This document discusses 2-level strategy, including corporate-level and business-level strategy. It defines corporate-level strategy as outlining a company's overall direction and actions to realize its vision, mission, and goals. Examples of corporate-level strategies include diversification, restructuring, and portfolio analysis. Business-level strategy provides more specific plans and actions to achieve the corporate-level strategy through goals and objectives. Business-level strategies can include cost leadership, differentiation, and focus. The document also discusses how resources, capabilities, and value-creating activities relate to and are delegated between the corporate and business levels of strategy.
A complete Lecture on Strategic Management [At MBA Level], including the various option of strategies including the latest option of application of Maqasid Al-Shariah in Strategic Management.
A complete Lecture on Strategic Management [At MBA Level], including the various option of strategies including the latest option of application of Maqasid Al-Shariah in Strategic Management.
Even if you already know what a SWOT analysis is and what it’s used for, it can be tough to translate that information into something you can action.
It can also be hard to examine your own business with a critical eye if you’re not entirely sure what you should be examining.
Reading an example SWOT analysis for a business that is either in your industry or based on a comparable business model can help get you started.
All of our SWOT analysis examples are based on real businesses that we’ve featured in our gallery of free sample business plans on bplans.com
The following 6 examples are
broken into three parts:
1. A quick introduction to the company.
2. The company’s SWOT analysis.
3. Some potential growth strategies for the company based on what’s revealed by the SWOT analysis.
Even if you already know what a SWOT analysis is and what it’s used for, it can be tough to translate that information into something you can action.
It can also be hard to examine your own business with a critical eye if you’re not entirely sure what you should be examining.
Reading an example SWOT analysis for a business that is either in your industry or based on a comparable business model can help get you started.
All of our SWOT analysis examples are based on real businesses that we’ve featured in our gallery of free sample business plans on bplans.com
The following 6 examples are
broken into three parts:
1. A quick introduction to the company.
2. The company’s SWOT analysis.
3. Some potential growth strategies for the company based on what’s revealed by the SWOT analysis.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
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Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
2. Definition of Strategy: An Overview
• Logical course of actions at the organizational
level
• carried by all members through specific
division of labor
• Actions guided by operationalgoals and
objectives
…for the attainment of organizational set goals
and objectives, short and long-term (VMGO)
(Agustin, 2015).
3. Levels of Strategy
GOAL SETTING BUSINESS NGO/NPO/GOVERNMENT
SUPERORDINATE CORPORATE-LEVEL ORGANIZATIONAL-LEVEL
SUBORDINATE
BUSINESS-LEVEL OPERATIONAL-LEVEL
FUNCTIONAL/OPERATIONAL-LEVEL FUNCTIONAL-LEVEL
4. Levels of Strategy
Hierarchy of Strategies & Responsible Persons
Chairmen, Presidents, CEO’s,
Executives
Board
Managers, Division
Heads,
Supervisors,
Team Leaders,
Business-level
Functional-/Operational-
level
Corporate-
level
6. Corporate-Level Strategy: Defined
…outlines and describes a company’s overall
direction and actions towards the realization of
Vision, Mission, Goals and objectives (Agustin,
2017).
…determines (plans and actions) how to create
value (synergy) through entering (and or creating)
new markets, introducing new products, or
developing new technologies, central to returns to
shareholders (Dess, et al., 2016).
7. Corporate-Level Strategy
Examples of overall direction & commitments:
Vision Statement
• To be the leading company in the industry;
Mission Statement
• of commitment to provide quality products and services to consumers
that create unforgettable experience;
• to deliver profit to Stockholders
• to improve quality of life and economic well-being of employees
• to maintain a good relationship with suppliers and creditors
8. Corporate-Level Strategy
Examples of set of actions:
• To offer the products at highest level of quality
and most affordable price to the consumers
• To pay the stockholders the dividends due to
their investments in cash or stocks
• To compensate and provide benefits and
programs for employees
• To pay ahead of due date the suppliers and
creditors the exact amount;
9. Corporate-Level Strategy(Dess, et al.)
• plans and action
Related Diversification (horizontal)
Unrelated Diversification (vertical)
IPO, Split stocks,
Structured Loans, Bonds
Etc.
