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Chapter 3 grand strategy

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Chapter 3 grand strategy

  1. 1. Ch:- 3<br />Grand Strategy<br />
  2. 2. Meaning<br /> GRAND STRATEGIES<br />Grand strategies are the decisions or choices of long term plans from available alternatives.<br />Grand strategies also called as master or corporate strategy.<br />It is based on analysis of internal and external environment.<br />This direct the organization towards achievement of overall long term objectives (strategic intent).<br />They involve Expansion, Quality Improvement, Market Development, Innovation, Liquidation, etc.<br /><ul><li>Usually they are selected by top level managers such as directors, executives etc.</li></li></ul><li>Classification of Grand Strategy<br />It is classified into following:-<br />Stability Strategy<br />Growth Strategy<br />Retrenchment Strategy<br />Combination Strategy<br />
  3. 3. Stability Strategy<br />
  4. 4. Stability Strategy<br />A strategy is stability strategy when a firm attempts to maintain its status-quo with existing levels of efforts and it is satisfied with only incremental growth/improvement by marginally changing the business and concentrates its resources where it has or can develop rapidly a meaningful competitive advantages in the narrowest possible product market scope.<br />Absence of significant change <br />i.e. continuing to serve the same clients by offering the same product or service, maintaining market share, and sustaining the organization's return-on investment.<br />
  5. 5. When do organization follow<br />It is common for most of the organizations to follow this strategy at some point of time in their life cycle.<br />When a firm serves defined market and its segments to fulfills its mission.<br />When a firm can relate itself with the environment and environmental factors do not show any appreciable change. This is possible for most of the firms in a short run, but for a few in long runs.<br />When organization continues to pursue the same objectives by adjusting to the same level of achievement about the same percentage. Thus stability does not mean absence of growth but the growth is limited within specified limits and there is no substantial addition of facilities.<br />
  6. 6. Cont….<br />When there is scope for incremental improvement in the same line of business to take the fullest advantage of situation. E.g. when a company has technological or other break through it continues to be in the same business until it has competitive advantage. Thus when a company is pioneer in a new business, it reaps the benefit of initiation. Then when competition increases and profitability reduces, it may go for other strategy.<br />When a firm looks for functional improvement and there by efficiency and economy of operations so as to gain competitive advantage, it follows this strategy.<br />
  7. 7. Why do organization follow<br />When management perception about performance in the present business is satisfactory, they tend to follow stability strategy because they are not always sure of a set of factors attributing to success. Thus they decide to continue the same business.<br />This strategy involves low risk unless there is a major change in the environment. So it provides safe business. Therefore it is preferred by risk avoiding managers.<br />“Slow or resistant to change” organizations follow this strategy. As they become larger and more successful, they develop such tendency & prefer stability.<br />Organization’s past history may be full of changes, so to reap the advantages of such past, stability is preferred for some time, usually after growth strategy.<br />
  8. 8. Cont….<br />A firm having strategic advantage in the present business & market does not opt. for other strategy and prefers stability.<br />A company lacking in sufficient resources to effect major changes in business have to opt. for stability.<br />The environmental factors such as govt. norms, prohibition & restriction of certain products & process, licensing etc. prevent other strategies & a firm has to adopt stability strategy.<br />A firm may have a product or group of products which is not prestigious to it, its market share as well as contribution to total sales is very small and its market is declining. So before retrenching such product, the firm wants to generate as much profit as possible, even by scarifying its market share, and follows stability strategy<br />
  9. 9. Alternatives of stability strategy.<br />Incremental growth strategy<br />It is one in which a firm sets its objectives/achievement levels based on past accomplishment adjusted for inflation. It may be average achievement level of industry or even low. It is followed when environmental factors are more or less stable.<br />The organization is doing well or perceives as doing well in its present form.<br />It being a less risky and the organization does not go for higher risk.<br />The organization is change resistant and prefers change only in extraordinary times.<br />It is easier to pursue as it does not disturb the organizational routines.<br />
