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Chapter 02 Charting a Company's Direction-Its Vision, Mission, & Objectives.pptx
1.
CHAPTER 2 CHARTING A
COMPANY’S DIRECTION: ITS VISION, MISSION, OBJECTIVES, AND STRATEGY
2.
2–2 © 2013 by
McGraw-Hill Education. All rights reserved. 1. Grasp why it is critical for company managers to have a clear strategic vision, mission, and core values. 2. Understand the importance of setting both strategic and financial objectives. 3. Understand why the strategic initiatives taken at various organizational levels must be tightly coordinated to achieve companywide performance targets. 4. Understand what is needed to execute a company’s strategy proficiently. 5. Become aware of the role and responsibility of a company’s board of directors in overseeing the strategic management process.
3.
2–3 © 2013 by
McGraw-Hill Education. All rights reserved. WHAT DOES THE STRATEGY-MAKING, STRATEGY-EXECUTING PROCESS ENTAIL? 1. Developing a strategic vision, a mission statement, and a set of core values. 2. Setting objectives for measuring the firm's performance and tracking its progress. 3. Crafting a strategy to achieve its objectives and the company vision. 4. Executing the chosen strategy efficiently and effectively. 5. Evaluating performance and monitoring developments, and initiating corrective adjustments.
4.
2–4 © 2013 by
McGraw-Hill Education. All rights reserved. FIGURE 2.1 The Strategic Management Process Strategic Plan
5.
2–5 © 2013 by
McGraw-Hill Education. All rights reserved. STRATEGIC MANAGEMENT PRINCIPLE ♦ A company’s strategic plan lays out its future direction, performance targets, and strategy.
6.
2–6 © 2013 by
McGraw-Hill Education. All rights reserved. TASK 1: DEVELOPING A STRATEGIC VISION, A MISSION STATEMENT, AND A SET OF CORE VALUES A Strategic Vision: ● Defines a company’s future business scope. ● Describes management’s aspirations for the future and delineates the company’s long-term direction. ● Articulates, often in bold terms, what the company would like to achieve in future. ● Looks forward and describes an achievable future state of an organization.
7.
2–7 © 2013 by
McGraw-Hill Education. All rights reserved. TASK 1: DEVELOPING A STRATEGIC VISION, A MISSION STATEMENT, AND A SET OF CORE VALUES A Strategic Vision: ● Provides direction—“where we are going.” ● Sets out a compelling rationale (sound business sense) for the firm’s direction. ● Uses distinctive and specific language to set the firm apart from its rivals.
8.
2–8 © 2013 by
McGraw-Hill Education. All rights reserved. TASK 1: DEVELOPING A STRATEGIC VISION, A MISSION STATEMENT, AND A SET OF CORE VALUES A Strategic Vision: A vision statement should answer the basic question, “What do we want to become?” Henry Ford’s vision: “A car in every garage.”
9.
2–9 © 2013 by
McGraw-Hill Education. All rights reserved. TABLE 2.1 Wording a Vision Statement—the Dos and Don’ts The Dos The Don’ts Be graphic (Clear) Don’t be vague or incomplete Be forward-looking and directional Don’t dwell on the present Keep it focused Don’t use overly broad language Have some wiggle room Don’t state the vision in bland or uninspiring terms Be sure the journey is feasible Don’t be generic Indicate why the directional path makes good business sense Don’t rely on superlatives only Make it memorable Don’t run on and on
10.
Copyright © Houghton
Mifflin Company. All rights reserved. 1 | 10 The vision of Ford is “to become the world’s most trusted company, designing smart vehicles for a smart world.” The Vision Statements What would the company like to achieve? A good VISION articulates an ambitious but attainable future state. Nokia was the world’s largest manufacturer of mobile phones and operated with a simple but powerful vision: “If it can go mobile, it will!”
11.
