The Concept of Strategic Management and how to analyse strategically any firm and then create a strategic plan

1. What is Strategic Management? (1.2.)
Creating and Presenting Strategic Plans

2. The ‘Parable’ of John Smith

3. The ‘Parable’ of John Smith

4. The ‘Parable’ of John Smith

5. The ‘Parable’ of John Smith

6. The ‘Parable’ of John Smith

7. The ‘Parable’ of John Smith

8. The ‘Parable’ of John Smith

9. Actually ‘What is strategy?’
Clearly all have a Strategy

10. The Economist’s view
Structure Conduct Performance Equilibrium
The Strategist’s view
Conduct Structure Performance Winning
Two Views on Firm Behaviour

11. Rule makers or Barons
Largest and most profitable: GE, Toyota, Apple, Google
Rule takers or Serfs
Smaller and less profitable: Suzuki, Volvo
Rule breakers or revolutionaries
Initially small rebels who wreck the rules: Ryanair, Amazon
Source: Hamel and Prahalad
How Firms Influence Industry Structures

12. • Strategic
Organisational Decisions
•Administrative
• Operational

13. Strategic Administrative Operational
Whole firm Department wide
Long run Many years
Highest level Department Level
Fixed Assets Current Assets
Difficult to reverse Easily changed
Very risky Low risk
Visionary No vision
Infrequent Frequent
Unique Repetitive
Characteristics of Firms’ Decisions
Where managers spend timeKey

14. Examples of Strategic Decisions
Characteristic Example
Scope Whole firm: Disney
Time span Long run: BP
Level Highest - iPhone
Assets used Large and fixed: Airbus
Reversability Difficult: Channel Tunnel
Riskiness High: Bet the firm:Boeing
Visionary Yes: iPhone
Frequency Rare: Takeover:PayPal
Uniqueness Yes: Spotify

15. The end