  10. 10. Cont….<br />Profit strategy / End game strategy / Harvesting strategy<br />It is one in which organization or its SBU aims at generating profit/cash, sometimes at the cost of market share also because <br />the product is not prestigious,<br />its market share & also contribution to total sales are very small.<br />The product is in stable or declining market<br />Here, company wants to encase as much profit as possible before retrenchment.<br />
  11. 11. Cont….<br />Sustainable growth strategy<br />It is one in which a firm tries to maintain its existence in unfavorable critical conditions like constraints on finance resources, raw material resources etc., govt. policy, cheaper imports, competitor by big and capable competitors etc.<br />Stability as a pause/breathing spell/proceed with caution strategy<br />It is one in which organization has followed growth strategy aggressively in recent past and want a pause on growth to consolidate its position by allowing structured changes to take place and the system to adopt to new strategies thereby it wants to take full advantage of future growth opportunities and strong present factors. Thus this strategy becomes intermediate choice between past & future, for some time.<br />
  12. 12. Growth Strategy<br />
  13. 13. Growth Strategy<br />Growth Strategies are means by which an organization plans to achieve the increased level of objective that is much higher than its past achievement level.<br />Organizations may select a growth strategy<br />to increase their profits, sales or market share.<br />to reduce cost of production per unit.<br />increase in performance objectives.<br />
  14. 14. Reasons for following<br />In the long run, growth is necessary for the very survival of the organizations. The organization that does not grow may be pushed out of the business because<br />Of the new entrants in the field<br />Higher wages, higher costs of other inputs, and lower level of efficiency because of certain obsolescence in plant and machinery.<br />Growth offers many economies because of large-scale operations.<br />Per unit cost of production can be very low <br />The economies of increasing scale enhance degrees of specialization. <br />With more people available to do the different kinds of work<br />Greater penetration can be made<br /> These eventually lead to certain competitive advantage to the organization concerned.<br />
  15. 15. Cont….<br />Growth strategy is taken up because of managerial motivation to do so. Managers with high degree of achievement and recognition always prefer to grow. The needs on the part of managers push them to think as to how they can achieve their need satisfaction. The answer lies in the continuous growth of the organization or the group of organizations as a whole. <br />There are certain intangible advantages of growth. These may be in the form of<br />Increased prestige of the organization<br />Satisfaction to employees and <br />Social benefits<br />Preferred by investors<br />Growing companies have high level of prestige in the corporate world. <br />
  16. 16. Alternatives of Growth Strategy<br />Concentric Expansion Strategy<br />It means investing the resources in one or more of a firm’s business so as to expand its present business.<br />i.e. doing more what we are already doing and where we are best at doing; when potential for growth, attractiveness and maturity factors are favorable in the industry of the firm.<br />It can be aimed at-<br />Market penetration (capture the market share in the existing product and expand its business at rate higher than the industry growth)<br />Market development (increase sales by developing new markets, geography-wise or segment-wise)<br />Product development (achieve growth through product innovation to penetrate in new segment)<br />
  17. 17. Cont….<br />Vertical Integration Growth Strategy<br />It represents a decision by an organization to utilize internal transactions rather than market transactions to accomplish its objectives.<br />A firm starts undertaking & contributing activities, in addition to present activities, along the line of value addition stages from raw material stage to production and ultimately distribution of goods to customers, so as to gain ownership or increased control and thereby expand the business.<br />Vertical integration can be achieved in two ways<br />Forward Integration<br />Backward Integration<br />