• value creation (synergy)
Restructuring
Corporate Parenting
Portfolio Analysis
Enabling-environment: e.g. Corporate culture (selfless interest
that ensure shareholders’ interests, well-being of human
resources including self) (Agustin, 2017).
10. Business-Level Strategy: Defined
Plans and actions to realize and achieve Corporate-
level strategy (goals, objectives, actions,
commitment) (Agustin, 2017).
more specific and provide a more direct means as
the organization moves towards broader, overall
goals (Vision, Mission) to meet the strategic
objectives (Corporate-level) (Dess, et, al., 2004).
11. Business-Level Strategy
Examples of more specific actions:
• What are the highest level of quality and most affordable price?
Product features, functions, consumers’ benefits (compare to other
same and or similar products)?
• How much? Compare to other products’ price.
• How much dividends to pay the stockholders? Percentage of profit?
• How much compensation for next 2 years? Increase annually? What
benefits and programs? Health, dental, paternal/maternal holidays
with pay? Housing? Car? Family Vacation with pay?
• How many days or weeks earlier than due date should the
suppliers/creditors be paid?
12. Business-Level Strategy
Examples of Selecting and Managing Groups
• Division of labor. Who will who? Who will what? Who will when? When will
what? How will what?
Strategy (overview)….is a course of Actions guided by operational(business)
goals and objectives.
The divisions, groups, people are tasked to do the job in carrying the
Business-level strategy
(the ff mustbe defined clearly and specifically):
• the business goals and objectives (sales/revenue target, production volume,
waste/reject max percentage limit, profit optimization
• employees’ safety and productivity, benefits & pay, increases, zero turn-over
• customers (inventory) turn-over
• zero complaint/return/refund/exchange
13. Business-level Strategy
In achieving the Corporate-level Strategy of setting
target sales, market power increase, etc.
Customers: Their Relationship with
Business-Level Strategies
The firm determines:
(1)who will be served
(2) what needs the target customers are
needing; and
(3) how such needs will be satisfied.
14. Business-level Strategy
Customers: Their Relationship with Business-Level Strategies
The aim to outperform the competitors,
strong relationship with the customers is a must.
• To know the “enemies” (rivals) is a must.
• To know the battlefield (market) is a must.
• To know the “enemy’s” arms (product) and
own arms is a must.
• To know oneself is a must.
15. Business-level Strategy
Customers: Their Relationship with Business-Level Strategies
• Who will be served?
1. Target Market--- who are in need of the
products in general point of view
2. Market Segmentation--- clustering the
people or subdividing the market by
similar needs into individual and
identifiable groups
16. • Market Segmentation
Consumer Markets
1. Demographic factors (age, income, sex, etc.)
2. Socioeconomic factors (social class, stage in the family life
cycle)
3. Geographic factors (cultural, regional, and national
differences)
4. Psychological factors (lifestyle, personality traits)
5. Consumption patterns (heavy, moderate, and light users)
6. Perceptual factors (benefit segmentation, perceptual
mapping)
Business-level Strategy
Customers: Their Relationship with Business-Level Strategies
17. • Market Segmentation
Industrial Markets
1. End-use segments
2. Product segments (based on technological differences
or production economics)
3. Geographic segments (defined by boundaries between
countries or by regional differences within them)
4. Common buying factor segments (cut across product
market and geographic segments)
5. Customers size segment
Business-level Strategy
Customers: Their Relationship with Business-Level Strategies
18. • What will be served?
1. Benefits
2. Features
3. Price
all must be based from the (targeted/segmented)
customers’ wants and desired values and
experiences.
Business-level Strategy
Customers: Their Relationship with Business-Level Strategies
19. • How the product will be served?