Copyright © Houghton
Mifflin Company. All rights reserved. 1 | 11 The Vision of BRAC University • Proud, global institution from Bangladesh • Bangladesh's flagship university The Vision Statements The vision of Stokes Eye Clinic “Our vision is to take care of your vision”
12.
Copyright © Houghton
Mifflin Company. All rights reserved. 1 | 12 The Vision Statements The vision of Netflix “Helping content creators around the world to find a global audience.”
13.
2–13 © 2013 by
McGraw-Hill Education. All rights reserved. Vision Statement (Old) for Coca-Cola Our vision serves as the framework for our Roadmap and guides every aspect of our business by describing what we need to accomplish in order to continue achieving sustainable, quality growth. • People: Be a great place to work where people are inspired to be the best they can be. • Portfolio: Bring to the world a portfolio of quality beverage brands that anticipate and satisfy people’s desires and needs. • Partners: Nurture a winning network of customers and suppliers; together we create mutual, enduring value. • Planet: Be a responsible citizen that makes a difference by helping build and support sustainable communities. • Profit: Maximize long-term return to shareowners while being mindful of our overall responsibilities. • Productivity: Be a highly effective, lean and fast-moving organization. Effective Elements Shortcomings • Graphic • Focused • Makes good business sense • Flexible • Long • Not forward-looking ILLUSTRATION CAPSULE 2.1 Examples of Strategic Visions— How Well Do They Measure Up?
14.
Copyright © Houghton
Mifflin Company. All rights reserved. 1 | 14 • Our vision is to craft the brands and choice of drinks that people love, to refresh them in body & spirit. And done in ways that create a more sustainable business and better shared future that makes a difference in people's lives, communities and our planet. The Vision Statement (Present) of the Coca-Cola Company
15.
2–15 © 2013 by
McGraw-Hill Education. All rights reserved. Vision Statement (Old) for Heinz We define a compelling, sustainable future and create the path to achieve it. Effective Elements Shortcomings • Forward-looking • Flexible • Not graphic • Not focused • Confusing • Not memorable • Not necessarily feasible ILLUSTRATION CAPSULE 2.1 (cont’d) Examples of Strategic Visions— How Well Do They Measure Up?
16.
Copyright © Houghton
Mifflin Company. All rights reserved. 1 | 16 “to sustainably grow by delighting more consumers globally.” Kraft Heinz’s Vision Statement
17.
Copyright © Houghton
Mifflin Company. All rights reserved. 1 | 17 • Be, and be recognized as, the best consumer products and services company in the world.” Procter & Gamble’s Vision Statement
18.
2–18 © 2013 by
McGraw-Hill Education. All rights reserved. COMMUNICATING THE STRATEGIC VISION Why Communicate the Vision: ● Guides managerial decisions and actions. ● Fosters employee commitment to the firm’s chosen strategic direction. ● Ensures understanding of its importance. ● Motivates and inspires internal and external stakeholders. ● Demonstrates top management support for the firm’s future strategic direction and competitive efforts.
19.
2–19 © 2013 by
McGraw-Hill Education. All rights reserved. WHY A SOUND, WELL-COMMUNICATED STRATEGIC VISION MATTERS It crystallizes a firm’s long-term direction. It reduces the risk of rudderless decision making. It is a tool for winning the support of organization members to help make the vision a reality It provides a beacon for lower-level managers in setting departmental objectives and crafting departmental strategies that are in sync with the firm’s overall strategy. It helps an organization prepare for the future.
20.
2–20 © 2013 by
McGraw-Hill Education. All rights reserved. PUTTING THE STRATEGIC VISION IN PLACE Put the vision in writing and distribute it. It should usually be stated in one to two paragraphs. Hold meetings to personally explain the vision and its rationale. Managers should be able to explain it in 5 to 10 minutes.
21.
2–21 © 2013 by
McGraw-Hill Education. All rights reserved. PUTTING THE STRATEGIC VISION IN PLACE Display the vision in different important places of the organization. Create a memorable slogan that captures the essence of the vision. Emphasize the positive payoffs for making the vision happen.