  18. 18. Cont….<br />Diversification Strategy<br />It is the process of entry into a business which is new to an organization.<br />Diversified organizations can be classified into following<br />Concentric Diversification (Related diversification)<br />Market-wise<br />Technology –wise<br />Both<br />Conglomerate Diversification (Unrelated diversification)<br />
  19. 19. Cont….<br />External Strategy<br />Merger strategy<br />It means that two or more organizations merge together by formally losing their corporate identities and form another organization through combining assets & liabilities & issuing new stock, for mutual synergetic benefits. The new co. is called holding company and the merging companies are called subsidiary companies. According to the nature of business of merging companies, merger may be <br />Horizontal<br />Vertical<br />Concentric<br />Conglomerate <br />
  20. 20. Cont….<br />Acquisition or takeover<br />It means that one company attempts to acquire ownership or control over management of other co. either by mutual consent of or against the wishes of latter’s (other co.) management or stock holders. It may be <br />Friendly takeover<br />Hostile takeover<br />Join venture<br />It means that two or more companies combine to form a new company by equity participation and sharing of resources like finance, managerial talents, technology etc., so as to create new entity distinct from its parents<br />JV b/w Government of India and another company<br />JV b/w two or more Indian private sector companies<br />JV b/w Indian company and a foreign company<br />
  21. 21. Cont….<br />Strategic Alliance<br />It is one in which two (or more) firms unite by “a win-win type” agreement mutually acceptable to both (or all), <br />In strategic alliance partners join hands together for certain specified objectives, when these objectives are achieved partners terminate their alliance.<br />Types of Strategic Alliance (Based on its focus)<br />Technology Development Alliance<br />Operations and Logistics Alliance<br />Marketing, Sales and Service Alliance<br />Single Country or Multicountry Alliance<br />X and Y Alliance<br />
  22. 22. Retrenchment Strategy<br />
  23. 23. Retrenchment Strategy<br />It is a defensive strategy in which a firm having declining performance decides to improve its performance through contraction in this activities i.e. reducing the scope of its business by total or partial withdrawal from present business.<br />focusing on functional improvement with special emphasis on cost reduction or<br />reducing the number of functions it performs, by being a captive firm or<br />reducing the no. of products, markets, customer functions etc. or<br />liquidation of business (as a last alternative) or<br />combinations of above.<br />
  24. 24. Reasons for adopting<br />When the organization is not doing well and perceives that it may not do better in future too in a particular line of business it is advisable to delete that line of business. After deletion, the organization can concentrate in other areas, where it has some advantages.<br />If the organization is not meeting its objectives even after following other alternative strategies it may go for retrenchment strategy. Also when the management is under pressure to improve the performance, this strategy can be pursued as a last resort.<br />
  25. 25. Alternatives of Retrenchment Strategy<br />Turnaround Strategy<br />It is also known as cutback strategy “hold the present business and cut the costs”<br />It is one in which a company tries to recover from its declining state by improving internal efficiency.<br />Turnaround actions may include:<br />Change in the product mix<br />Selling of assets which are not useful for long time or in future also to generate cash.<br />Closing down plants & divisions which are not rewarding.<br />Replacement of obsolete machinery<br />Focus on specific products and customers and improved marketing, etc.<br />
  26. 26. Cont….<br />Divestment Strategy<br />In divestment strategy the organization decides to get out of certain businesses and sells off units or divisions.<br />Divestment is done through:-<br />Outright sale of unit to another company for which the divested unit is a strategic fit. Or <br />Leveraged buyout- a company’s shareholder are bought out by company’s management and other private investors using borrowed funds Or <br />Spin off i.e. creating a new co. financially and managerially independent one from parent company and retaining or not retaining partial ownership by distribution of shares of new company to shareholders of parent company.<br />
  27. 27. Cont….<br />Liquidation Strategy<br />It is one in which a firm closes down & sells its entire business at a fair price on the basis of tangible assets, management good will & also intangible assets and invests the realization somewhere else or distributes among debtors and members when<br />Business can’t be revived and its retaining value is less than its selling.<br />Business is in peak form (value, but future is quite uncertain, having no direction,<br />Business has accumulated losses and some other organization offers higher price to get tax benefits,<br />Liquidation value is more than discounted present value of future flow of income etc.<br />