1. Core Competencies (Hitt) or Resources
and Functional Capabilities (Dess)
2. Value-creating activities (Dess)
Business-level Strategy
Customers: Their Relationship with Business-Level Strategies
20. Business-level Strategy
Different Types of Strategies
Michael Porter’s Framework
• Cost Leadership
• Differentiation
• Focus
Michael Hitt’s Framework
• Cost Leadership
• Differentiation
• Focus Cost Leadership
• Focus Differentiation
• Integrated cost leadership/differentiation
22. • Cost Leadership Tactics
1. Aggressive construction of efficient-
scale facilities
2. Vigorous pursuit of cost reduction from
experience
3. Tight cost and overhead control
4. Avoidance of marginal customer accounts
5. Cost minimization in all activities, e,g. R&D,
service, technical support, sales force,
advertising, etc.
Business-level Strategy
Different Types of Strategies
26. Risks Involved in Business-Level
Strategy
• Cost Leadership
– Competition in material resources
– Piracy, infringement of production process
• Differentiation
-- Customers’ sudden change of preference
-- Piracy, infringement of design, features
-- Dilution of brand identification and image
• Focus
-- Rivals’ similar strategies may come in over time
-- Piracy, infringement of design, features
-- Tendency to be too narrow
27. Resources, Capabilities and Value
Creation
• Business-Level Strategy is for the realization of
Corporate –Level Strategy-
• Business-Level Strategy includes plans and
actions---
28. • Plans and Actions in Business-Level Strategists,
managers and executors are not always sufficient
• Resources, Capabilities and Value-creating
activities may be available to and may be:
1. Delegated to Functional-Level officers
for Functional-Level Strategies; or
2. Returned the undertakings to the
Corporate executives for Corporate-
Level strategies.
Resources, Capabilities and Value
Creation
29. • Resources
1. Financial Capitalization
2. Human Resources
3. Technological know-how
4. Fixed Assets, idle for use or sale
Resources, Capabilities and Value
Creation
30. • Capabilities
1. Acquisition/Constructionof facilities
2. Technology Development
3. Product Development
4. Cost Efficiency
5. Market Development
6. Service Development
7. etc.
Resources, Capabilities and Value
Creation
31. • Value-Creating Activities
1. Capital build-up/growth
2. HR Development and Satisfaction
3. Information Management System
4. Product Development
5. Policy-making
6. Policy implementation
7. Cost efficient raw-materials
8. Accessible Market/Strategic Positioning and
value chain
9. Acquisition/Construction of facilities
10. Cost-efficient production
Resources, Capabilities and Value Creation
32. • Business-Level Authority
A. Resources
1. Human Resources
2. Technological know-how
B. Capabilities
1. Technology Development
2. Product Development
3. Cost Efficiency
4.. Market Development
5. Service Development
C. Value-Creating Activities
1. Product Development
2. Policy Implementation
3. Accessible Market/Strategic Positioning and
value chain
4. Cost-efficient production
Resources, Capabilities and Value Creation
33. • Functional-Level Authority (delegated by Business-level Authority)
A. Resources
1. Human Resources
2. Technological know-how
B. Capabilities
1. Technology Development
2. Product Development
3. Cost Efficiency
4.. Market Development
5. Service Development
C. Value-Creating Activities
1. Product Development
2. Policy Implementation
3. Accessible Market/Strategic Positioning and
value chain
4. Cost-efficient production
Resources, Capabilities and Value Creation
34. • Corporate-LevelAuthority (part of Business-Level Strategy butbeyond its
authority)
A. Resources
1. Financial Capitalization
2. Fixed Assets, idle for use or sale
B. Capabilities
. 1. Acquisition/Construction of facilities
2. Market Development (by diversification)
C. Value-creating Activities
1. Capital build-up/growth (IPO, Split stock, Bonds, Borrowings,
Merger, Acquisition)
2. Policy-making
3. Policy implementation
4. Cost efficient raw-materials ( by diversification)
5. Accessible Market/Strategic Positioning and value chain (by
diversification, Merger, Acquisition)
6. Acquisition/Construction of facilities
Resources, Capabilities and Value Creation
35. Corporate-Level Authority (part of Business-Level Strategy but
beyond its authority)
C. Value-creating Activities
1. Capital build-up/growth (IPO, Split stock,
Bonds, Borrowings, Merger, Acquisition)
2. Policy-making
3. Policy implementation
4. Cost efficient raw-materials ( by diversification)
5. Accessible Market/Strategic Positioning and
value chain (by diversification, Merger,
Acquisition)
6. Acquisition/Construction of facilities
Resources, Capabilities and Value Creation
36. The Business – Level Strategy Implementation
mentioned as part of Resources, Capabilities and Value-
creating activities are originally part of Corporate-level
strategy which include:
1. Restructuring
2. Corporate Parenting
3. Portfolio Analysis
4. Enabling-environment
Resources, Capabilities and Value Creation
37. • Diversification is the company process of
expansion by entering new business.
