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David sm13 ppt_01
1.
Copyright © 2011
Pearson Education, Inc. Ch 1 -1 Chapter 1 The Nature of Strategic Management Strategic Management: Concepts & Cases 13th Edition Fred David
2.
Copyright © 2011
Pearson Education, Inc. Ch 1 -2 Art & science of formulating, implementing, and evaluating, cross-functional decisions that enable an organization to achieve its objectives Strategic Management –Defined
3.
Copyright © 2011
Pearson Education, Inc. Ch 1 -3 Purpose of Strategic Management To exploit and create new and different opportunities for tomorrow
4.
Copyright © 2011
Pearson Education, Inc. Ch 1 -4 Strategic Management In essence, the strategic plan is a company’s game plan
5.
Copyright © 2011
Pearson Education, Inc. Ch 1 -5 3 Stages of the Strategic Management Process Strategy formulation Strategy implementation Strategy evaluation
6.
Copyright © 2011
Pearson Education, Inc. Ch 1 -6 Vision & Mission Strategy Formulation External Opportunities & Threats Internal Strengths & Weaknesses Long-Term Objectives Alternative Strategies Strategy Selection
7.
Copyright © 2011
Pearson Education, Inc. Ch 1 -7 Issues in Strategy Formulation Businesses to enter Businesses to abandon Allocation of resources Expansion or diversification International markets Mergers or joint ventures Avoidance of hostile takeover Businesses to enter Businesses to abandon Allocation of resources Expansion or diversification International markets Mergers or joint ventures Avoidance of hostile takeover
8.
Copyright © 2011
Pearson Education, Inc. Ch 1 -8 Strategy Implementation Annual Objectives Policies Employee Motivation Resource Allocation
9.
Copyright © 2011
Pearson Education, Inc. Ch 1 -9 Strategy Implementation Steps Developing a strategy-supportive culture Creating an effective organizational structure Redirecting marketing efforts Preparing budgets Developing and utilizing information systems Linking employee compensation to organizational performance
10.
Copyright © 2011
Pearson Education, Inc. Ch 1 -10 Issues in Strategy Implementation Action Stage of Strategic Management Mobilization of employees & managers Most difficult stage Interpersonal skills critical Action Stage of Strategic Management Mobilization of employees & managers Most difficult stage Interpersonal skills critical
11.
Copyright © 2011
Pearson Education, Inc. Ch 1 -11 Strategy Evaluation Internal Review External Review Performance Measurement Corrective Action
12.
Copyright © 2011
Pearson Education, Inc. Ch 1 -12 Peter Drucker: Think through the overall mission of a business. Ask the key question: “What is our Business?” Prime Task of Strategic Management
13.
Copyright © 2011
Pearson Education, Inc. Ch 1 -13 The strategic management process attempts to organize quantitative and qualitative information under conditions of uncertainty Integrating Intuition & Analysis
14.
Copyright © 2011
Pearson Education, Inc. Ch 1 -14 Intuition is based on: Past experiences Judgment Feelings Integrating Intuition & Analysis Intuition is useful for decision making in conditions of: Great uncertainty Little precedent Highly interrelated variables Several plausible alternatives
15.
Copyright © 2011
Pearson Education, Inc. Ch 1 -15 Involve management at all levels Intuition & Judgment Influence all analyses Integrating Intuition & Analysis
16.
Copyright © 2011
Pearson Education, Inc. Ch 1 -16 Organizations should continually monitor internal and external events and trends so that timely changes can be made as needed Adapting to Change
17.
Copyright © 2011
Pearson Education, Inc. Ch 1 -17 Key Terms in Strategic Management Competitive advantage Strategists Vision and mission statements External opportunities and threats Internal strengths and weaknesses Long-term objectives Strategies Annual objectives Policies
18.
Copyright © 2011
Pearson Education, Inc. Ch 1 -18 Anything that a firm does especially well compared to rival firms Strategic Management is Gaining and Maintaining Competitive Advantage
19.
Copyright © 2011
Pearson Education, Inc. Ch 1 -19 1. Continually adapting to changes in external trends and events and internal capabilities, competencies, and resources Achieving Sustained Competitive Advantage 2. Effectively formulating, implementing, and evaluating strategies that capitalize on those factors
20.
Copyright © 2011
Pearson Education, Inc. Ch 1 -20 Strategists Gather Information Analyze Information Organize Information
21.
Copyright © 2011
Pearson Education, Inc. Ch 1 -21 Vision Statement – What do we want to become? Mission Statement – What is our business? Vision and Mission Statements
22.
Copyright © 2011
Pearson Education, Inc. Ch 1 -22 External Opportunities and Threats Analysis of Trends Economic Social Cultural Demographic/Environmental Political, Legal, Governmental Technological Competitors
23.