22.
2–22 © 2013 by
McGraw-Hill Education. All rights reserved. ♦ Nike: “To bring innovation and inspiration to every athlete in the word.” ♦ Mayo Clinic: “The best care to every patient every day.” ♦ Scotland Yard: “To make London the safest major city in the word.” ♦ Levi Strauss & Company: “We will clothe the word by marketing the most appealing and widely worn casual clothing in the word.” ♦ Greenpeace: ♦ Coca-Cola: “To halt environmental abuse and promote environmental solutions.” Refresh the word. Make a difference. Expressing the Essence of the Vision in a Slogan
23.
2–23 © 2013 by
McGraw-Hill Education. All rights reserved. Task 2: DEVELOPING A COMPANY MISSION STATEMENT The Mission Statement: ● Describes what the company does. ● In one to three sentences, it explains what the company does, whom it serves, and what differentiates it from competitors.
24.
2–24 © 2013 by
McGraw-Hill Education. All rights reserved. DEVELOPING A COMPANY MISSION STATEMENT The Mission Statement: ● Defines a company’s present business. ● Describes the firm’s current business and purpose— “who we are, what we do, and why we are here.” ● Should focus on describing the firm’s business, not on “making a profit”—earning a profit is an objective, not a mission.
25.
Copyright © Houghton
Mifflin Company. All rights reserved. 1 | 25 Abell’s Framework for Defining the Business Figure 1.5 Source: D. F. Abell, Defining the Business: The Starting Point of Strategic Planning (Englewood Cliffs, Prentice Hall, 1980), p. 7.
26.
Copyright © Houghton
Mifflin Company. All rights reserved. 1 | 26 The Mission Customer-Oriented Examples The mission of Kodak is to provide “customers with the solutions they need to capture, store, process, output, and communicate images – anywhere, anytime.”
27.
Copyright © Houghton
Mifflin Company. All rights reserved. 1 | 27 The Mission Statements: Examples Our company mission is “to organize the world's information and make it universally accessible and useful.” • Fostering Knowledge Creation • Upholding Human Values • Promoting Sustainable Development
28.
2–28 © 2013 by
McGraw-Hill Education. All rights reserved. STRATEGIC MANAGEMENT PRINCIPLE ♦ The distinction between a strategic vision and a mission statement is fairly clear-cut: ● A strategic vision portrays a firm’s aspirations for its future (“where we are going”) ● A firm’s mission describes its purpose and its present business (“who we are, what we do, and why we are here”).
29.
2–29 © 2013 by
McGraw-Hill Education. All rights reserved. THE IDEAL MISSION STATEMENT Identifies the firm’s product or services. Clarifies the firm’s business(es) to stakeholders. Specifies the buyer needs it seeks to satisfy. Identifies the customer groups or markets it is endeavoring to serve. Specifies its approach to pleasing customers. Sets the firm apart from its rivals.
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2–30 © 2013 by
McGraw-Hill Education. All rights reserved. LINKING THE VISION AND MISSION WITH CORE VALUES Core Values ● Are the guiding principles and fundamental beliefs that guide all actions of an organization. ● Are the beliefs, traits, and behavioral norms that employees are expected to display in conducting the firm’s business and in pursuing its strategic vision and mission. ● moral principles and beliefs or accepted standards of behaviors of a person or a social group.
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2–31 © 2013 by
McGraw-Hill Education. All rights reserved. LINKING THE VISION AND MISSION WITH CORE VALUES Core Values ● The beliefs or principles about what is desirable or good and what is undesirable or bad. ● Beliefs or principles about what is ‘good’, ‘preferable’, or ‘right’. ● Matched with the firm’s vision, mission, and strategy to contribute to the firm’s business success.
