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Bus475.Nov09.3
Here are some grand strategies companies could pursue: A) Concentrated growth - Focus resources on core businesses and markets to gain market share and economies of scale. B) Market development - Enter new geographic or demographic markets with existing products. C) Product development - Develop new products and services for existing markets. D) Diversification - Enter new businesses that are unrelated to the core. Can be conglomerate or related diversification. E) Alliance/joint ventures - Form strategic partnerships or alliances to enter new markets or technologies. F) Retrenchment - Reduce costs, divest non-core businesses, and focus on most profitable areas. May involve downsizing. G
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Bus475.Nov09.3
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- 5. Agenda SWOT Presentations Reviewof class 1I
- 6. Agenda SWOT Presentations Review of class 1I External analysis (Porter 5 forces)
- 7. Agenda SWOT Presentations Review of class 1I External analysis (Porter 5 forces) Walmart case study / video
- 8. Agenda SWOT Presentations Review of class 1I External analysis (Porter 5 forces) Walmart case study / video Exercise: using the 5 forces
- 9. Agenda SWOT Presentations Review of class 1I External analysis (Porter 5 forces) Walmart case study / video Exercise: using the 5 forces Generic strategies
- 10. Agenda SWOT Presentations Review of class 1I External analysis (Porter 5 forces) Walmart case study / video Exercise: using the 5 forces Generic strategies Balanced scorecards
- 11. Agenda SWOT Presentations Review of class 1I External analysis (Porter 5 forces) Walmart case study / video Exercise: using the 5 forces Generic strategies Balanced scorecards Mergers & acquisitions
- 12. Agenda SWOT Presentations Review of class 1I External analysis (Porter 5 forces) Walmart case study / video Exercise: using the 5 forces Generic strategies Balanced scorecards Mergers & acquisitions Comcast / NBC case study
- 13. Agenda SWOT Presentations Review of class 1I External analysis (Porter 5 forces) Walmart case study / video Exercise: using the 5 forces Generic strategies Balanced scorecards Mergers & acquisitions Comcast / NBC case study Next week
- 14. Questions before webegin?
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- 16. 1 Introduction to StrategicManagement
- 17. 2 Internal and ExternalEnvironment
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- 19. Resource based viewof the firm
- 20. Firms differ infundamental ways because each firm possesses a unique “bundle” of resources – tangible and intangible assets and organizational capabilities to make use of those assets
- 21. Tangible Assets Intangible Assets Organizational Capabilities Hampton Inn’s Budweiser’s brand Dell Computer’s reservation system name customer service Ford Motor’s cash Dell Computer’s Wal-mart’s purchasing reserves reputation and inbound logistics 3M’s patents Nike’s advertising with Sony’s product LeBron James development process Georgia Pacific’s land Katie Couric as NBC’s Coke’s global holdings “Today” host distribution coordination
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- 25. SWOT Strengths Weaknesses Opportunities Threats
- 26. SWOT Analysis Numerous environmental opportunities Cell 3: Cell 1: Supports a Supports an turnaround-oriented aggressive Critical strategy strategy Substantial Internal Internal Strengths Weaknesses Cell 4: Cell 2: Supports a defensive Supports a strategy diversification strategy Major environmental threats
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- 30. What are entrybarriers?
- 31. 5 Forces framework capital requirements patents & trademarks branding distribution long term contracts switching costs
- 32. example: Univer sityof Phoenix Take 10 minutes Analyze 5 forces Select spokesman
- 34. Social Economic Technology Ecological Political
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- 38.