Copyright © 2011
Pearson Education, Inc. Ch 1 -23 Basic Tenet of Strategic Management External Opportunities and Threats Strategy Formulation Take advantage of External Opportunities Take advantage of External Opportunities Avoid/minimize impact of External Threats Avoid/minimize impact of External Threats
24.
Copyright © 2011
Pearson Education, Inc. Ch 1 -24 Controllable activities performed especially well or poorly Determined relative to competitors Internal Strengths and Weaknesses
25.
Copyright © 2011
Pearson Education, Inc. Ch 1 -25 Typically located in functional areas of the firm Management Marketing Finance/Accounting Production/Operations Research & Development Management Information Systems Internal Strengths and Weaknesses
26.
Copyright © 2011
Pearson Education, Inc. Ch 1 -26 Assessing the Internal Environment Internal Strengths and Weaknesses Internal Factors Performance Measures Ratios Industry Averages Survey Data
27.
Copyright © 2011
Pearson Education, Inc. Ch 1 -27 Specific results that an organization seeks to achieve in pursuing its basic mission Long-term means more than one year Long-Term Objectives
28.
Copyright © 2011
Pearson Education, Inc. Ch 1 -28 Long-Term Objectives Essential for ensuring the firm’s success Provide direction Aid in evaluation Create synergy Reveal priorities Focus coordination Provide basis for planning, organizing, motivating, and controlling
29.
Copyright © 2011
Pearson Education, Inc. Ch 1 -29 Means by which long-term objectives are achieved Strategies
30.
Copyright © 2011
Pearson Education, Inc. Ch 1 -30 Strategies Examples Geographic expansion Diversification Acquisition Product development Market penetration Retrenchment Divestiture Liquidation Joint venture
31.
Copyright © 2011
Pearson Education, Inc. Ch 1 -31 Sample Strategies Table 1-1 Best Buy Levi Strauss New York Times Company
32.
Copyright © 2011
Pearson Education, Inc. Ch 1 -32 Short-term milestones that firms must achieve to reach long-term objectives Annual Objectives
33.
Copyright © 2011
Pearson Education, Inc. Ch 1 -33 Means by which annual objectives will be achieved Policies
34.
Copyright © 2011
Pearson Education, Inc. Ch 1 -34
35.
Copyright © 2011
Pearson Education, Inc. Ch 1 -35 Strategic Management Process Dynamic & continuous More formal in larger organizations Strategic Management Model
36.
Copyright © 2011
Pearson Education, Inc. Ch 1 -36 Strategic Management Communication is a key to successful strategic management
37.
Copyright © 2011
Pearson Education, Inc. Ch 1 -37 Benefits of Strategic Management
38.
Copyright © 2011
Pearson Education, Inc. Ch 1 -38 Benefits of Strategic Management Nonfinancial Benefits Enhanced awareness of threats Improved understanding of competitors’ strategies Increased employee productivity Reduced resistance to change Clearer understanding of performance-reward relationship Enhanced problem-prevention capabilities
39.
Copyright © 2011
Pearson Education, Inc. Ch 1 -39 Why Some Firms Do No Strategic Planning Lack of knowledge of strategic planning Poor reward structures Fire fighting Waste of time Too expensive Laziness Content with success
40.
Copyright © 2011
Pearson Education, Inc. Ch 1 -40 Why Some Firms Do No Strategic Planning (continued) Fear of failure Overconfidence Prior bad experience Self-interest Fear of the unknown Honest difference of opinion Suspicion
41.
Copyright © 2011
Pearson Education, Inc. Ch 1 -41 Pitfalls in Strategic Planning Strategic planning is an involved, intricate, and complex process that takes an organization into uncharted territory
42.
Copyright © 2011
Pearson Education, Inc. Ch 1 -42 Effective Strategic Planning is: A people process more than a paper process A learning process Words supported by numbers Simple and nonroutine Varying assignments, team membership, meeting formats, and planning calendars Challenging assumptions underlying corporate strategy
43.
Copyright © 2011
Pearson Education, Inc. Ch 1 -43 Effective Strategic Planning continued Welcomes bad news Requires open-mindedness and a spirit of inquiry Is not a bureaucratic mechanism Is not ritualistic or stilted Is not too formal, predictable, or rigid Does not contain jargon or arcane language
44.
Copyright © 2011
Pearson Education, Inc. Ch 1 -44 Effective Strategic Planning continued Is not a formal system for control Does not disregard qualitative information Is not controlled by “technicians” Does not pursue too many strategies at once Continually strengthens the “good ethics is good business” policy
45.
Copyright © 2011
Pearson Education, Inc. Ch 1 -45 Comparing Business and Military Strategy Strategic planning started in the military Similarity Both business and military organizations must adapt to change and constantly improve Difference Business strategy assumes competition Military strategy assumes conflict
46.
Copyright © 2011
Pearson Education, Inc. Ch 1 -46 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
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