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2–32 © 2013 by
McGraw-Hill Education. All rights reserved. WOW Philosophy: 10 Core Values ♦ Deliver WOW through Service ♦ Embrace and Drive Change ♦ Create Fun and a Little Weirdness ♦ Be Adventurous, Creative, and Open Minded ♦ Pursue Growth and Learning ♦ Build Open and Honest Relationships With Communication ♦ Build a Positive Team and Family Spirit ♦ Do More with Less ♦ Be Passionate and Determined ♦ Be Humble. ILLUSTRATION CAPSULE 2.2 Core Values for Zappos
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Copyright © Houghton
Mifflin Company. All rights reserved. 1 | 33 Values at Nucor “Management is obligated to manage Nucor in such a way that employees will have the opportunity to earn according to their productivity.” “Employees should be able to feel confident that if they do their jobs properly, they will have a job tomorrow.” “Employees have the right to be treated fairly and must believe that they will be.” “Employees must have an avenue of appeal when they believe they are being treated unfairly.” At Nucor, values emphasizing pay for performance, job security, and fair treatment for employees help to create an atmosphere that leads to high employee productivity.
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2–34 © 2013 by
McGraw-Hill Education. All rights reserved. TASK 2: SETTING OBJECTIVES Setting objectives involves converting strategic vision and mission into specific performance targets – results and outcomes the organization wants to achieve.
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2–35 © 2013 by
McGraw-Hill Education. All rights reserved. TASK 2: SETTING OBJECTIVES The Purposes of Setting Objectives: ● To convert the vision and mission into specific, measurable, timely performance targets. ● To guide and coordinate efforts and actions throughout the organization. ● To serve as yardsticks for tracking a firm’s performance and progress. ● To provide motivation and inspire employees to greater levels of effort.
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2–36 © 2013 by
McGraw-Hill Education. All rights reserved. CORE CONCEPT Setting Stretch Objectives: Strategic Intent ♦ Strategic intent refers to an ambitious strategic objective, concentrating the full force of its resources and competitive actions on achieving that objective.
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2–37 © 2013 by
McGraw-Hill Education. All rights reserved. CHARACTERISTICS OF STRATEGIC INTENT Tries to establish the organization as a winner in the marketplace, often against long odds. Sets a impressive performance target. Entails sustained, aggressive actions to take market share away from rivals and achieve a much stronger market position.
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2–38 © 2013 by
McGraw-Hill Education. All rights reserved. ♦ Financial Objectives ● Outcomes that focus on improving financial performance. ♦ Strategic Objectives ● Outcomes that focus on improving an organization’s overall business position and competitiveness. WHAT KINDS OF OBJECTIVES TO SET
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2–39 © 2013 by
McGraw-Hill Education. All rights reserved. SETTING FINANCIAL OBJECTIVES Examples of Financial Objectives ♦ Grow earnings per share (EPS) by 15% annually. ♦ Boost annual return on investment (ROI) from 15% to 20% within three years. ♦ Increase annual dividend per share (DPS) to stockholders by 5% each year. ♦ Maintain a positive cash flow every year.
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2–40 © 2013 by
McGraw-Hill Education. All rights reserved. SETTING STRATEGIC OBJECTIVES Examples of Strategic Objectives ♦ Increase the firm’s market share. ♦ Overtake key rivals on quality or customer service or product performance. ♦ Attain lower overall costs than rivals. ♦ Boost the firm’s reputation with customers. ♦ Attain a stronger foothold in international markets. ♦ Achieve technological superiority. ♦ Become a leader in new product introductions. ♦ Capture attractive growth opportunities.
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2–41 © 2013 by
McGraw-Hill Education. All rights reserved. THE NEED FOR A BALANCED APPROACH TO OBJECTIVE SETTING A balanced scorecard measures a firm’s optimal performance by: Placing a balanced emphasis on achieving both financial and strategic objectives. Tracking both financial performance and strategic performance (the company's competitiveness and market position).