- 39. RE GU LATORYFORCES
- 40. RE GU LATORYFORCES
- 41. RE GU LATORYFORCES
- 42. Social Economic Technology Ecological Political
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- 48. Profitability Productivity Competitive position
- 49. Profitability Productivity Competitive position Employee development
- 50. Profitability Productivity Competitive position Employee development Employee relations
- 51. Profitability Productivity Competitive position Employee development Employee relations Technological leadership
- 52. Profitability Productivity Competitive position Employee development Employee relations Technological leadership Public responsibility
- 53. Qualities of Long-TermObjectives Acceptable Achievable Profitability Productivity Competitive position Employee development Flexible Understandable Employee relations Technological leadership Public responsibility Measurable Suitable Motivating
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- 55. The Balanced Scorecard Tangiblegoals linked to long term objectives
- 56. The Balanced Scorecard Tangiblegoals linked to long term objectives
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- 60. Source of CompetitiveAdvantage Cost Differentiation Broad Cost Leadership Differentiation Scope Narrow Differentiation Cost Focus Focus
- 61. Source of CompetitiveAdvantage Cost Differentiation Broad Cost Leadership Differentiation Scope Narrow Differentiation Cost Focus Focus
- 62. Source of CompetitiveAdvantage Cost Differentiation Broad Cost Leadership Differentiation Scope Narrow Differentiation Cost Focus Focus
- 63. Source of CompetitiveAdvantage Cost Differentiation Broad Cost Leadership Differentiation Scope Narrow Differentiation Cost Focus Focus FOOD
- 64. Source of CompetitiveAdvantage Cost Differentiation Broad Cost Leadership Differentiation Scope Narrow Differentiation Cost Focus Focus FOOD
- 65. So how dowe decide? Differentiation Cost Advantage Overall ROI Advantage High High 35% Low High 26% High Low 22% Low Low 9.5%
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- 69. Another view: valuedisciplines Operational Customer intimacy Product leadership excellence
- 70. Another view: valuedisciplines Operational Customer intimacy Product leadership excellence
- 71. Another view: valuedisciplines Operational Customer intimacy Product leadership excellence
- 72. Another view: valuedisciplines Operational Customer intimacy Product leadership excellence
- 73. Source of CompetitiveAdvantage Cost Differentiation Operational intimacy Broad Cost Customer Leadership Product leadership Differentiation excellence Scope Narrow Differentiation Cost Focus Focus
- 74. “Our mission isto develop the most innovative products at the lowest cost through operational excellence and intimate knowledge of our customers”
- 75. “Our mission isto develop the most innovative products at the lowest cost through operational excellence and intimate knowledge of our customers” You can’t do it all
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- 77. Questions • How could rubbermaid have reacted faster? • Could they survive in the U.S.? • Which stakeholders love Walmart, which hate it?
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- 79. A B Concentrated growth Liquidation Market development Bankruptcy Product development Joint ventures Innovation Strategic alliances Horizontal integration Consortia Vertical integration C Concentric diversification Conglomerate diversification Turnaround Divestiture
- 80. Core competencies, mergers& the synergy myth
- 83. Why do companiesmerge?
- 84. Control Costs Increase Revenue
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- 87. Costs savings work,revenue synergy doesn’t
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- 92. Business school 101: Ifyou don’t know the answer, guess
- 93. Business school 101: Ifyou don’t know the answer, guess
- 94. Walmart, Part II- Globalization
- 95. Questions • What drove Walmart’s globalization? • “Walmart and China are a joint venture” • good, bad or indifferent?
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- 98. Discuss scorecard ideaswith learning team (5 threads, 5 responses, 5 summaries) Develop balanced scorecard and 300-word discussion of what you learned Start work on week 5 strategic plan presentation
- 99. Week 4 Individual Assignment:Balanced Scorecard 10 Discuss scorecard ideas with learning team (5 threads, 5 responses, 5 summaries) Develop balanced scorecard and 300-word discussion of what you learned Start work on week 5 strategic plan presentation
- 100. Week 4 Individual Assignment:Balanced Scorecard 10 Learning Team Assignment: Strategic Direction Evaluation 2 Discuss scorecard ideas with learning team (5 threads, 5 responses, 5 summaries) Develop balanced scorecard and 300-word discussion of what you learned Start work on week 5 strategic plan presentation
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- 102. Implementation strategies Exam prep