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Organizational Strategy Chapter
- 1. Chapter 9
Organizational Strategy
©2004 by Nelson, a division of Thomson Canada Limited
1
- 2. What Would You Do?
Sobeys is a national player in the grocery
industry
Faced integration, cash flow, and IT
problems
Has 12% of the market
Increasing competition and tough
market outlook
How do you respond to these
challenges?
©2004 by Nelson, a division of Thomson Canada Limited
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- 3. Learning Objectives:
Basics of Organizational Strategy
After reading the next two sections,
you should be able to:
1. explain the components of sustainable
competitive advantage and why it is
important
2. describe the steps involved in the
strategy-making process
©2004 by Nelson, a division of Thomson Canada Limited
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- 4. Sustainable
Competitive Advantage
Resources
assets, capabilities, process, information, and
knowledge
Competitive advantage
providing greater value for customers than
competitors can
Sustainable competitive advantage
when other companies have tried unsuccessfully
to duplicate, and have, for the moment, stopped
trying to duplicate
©2004 by Nelson, a division of Thomson Canada Limited
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- 5. Achieving a Sustainable
Competitive Advantage
Resources must be:
Valuable Rare
Imperfectly imitable Non-substitutable
©2004 by Nelson, a division of Thomson Canada Limited
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- 6. Strategy-Making Process
Step 1
Assess need for strategic change
Step 2
Conduct situation analysis
Step 3
Choose strategic alternatives
Adapted from Exhibit 9.1
©2004 by Nelson, a division of Thomson Canada Limited
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- 7. What Really Works
Strategy-making for Firms, Big and Small
©2004 by Nelson, a division of Thomson Canada Limited
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- 9. Assessing the Need for
Strategic Change
Competitive inertia
a reluctance to change strategies or
competitive practices that have been
successful in the past
Strategic dissonance
discrepancy between upper management’s
intended strategy and the strategy actually
implemented by lower levels of
management
©2004 by Nelson, a division of Thomson Canada Limited
9
- 10. Situational Analysis
(SWOT)
Strengths and Weaknesses
distinctive competence
what a company can do, or perform better
than competitors
core capabilities
internal routines, processes, and culture that
determine how efficiently inputs can be turned
into outputs
©2004 by Nelson, a division of Thomson Canada Limited
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- 11. Situational Analysis
(SWOT)
Environmental scanning
strategic groups
a group of companies within an industry that
top managers choose to compare, evaluate,
and benchmark strategic opportunities and
threats
shadow-strategy task force
a committee within the company that analyzes
the company’s own weaknesses to determine
how competitors could exploit them
©2004 by Nelson, a division of Thomson Canada Limited
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- 12. Strategic Groups
Core firms
the central companies in a strategic
group
Secondary firms
firms that follow related but somewhat
different strategies than do core firms
©2004 by Nelson, a division of Thomson Canada Limited
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- 13. Choosing Strategic
Alternatives
Strategic reference points
targets used by managers to determine if the firm
has a sustainable competitive advantage
Risk-avoiding strategy
protects an existing competitive advantage
Risk-seeking advantage
create or sustain a sustainable competitive
advantage
©2004 by Nelson, a division of Thomson Canada Limited
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- 15. Learning Objectives:
Corporate-, Industry-, &
Firm-Level Strategies
After reading the next three sections, you
should be able to:
3. explain the different kinds of corporate-level
strategies
4. describe the different kinds of industry-
level strategies
5. explain the components and kinds of firm-
level strategies
©2004 by Nelson, a division of Thomson Canada Limited
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- 16. Corporate-Level Strategies
Corporate-level strategy
overall organizational strategy that
addresses the question “What business are
we in or should we be in?”
Portfolio Grand
Strategy Strategies
©2004 by Nelson, a division of Thomson Canada Limited
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- 17. Portfolio Strategy
Minimize risk by diversification
Acquisition
purchase of a company by another company
Unrelated diversification
creating or acquiring companies in completely
unrelated businesses
BCG matrix
Related diversification
©2004 by Nelson, a division of Thomson Canada Limited
17
- 18. Boston Consulting
Group Matrix
Exhibit 9.4
©2004 by Nelson, a division of Thomson Canada Limited
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- 19. Diversification and Risk
There is a U-shaped relationship
between diversification and risk:
Single businesses with no diversification
are extremely risky
Competing in a variety of different
businesses can lower risk.
Conglomerates composed of completely
unrelated businesses are riskier than
undiversified companies.
Adapted from Exhibit 9.5
©2004 by Nelson, a division of Thomson Canada Limited
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- 20. Grand Strategies
Growth Stability
Retrenchment Recovery
©2004 by Nelson, a division of Thomson Canada Limited
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- 21. Industry-Level Strategies
Industry-level strategy
overall organizational strategy that
addresses the question “How should we
compete in this industry?”
Five industry forces
Positioning strategies
Adaptive strategies
©2004 by Nelson, a division of Thomson Canada Limited
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- 22. Porter’s
Five Industry Forces
Character of the rivalry
Threat of new entrants
Threat of substitute products or
services
Bargaining power of suppliers
Bargaining power of buyers
©2004 by Nelson, a division of Thomson Canada Limited
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- 23. Positioning Strategies
Cost leadership
producing a quality product or service at a price
lower than competitors
Differentiation
accentuating difference between a product or
service and those of competitors
Focus
Using cost leadership or differentiation for a
specific target market
©2004 by Nelson, a division of Thomson Canada Limited
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- 24. Adaptive Strategies
Defenders Analyzers
seek growth minimize risk and
retain customers maximize profit
Prospectors
imitate proven
successes of
seek fast growth prospectors
encourage risk-
taking and
Reactors
innovation Inconsistent strategy
React to changes
©2004 by Nelson, a division of Thomson Canada Limited
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- 25. Firm-Level Strategies
Direct competition
Strategic moves of direct competition
Entrepreneurship: A firm-level strategy
©2004 by Nelson, a division of Thomson Canada Limited
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- 26. Direct Competition
Direct competition
rivalry between two firms that offer similar
products and services that acknowledge each
other as rivals and take offensive and defensive
positions in response to each other
Two factors determine extent of
competition:
market commonality
resource similarity
©2004 by Nelson, a division of Thomson Canada Limited
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- 27. Strategic Moves of
Direct Competition
Attack
a competitive move
designed to reduce a rival’s market share
or profits
Response
a counter move
to defend or improve a company’s market
share or profit
©2004 by Nelson, a division of Thomson Canada Limited
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- 29. Entrepreneurship:
A Firm-Level Strategy
Entrepreneurship
process of entering new or established
markets with new goods or services
Entrepreneurial orientation
set of processes, practices and decision-
making activities that lead to new entry
characterized by autonomy,
innovativeness, risk-taking, proactiveness,
and competitive aggressiveness
©2004 by Nelson, a division of Thomson Canada Limited
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- 30. What Really Happened?
Focused product lines
Improved store network
Removed costs from its structure
Revenues, share price, and operating
earnings all increased
©2004 by Nelson, a division of Thomson Canada Limited
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