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McGraw-Hill/Irwin Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved.
STRATEGIC MANAGEMENT
Introduction to
Strategic
Management
Strategic
Management
(BA 491)
Strategic Imperative
2
Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved.
Strategic Management
• Strategic management is the study of why some firms
outperform others.
• How to create a competitive advantage in the market place that
is unique, valuable, and difficult to copy
• “Total organization” perspective, integrating across
functional areas.
• Two perspectives of leadership: romantic view and
external control perspective.
• Strategies put together an understanding of the
external environment with an understanding of internal
strengths and weaknesses.
3
Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved.
Definition of Strategic Management
Strategic management consists of the analysis,
decisions, and actions an organization
undertakes in order to create and sustain
competitive advantages (Dess, Lumpkin, &
Eisner, Strategic Management: Creating
Competitive Advantage, 3rd Ed., p. 9).
4
Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved.
Definition of Strategic Management
• Analysis
• Strategic goals (vision, mission, strategic objectives)
• Internal and external environment of the firm
• Decisions
• What industries should we compete in?
• How should we compete in those industries?
• Actions
• Allocate necessary resources
• Design the organization to bring intended strategies
to reality
5
Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved.
Attributes of Strategic Management
• Directs the organization toward overall goals
and objectives.
• Includes multiple stakeholders in decision
making.
• Needs to incorporate short-term and long-term
perspectives.
• Recognizes trade-offs between efficiency and
effectiveness.
6
Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved.
Mintzberg’s Views of Strategy
• Plan - consciously intended course of action
• Ploy - maneuver to outwit opponent
• Pattern - consistency in behavior
• Position - location in environment
• Perspective - way of perceiving the world
7
Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved.
Forms of Strategy
• Formal versus informal - associated with size of
firm and stage of development. Mintzberg’s
distinction between entrepreneurial and
planning mode.
• Intended versus realized - intended strategies
are the plans managers develop; realized
strategies are the actions that actually take
place over time.
8
Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved.
Forms of Strategy
Source:H. Mintzberg and J. A. Waters, “Of Strategies, Deliberate and
Emergent,” Strategic Management Journal 6 (1985), pp. 257-72.
9
Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved.
Strategic Management Process
• Analysis
• Hierarchy of goals
• Analysis of external and internal environments
• Formulation
• What business(es) should we be in?
• For each, what is the basis for competitive
advantage (low cost, differentiation, focus)?
• Implementation
• Functional tactics
• Culture and organization structure
10
Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved.
Hierarchy of Goals
Coherence in Strategic Direction
Company vision
• Massively inspiring
• Overarching
• Long-term
• Driven by and evokes
passion
• Fundamental statement of the
organization’s
• Values
• Aspiration
• Goals
Company vision
11
Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved.
Hierarchy of Goals
Company vision
Coherence in Strategic Direction
Mission statements
• Purpose of the company
• Basis of competition and
competitive advantages
• More specific than vision
• Focused on the means
by which the firm will
compete
Mission statements
12
Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved.
Hierarchy of Goals
Company vision
Mission statements
Coherence in Strategic Direction
Strategic objectives
• Operationalize the
mission statement
• Measurable, specific,
appropriate, realistic,
timely, challenging,
resolve conflicts that
arise, and yardstick for
rewards and incentives
Strategic objectives
13
Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved.
Levels of Strategy
Corporate-level
Functional-level
Business-level
Operations Marketing Finance...
Manager
WaltDIsneyPictures TouchstonePictures...
StudioEntertainment
Disneyland...
Parks&Resorts
DisneyStores...
ConsumerProducts
ABCNetwork...
MediaNetworks
CEO
DIsneyCorporation
14
Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved.
Does Strategic Planning Pay Off?
• Original research showed mixed results. Planning
might not pay off for firms in static or turbulent
environments or for small firms.
• Miller and Cardinal’s (1994) meta-analysis found that
strategic planning affects firm growth and profitability.
In particular, they found that:
• Planning  performance link true for formal and informal
planning.
• Planning  performance link even stronger in turbulent
environments.
