begins with the organization chart. It pertains to managers’
responsibilities, their degree of authority, and the consolidation of facilities,
departments, and divisions. Structure also pertains to such matters as centralization
versus decentralization, the design of job tasks, and the organization’s production
technology. Structure will be discussed in detail in Chapter 10.
In many cases, implementing a new strategy requires making changes in organizational
structure, such as adding or changing positions, reorganizing to teams,
redesigning jobs, or shifting managers’ responsibility and accountability. At IBM,
the company is being reorganized into teams that will work directly with customers;
Palmisano believes that breaking down functional and hierarchical boundaries
is the only way IBM can find out what customers want and deliver it fast. As
the company moves into new businesses such as insurance claims processing and
supply-chain optimization, IBM assigns SWAT teams to work with a handful of
initial clients, for example. Practically every job in the giant corporation is being
redefined to support the new strategy.74
Information and Control Systems
Information and control systems include reward systems, pay incentives, budgets for
allocating resources, information technology systems, and the organization’s rules,
policies, and procedures. Changes in these systems represent major tools for putting
strategy into action. For example, managers can reassign resources from research

26. and development to marketing if a new strategy requires increased advertising but
no product innovations. Managers and employees must also be rewarded for
adhering to the new strategy and making it a success.75
At General Electric, described earlier in the chapter, CEO Jeff Immelt is tying
manager’s compensation to their ability to come up with new ideas, demonstrate
improved customer service, generate growth, and boost sales. For example, 20 percent
of division managers’ bonuses is based on how well the business is improving
its ability to meet customer needs.76 Executives at ConAgra, maker of Healthy
Choice and Banquet brands, instituted top-down cost controls in the corporation’s
operating units and developed new systems for pooling resources to reduce purchasing,
warehousing, and transportation costs.77 Retailers such as Wal-Mart and
Dollar General made masterful use of sophisticated information technology to
support a low-cost strategy by accelerating checkout, managing inventory, and
controlling distribution. Kmart, by contrast, performed poorly on implementation
because of weak information and control systems that leave unpopular merchandise
languishing on store shelves and hot items frequently out of stock.78 New information
technology can also be used to support differentiation strategies, such as
by enabling collaborative design of new products or customizing products and
services to exact customer specification.
Human Resources
The organization’s human resources are its employees. The human resource function
recruits, selects, trains, transfers, promotes, and lays off employees to achieve strategic
goals. Training employees can help them understand the purpose and importance
of a new strategy or help them develop the necessary skills and behaviors.
Newstrategies involve change, which naturally generates some resistance. Sometimes
employees may have to be let go and replaced. One newspaper shifted its strategy
from an evening to a morning paper to compete with a large newspaper from a
nearby city. The new strategy required a change from working days to working from
1 P.M. to about midnight or so, fostering resentment and resistance among department
heads. In order to implement it, 80 percent of the department heads had to be
let go because they refused to cooperate. New people were recruited and placed in
those positions, and the morning newspaper strategy was a resounding success.79
At IBM, employees in administration and computer repair are being let go by the
thousands, replaced by people skilled in business operations as well as technology.80
implementation during turbulent times
The challenges of implementing strategy continue to escalate with the increased
complexity and turbulence in today’s business environment. Many managers feel
confident that they have found the right strategy to provide a competitive advantage,
but they are less optimistic about their ability to implement it. Three issues
that are particularly critical for implementing strategy during turbulent times are
a global mind-set, paying close attention to corporate culture, and embracing the
Internet and other information technologies.
Global Mind-Set

27. To implement strategies on a global scale, managers need to adopt a global mind-set
and be aware of varying implementation issues. Flexibility and openness emerge as
mandatory leadership skills. Structural issues are more complex, as managers
struggle to find the right mix to achieve the desired level of global integration and
local responsiveness, as we discussed earlier. Information, control, and reward systems
have to fit the values and incentives within the local cultures. Finally, the
recruitment, training, transfer, promotion, and layoff of international human
resources create an array of problems not confronted in North America. To be effective
internationally, managers have to apply a global perspective to strategy implementation.
For example, one well-respected multinational formed a task force of
U.S. employees to review and revise workforce policies in connection with a new
strategy. Employees from different levels and functional areas met for months and
sent out employee surveys to all U.S.-based facilities to get wider input. The final
draft was reviewed and approved by top executives. They were surprised when the
streamlined workforce manual, which reduced the number of policies from 120
to 10 core ones, was met with resistance and even hostility by the overseas units.
Managers’ lack of a global mind-set led them to assume incorrectly that the international
units would accept whatever was handed down from U.S. headquarters.
Another multinational that used a worldwide task force for a similar process had
much greater success with implementation.81
Corporate Culture
At the same time managers need a global mind-set, they also have to create and
maintain a cohesive corporate culture that supports strategy. Culture is the link between
strategy and performance outcomes, and different culture styles are better
suited to different strategic directions.82 Recall our discussion of different types of
culture and the high-performance culture from Chapter 3. A study of the world’s
most admired companies, as reported annually in Fortune magazine, found that
managers in these organizations pay close attention to culture and to the values that
contribute to strategic success.83 Managers want to develop a culture that is oriented
toward performance—that encourages in everyone the behaviors and attitudes
needed to meet the company’s strategic goals and holds everyone responsible for
success.84 One example comes from Ansys, a developer of engineering simulation
products used to predict product design behavior in manufacturing operations.
Ansys has more than two dozen sales offices on three continents and a network of
partners in 40 countries. Serving diverse customers around the world with superior
technology requires both a commitment to a global mind-set as well as a culture of
intense customer focus. Ansys managers built a family-like high-performance culture
that embraces customers as well as employees. Employees are committed to the
vision of meeting customers’ emerging technology needs. Because people feel
appreciated and cared about, they feel safe taking risks that lead to better products
and better service. One key aspect is, as one executive put it, “giving people enough
leeway, enough rope, but not letting them hang themselves.” Employees are
empowered with decision making authority, but the company has in place systems
that prevent people from possibly taking a hard fall.85

28. Information Technology
A final concern for managers implementing strategy during turbulent times is to
incorporate the Internet and other information technology. Dell pioneered the use of
an online system to let customers configure computers to their exact specifications
and submit the order over the Web, saving the cost of salespeople. Online mass
customization is now used by many firms to decrease costs while enhancing their
product mix and building their brand reputation.86 Another company that successfully
uses the Internet to implement strategy is independent toy retailer Kazoo &
Company. Owner Diane Nelson competes with giant retailers such as Wal-Mart by
using a differentiation strategy, focusing primarily on selling educational, nonviolent
toys. She considered franchising as a way to grow the business, but decided
that expanding via a Web site would better enable the company to maintain its
distinctiveness. Kazoo.com quickly became a go-to site for people seeking specialty
toys, and Nelson negotiated deals with some vendors who will send products
directly to customers who order online. About 40 percent of Kazoo’s business is
now online, and at least a quarter of that comes from overseas