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2–42 © 2013 by
McGraw-Hill Education. All rights reserved. THE NEED FOR A BALANCED APPROACH TO OBJECTIVE SETTING The Balanced Scorecard is a widely used method for combining the use of both strategic and financial objectives, tracking their achievement, and giving management a more complete and balanced view of how well an organization is performing.
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2–43 © 2013 by
McGraw-Hill Education. All rights reserved. GOOD STRATEGIC PERFORMANCE IS THE KEY TO BETTER FINANCIAL PERFORMANCE Good financial performance is not enough: ● Current financial results are lagging indicators of past decisions and actions which does not translate into a stronger competitive capability for delivering better financial results in the future. ● Setting and achieving strategic objectives signals a firm’s growth in both competitiveness and strength in the marketplace. ● Good strategic performance is a leading indicator of a firm’s increasing capability to deliver improved financial performance in the future.
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2–44 © 2013 by
McGraw-Hill Education. All rights reserved. SETTING OBJECTIVES FOR EVERY ORGANIZATIONAL LEVEL Breaks down performance targets for each of the organization’s separate units. Extends the top-down objective-setting process to all organizational levels.
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2–45 © 2013 by
McGraw-Hill Education. All rights reserved. SETTING OBJECTIVES FOR EVERY ORGANIZATIONAL LEVEL
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2–46 © 2013 by
McGraw-Hill Education. All rights reserved. TASK 3: CRAFTING A STRATEGY Strategy Making: ● Addresses a series of "HOWs". ● Requires choosing among strategic alternatives. ● Promotes actions to do things differently from competitors rather than running with the herd. ● Is a collaborative team effort that involves managers in various positions at all organizational levels.
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2–47 © 2013 by
McGraw-Hill Education. All rights reserved. STRATEGIC MANAGEMENT PRINCIPLE ♦ In most companies, crafting and executing strategy is a collaborative team effort in which every manager has a role for the area he or she heads; it is rarely something that only high- level managers do.
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2–48 © 2013 by
McGraw-Hill Education. All rights reserved. WHY IS STRATEGY-MAKING OFTEN A COLLABORATIVE PROCESS? The many complex strategic issues involved and the multiple areas of expertise required can make the strategy-making task too large for one person or a small executive group. When our business involves different products, industries, and geographic areas, the strategy-making authority must be delegated to functional and operating unit managers so that all managers have a strategy- making role— from major to minor—for the area they head!
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2–49 © 2013 by
McGraw-Hill Education. All rights reserved. A FIRM’S STRATEGY-MAKING HIERARCHY Corporate Strategy Multibusiness Strategy—how to gain synergies from managing a portfolio of businesses together rather than as separate businesses Business Strategy • How to strengthen market position and gain competitive advantage • Actions to build competitive capabilities of single businesses • Monitoring and aligning lower-level strategies Functional Area Strategies • Add relevant detail to the how’s of the business strategy • Provide a game plan for managing a particular activity in ways that support the business strategy Operating Strategies • Add detail and completeness to business and functional strategies • Provide a game plan for managing specific operating activities with strategic significance Two-Way Influence Two-Way Influence Two-Way Influence
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2–50 © 2013 by
McGraw-Hill Education. All rights reserved. UNITING THE STRATEGY-MAKING HIERARCHY Business-level Corporate-level Functional-level Operational-level
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2–51 © 2013 by
McGraw-Hill Education. All rights reserved. UNITING THE STRATEGY-MAKING HIERARCHY
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2–52 © 2013 by
McGraw-Hill Education. All rights reserved. CORE CONCEPTS ♦ Corporate strategy is the multi-business strategy, concerning how to improve company performance or gain competitive advantage by managing a set of businesses simultaneously. ♦ Business strategy is the strategy at the single-business level, concerning how to improve the performance or gain a competitive advantage in a particular strategic business unit (SBU).