-- Mergers
-- Acquisition
-- Strategic alliance, sub-contracting
-- Joint-venture
-- Reengineering, downsizing
Corporate-Level Strategy
Different Diversifications
38. Corporate-Level Strategy
Different Diversifications
• Related diversification--- entering a different
business with a lot of horizontal interaction.
---comes from horizontal relationship
among business units.
• Unrelated diversification--- entering a different
business with a lot of horizontal interaction
---comes from vertical relationship between
corporate office and business units.
39. • Related Diversification--- horizontal
relationship
– Leveraging Core Competencies
– Different Business---unique, trade secrets,
planning & developing ahead of rivals
– Sharing Activities and resources (commonly used
in reengineering, downsizing)
Corporate-Level Strategy
Different Diversifications
40. • Horizontal Relationship
• These are not limited to internal dynamics but can be done
through Mergers or Acquisition.
Corporate-Level Strategy
Different Diversifications
Production AdministrationMarketing
Marketing Sales
Sales &
Marketing
Food Chain
Production
Purchasing Meat Shops
43. Corporate-Level Strategy
Primary Reasons of Diversifications
• Value-Creation
• Value-Neutralization
• Value-Reduction (Hitts, 2009)
The primary reasons of diversifications are the
competition, constraints, threats caused by external
factors in political-legal, economic, socio-cultural,
and technological environments (PEST as
neoliberals named them, Agustin, 2017).
44. Corporate-Level strategy
Value-creation using Diversification
• Parenting—positive contribution of the corporate office to
the new businesses as a result of expertise and supports.
• Restructuring---intervention of the corporate office in new
businesses that substantially changes the assets (idle to
useful, disposal, etc), capital structure (loans, bonds to
stocks, etc), and/or management (dissolution of redundant
and overlapping department and job positions)---all for
expenses reduction in security, depreciation, interests and
patroll.
• Portfolio Analysis---to absorb some risks in business by
other businesses with lower risks. Seasonal or occasional
businesses are complementing each other during off and
peak seasons. (Agustin, 2017).
45. Corporate-Level Strategy
2-way Value-creation in Unrelated Diversification
• Backward and ForwardValue-Creation
Through Unrelated Diversification
--the Vertical Relationship
• These are not limited to internal dynamics but can be done through
Mergers or Acquisition.
Raw Materials
Manufacturing
of Goods
Distributor/Dealer
Backward Integration Forward Integration
47. Corporate-Level Strategy
Motives that can encourage managers to over-diversify
a firm
• Growth is the common Motive of companies in Merger
and Acquisition---creation of supply-based and holds,
and market expansion and dominance in a market ---
domestic of global, full of PEST (Agustin, 2017).
• Expected benefits
1. Obtain valuable resources---supplies and
market
2. Opportunities to attain synergy
3. Industry consolidation; and
4. Enter new market segments