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- 1. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 8 -1
Chapter 8
Implementing Strategies: Marketing,
Finance/Accounting, R&D, and MIS Issues
Strategic Management:
Concepts & Cases
13th Edition
Fred David
- 3. Copyright © 2011 Pearson Education, Inc.
Publishing as Prentice Hall
Ch 8 -3
“The greatest strategy is doomed
if it’s implemented badly.”
– Bernard Reimann
Implementing Strategies
- 4. Copyright © 2011 Pearson Education, Inc.
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Ch 8 -4
Less than 10% of strategies formulated
are successfully implemented!
The Nature of Strategy
Implementation
- 5. Copyright © 2011 Pearson Education, Inc.
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Ch 8 -5
The Nature of Strategy
Implementation
There are many reasons for the low success rate
of Strategy Implementation. These include:
Failing to segment markets appropriately
Paying too much for a new acquisition
Falling behind competitors in R&D
Not recognizing benefit of computers in
managing information
- 6. Copyright © 2011 Pearson Education, Inc.
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Ch 8 -6
Countless marketing variables affect
the success or failure of Strategy
Implementation (SI). Two variables
are of central importance to SI:
Market segmentation
Product positioning
Marketing Issues
- 7. Copyright © 2011 Pearson Education, Inc.
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Ch 8 -7
Subdividing of a market into
distinct subsets of customers
according to needs and buying
habits
Marketing Issues
Market Segmentation
- 8. Copyright © 2011 Pearson Education, Inc.
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Ch 8 -8
Market Segmentation
Market Segment
Basis Psychographic
Behavioral
Geographic
Demographic
- 9. Copyright © 2011 Pearson Education, Inc.
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Ch 8 -9
Market Segmentation is an important variable
in strategy implementation for three major
reasons:
It is required to successfully implement market
development, product development, market
penetration, and diversification strategies.
It allows a firm to operate with limited
resources because mass production,
distribution, and advertising are not required.
It enables small firms to compete successfully
with large firms by maximizing per-unit profits
and per-segment sales.
Market Segmentation
- 10. Copyright © 2011 Pearson Education, Inc.
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Ch 8 -10
Market Segmentation decisions directly
affect marketing mix variables, as
indicated in Table 8-3:
Product
Place
Promotion
Price
Marketing Mix Variables
- 11. Copyright © 2011 Pearson Education, Inc.
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Ch 8 -11
Table 8-3
- 12. Copyright © 2011 Pearson Education, Inc.
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Ch 8 -12
Product Positioning
After markets have been segmented, the next step
is to find out what customers in each segment
need and want. Product Positioning is widely
used for this purpose.
Product Positioning entails developing
schematic representations that reflect how a
firm’s products or services compare to
competitors’ on dimensions most important to
success in the industry.
- 13. Copyright © 2011 Pearson Education, Inc.
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Ch 8 -13
Product Positioning Steps
1. Select key criteria
2. Diagram map
3. Plot competitors’ products
4. Look for niches
5. Develop marketing plan
- 14. Copyright © 2011 Pearson Education, Inc.
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Ch 8 -14
Product-Positioning Map for
Menswear Retail Stores
Very latest, fashionable
menswear
Conservative, everyday
menswear
Low Price High Price
Average
department store
Average specialty
chain
Average mass
merchandiser or
discounter
- 15. Copyright © 2011 Pearson Education, Inc.
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Ch 8 -15
Finance/Accounting Issues
There are several finance/accounting
concepts that are central to strategy
implementation. Some of the concepts
essential for Strategy Implementation are:
Acquiring needed capital
Developing projected financial statements
Preparing financial budgets
Evaluating the worth of a business
- 16. Copyright © 2011 Pearson Education, Inc.
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Ch 8 -16
Acquiring Needed Capital:
Equity – common stock
Debt - bonds
Debt - borrow from lenders
Finance/Accounting Issues
- 17. Copyright © 2011 Pearson Education, Inc.
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Ch 8 -17
Finance/Accounting Issues
Debt vs. Equity Decisions
EPS/EBIT analysis
An Earnings Per Share/Earnings Before Interest and
Taxes analysis is the most widely used method for
determining whether debt, stock, or a combination of
debt and stock is the best alternative for raising capital
to implement strategies.
This method involves an examination of the impact
that debt versus stock financing has on earnings per
share under various assumptions as to EBIT.
- 18. Copyright © 2011 Pearson Education, Inc.
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Ch 8 -18
Allows an organization to examine the
expected results of various actions and
approaches
Finance/Accounting Issues
Projected Financial Statement Analysis
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Ch 8 -19
1. Prepare income statement before
balance sheet (forecast sales)
2. Use percentage of sales method to
project CGS & expenses
3. Calculate projected net income
Finance/Accounting Issues
Steps in Preparing Projected Financial
Statements
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Ch 8 -20
4. Subtract dividends to be paid from net income
and add remaining to retained earnings
5. Project balance sheet items beginning with
retained earnings
6. List comments (remarks) on projected
statements
Finance/Accounting Issues
Steps in Preparing Projected Financial
Statements (cont’d)
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Ch 8 -21
Projected Income Statement
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Ch 8 -22
Projected Balance Sheet
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Ch 8 -23
Details how funds will be obtained
and spent for a specified period of
time
Finance/Accounting Issues
Financial Budget
- 24. Copyright © 2011 Pearson Education, Inc.
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Ch 8 -24
Types of Budgets
Cash budgets
Operating budgets
Sales budgets
Profit budgets
Factory budgets
Capital budgets
Expense budgets
Divisional budgets
Variable budgets
Flexible budgets
Fixed budgets
- 25. Copyright © 2011 Pearson Education, Inc.
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Ch 8 -25
Central to strategy implementation –
integrative, intensive, and
diversification strategies often
implemented through acquisitions of
other firms
Finance/Accounting Issues
Evaluating the Worth of a Business
- 26. Copyright © 2011 Pearson Education, Inc.
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Ch 8 -26
1. What a firm owns
2. What a firm earns
3. What a firm will bring in the market
Evaluating the Worth of a Business
There are three basic approaches
- 27. Copyright © 2011 Pearson Education, Inc.
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Ch 8 -27
Research & Development Issues
New products and improvement of
existing products that allow for effective
strategy implementation
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Ch 8 -28
Level of support constrained by resource
availability
Technological improvements shorten
product life cycles
Research & Development Issues
Constraints
- 29. Copyright © 2011 Pearson Education, Inc.
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Ch 8 -29
1. Be the first firm to market new technological
products.
2. Be an innovative imitator of successful
products.
3. Be a low-cost producer by mass-producing
products similar to but less expensive than
products recently introduced.
Research & Development Issues
There are three major R&D approaches
to implementing strategies:
- 30. Copyright © 2011 Pearson Education, Inc.
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Ch 8 -30
Management Information
Systems (MIS) Issues
Having an effective management
information system (MIS) may be the
most important factor in differentiating
successful from unsuccessful firms.
- 31. Copyright © 2011 Pearson Education, Inc.
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Ch 8 -31
Information collection, retrieval, and
storage
Keeping managers informed
Coordination of activities among divisions
Allows firm to reduce costs
MIS Issues
Functions of MIS