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2–53 © 2013 by
McGraw-Hill Education. All rights reserved. CORE CONCEPTS ♦ Functional strategy is the strategy at the functional level, concerning how to manage each functional department of a business unit. ♦ Operational strategy is concerned with how to manage each of the activities (e.g. branding, advertising, etc.) within each functional department.
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2–54 © 2013 by
McGraw-Hill Education. All rights reserved. STRATEGIC MANAGEMENT PRINCIPLE ♦ A company’s strategy is at full power only when its many pieces are united. Anything less than a unified collection of strategies weakens the overall strategy and is likely to impair company performance.
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2–55 © 2013 by
McGraw-Hill Education. All rights reserved. MANAGING THE STRATEGY EXECUTION PROCESS Exerting the internal leadership needed to propel implementation forward. Staffing the firm with the needed skills and expertise. Building and strengthening strategy-supporting resources and competitive capabilities. Organizing work efforts along the lines of best practice. Allocating ample resources to the activities critical to strategic success. Ensuring that policies and procedures facilitate rather than impede effective strategy execution.
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2–56 © 2013 by
McGraw-Hill Education. All rights reserved. MANAGING THE STRATEGY EXECUTION PROCESS (CONT’D) Installing information and operating systems that enable effective and efficient performance. Information systems need to cover five broad areas: (a) customer data, (b) operations data, (c) employee data, (d) supplier/strategic partner data, and (e) financial performance data Motivating people and tying rewards and incentives directly to the achievement of performance objectives. Creating an internal culture and work climate conducive to successful strategy execution.
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2–57 © 2013 by
McGraw-Hill Education. All rights reserved. TASK 5: EVALUATING PERFORMANCE AND INITIATING CORRECTIVE AJUSTMENTS Evaluating Performance: ● Monitor whether the organization is achieving its financial and strategic objectives. ● Monitor whether the organization's strategy is passing the three tests of a winning strategy— strategic fit test, competitive advantage test, and performance test. Initiating Corrective Adjustments: ● Deciding whether to continue or change the firm’s vision and mission, objectives, strategy, and/or strategy execution methods.
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1–58 IS OUR STRATEGY
A WINNER? Winning Strategy The Strategic Fit Test The Competitive Advantage Test The Performance Test - External Fit - Internal Fit - Dynamic Fit
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2–59 © 2013 by
McGraw-Hill Education. All rights reserved. STRATEGIC MANAGEMENT PRINCIPLE ♦ A company’s vision and mission, as well as its objectives, strategy, and approach to strategy execution are never final; managing strategy is an ongoing process.
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2–60 © 2013 by
McGraw-Hill Education. All rights reserved. THE ROLE OF THE BOARD OF DIRECTORS IN CORPORATE GOVERNANCE Obligations of the Board of Directors: ● Critically appraise the firm’s direction, strategy, and business approaches. ● Evaluate the caliber of senior executives’ strategic leadership skills. ● Institute a compensation plan that rewards top executives for actions and results that serve stakeholder interests—especially shareholders. ● Oversee the firm’s financial accounting and reporting practices.
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2–61 © 2013 by
McGraw-Hill Education. All rights reserved. ACHIEVING EFFECTIVE CORPORATE GOVERNANCE A strong, independent board of directors: ● Is well informed about the firm’s performance. ● Guides and judges the CEO and other executives. ● Restrains management actions that the board believes are inappropriate or unduly risky. ● Ensures the shareholders that the CEO is doing what the board expects. ● Provides insights and advice to top management. ● Is actively involved in debating the pros and cons of key strategic decisions and actions.
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2–62 © 2013 by
McGraw-Hill Education. All rights reserved. STRATEGIC MANAGEMENT PRINCIPLE ♦ Effective corporate governance requires the board of directors to oversee the company’s strategic direction, evaluate its senior executives, handle executive compensation, and oversee financial reporting practices.
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2–63 © 2013 by
McGraw-Hill Education. All rights reserved. THANK YOU
Editor's Notes
Market share is the percent of total sales in an industry generated by a particular company.
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