• Firm size unrelated to effectiveness of planning.

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Introduction to Strategic Management.ppt

  • 1. McGraw-Hill/Irwin Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved. STRATEGIC MANAGEMENT Introduction to Strategic Management Strategic Management (BA 491) Strategic Imperative
  • 2. 2 Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved. Strategic Management • Strategic management is the study of why some firms outperform others. • How to create a competitive advantage in the market place that is unique, valuable, and difficult to copy • “Total organization” perspective, integrating across functional areas. • Two perspectives of leadership: romantic view and external control perspective. • Strategies put together an understanding of the external environment with an understanding of internal strengths and weaknesses.
  • 3. 3 Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved. Definition of Strategic Management Strategic management consists of the analysis, decisions, and actions an organization undertakes in order to create and sustain competitive advantages (Dess, Lumpkin, & Eisner, Strategic Management: Creating Competitive Advantage, 3rd Ed., p. 9).
  • 4. 4 Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved. Definition of Strategic Management • Analysis • Strategic goals (vision, mission, strategic objectives) • Internal and external environment of the firm • Decisions • What industries should we compete in? • How should we compete in those industries? • Actions • Allocate necessary resources • Design the organization to bring intended strategies to reality
  • 5. 5 Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved. Attributes of Strategic Management • Directs the organization toward overall goals and objectives. • Includes multiple stakeholders in decision making. • Needs to incorporate short-term and long-term perspectives. • Recognizes trade-offs between efficiency and effectiveness.
  • 6. 6 Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved. Mintzberg’s Views of Strategy • Plan - consciously intended course of action • Ploy - maneuver to outwit opponent • Pattern - consistency in behavior • Position - location in environment • Perspective - way of perceiving the world
  • 7. 7 Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved. Forms of Strategy • Formal versus informal - associated with size of firm and stage of development. Mintzberg’s distinction between entrepreneurial and planning mode. • Intended versus realized - intended strategies are the plans managers develop; realized strategies are the actions that actually take place over time.
  • 8. 8 Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved. Forms of Strategy Source:H. Mintzberg and J. A. Waters, “Of Strategies, Deliberate and Emergent,” Strategic Management Journal 6 (1985), pp. 257-72.
  • 9. 9 Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved. Strategic Management Process • Analysis • Hierarchy of goals • Analysis of external and internal environments • Formulation • What business(es) should we be in? • For each, what is the basis for competitive advantage (low cost, differentiation, focus)? • Implementation • Functional tactics • Culture and organization structure
  • 10. 10 Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved. Hierarchy of Goals Coherence in Strategic Direction Company vision • Massively inspiring • Overarching • Long-term • Driven by and evokes passion • Fundamental statement of the organization’s • Values • Aspiration • Goals Company vision
  • 11. 11 Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved. Hierarchy of Goals Company vision Coherence in Strategic Direction Mission statements • Purpose of the company • Basis of competition and competitive advantages • More specific than vision • Focused on the means by which the firm will compete Mission statements
  • 12. 12 Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved. Hierarchy of Goals Company vision Mission statements Coherence in Strategic Direction Strategic objectives • Operationalize the mission statement • Measurable, specific, appropriate, realistic, timely, challenging, resolve conflicts that arise, and yardstick for rewards and incentives Strategic objectives
  • 13. 13 Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved. Levels of Strategy Corporate-level Functional-level Business-level Operations Marketing Finance... Manager WaltDIsneyPictures TouchstonePictures... StudioEntertainment Disneyland... Parks&Resorts DisneyStores... ConsumerProducts ABCNetwork... MediaNetworks CEO DIsneyCorporation
  • 14. 14 Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved. Does Strategic Planning Pay Off? • Original research showed mixed results. Planning might not pay off for firms in static or turbulent environments or for small firms. • Miller and Cardinal’s (1994) meta-analysis found that strategic planning affects firm growth and profitability. In particular, they found that: • Planning  performance link true for formal and informal planning. • Planning  performance link even stronger in turbulent environments. • Firm size unrelated to effectiveness of planning.