  28. 28. Combination Strategy<br />
  29. 29. Combination Strategy<br />Combination strategy is not an independent classification but it is a combination of different strategies – stability, growth, retrenchment – in various forms.<br />Thus the possible combinations of strategies may be:<br />Stability in some businesses and growth in other businesses<br />Stability in some businesses and retrenchment in other businesses<br />Growth in some businesses and retrenchment in other businesses<br />Stability, growth and retrenchment in different businesses.<br />
  30. 30. Reasons for following<br />Different products in different product life cycle<br />When different products of the organization are at different product life-cycle stages, they require different types of investment.<br />Business Cycle<br />Business cycle may affect the prospect of various businesses differently.<br />Number of businesses<br />When the number of businesses in an organization has gone beyond the optimum number, they are required to be reduced because some business may not be that attractive from long-term point of view.<br />
  31. 31. BCG Matrix<br />
  32. 32. BCG MatrixBoston Consulting Group Matrix<br />Developed by Bruce Henderson (in 1970’s)<br />It is a chart that had been created to help corporations with analyzing their business units or product lines.<br />Helps to evaluate company’s position in terms of its range of products.<br />Helps to make decision regarding which product/service to be kept, which it should let it go and in which it should invest in further.<br />
  33. 33.
  34. 34. QUESTION MARKS:<br />High market growth rate<br />Low market share<br />Low cash generation than cash consumption.<br />Analyze carefully the market situation<br />Investment into high growth potential market.<br />Critical decision making for managers.<br />
  35. 35. Stars<br />High market growth rate<br />High market share<br />Huge cash generation <br />Huge cash consumption<br />Huge investment in growing market<br />Becomes cash cows when market growth rate declines<br />
  36. 36. Cash Cows<br />Low market growth rate<br />High market share<br />Huge cash generation than consumption<br />Low prospects for future growth-so no new investment in this category.<br />Investment into STARS and QUESTION MARKS. <br />
  37. 37. Dog<br />Low market growth rate<br />Low market share<br />Neither large cash generation nor consumption.<br />Also known as CASH TRAPS.<br />Dogs should be sold off or liquidated.<br />
  38. 38.
  39. 39. Business Level Strategy<br />
  40. 40. Business Level Strategy<br />A business level strategy is the integrated and co-ordinate course of actions/plans adopted by a firm for each of its businesses separately.<br />Types of Generic Business Strategy<br />Cost Leadership Strategy<br />Differentiation Strategy<br />Focus Strategy<br />
  41. 41.
  42. 42. Cost Leadership Strategy<br />
  43. 43. Cost Leadership Strategy<br />Cost leadership strategy is one in which a firm attains competitive advantage & hence increased market share by offering products and services having the same utility/quality features as competitors’ products and services/substitute products and services; but the price/cost lower than them<br />Cost leadership strategy works well in the following conditions:-<br />Competition is based purely on price factor.<br />No significant differentiation in product/service features.<br />There is almost no customer loyalty, with the result, they can switch over from a firm to another firm.<br />
  44. 44. Cont….<br />Sources of Becoming Cost Leader<br />A firm can lower its cost on the basis of economy of scale.<br />High capacity utilization<br />By going through vertical integration which is relevant for value creation.<br />A firm can save cost by standardizing its products and product-producing activities.<br />Investment in cost-saving technologies may help a firm to minimise its cost.<br />
  45. 45. Benefits<br />Developing competitive advantage and achieving large market share.<br />The firm is comparatively more protected from the impact of downward trend in the industry.<br />The firm can bear the pressures put by suppliers in the form of increasing prices of their supplies as well as customers in the form of bargaining for lower product price.<br />Cost advantage acts as an entry barrier<br />It can be sustained only if barriers exist that prevent competitors from achieving the same low cost.<br />Severe cost reduction may dilute customer focus and customer interests may be ignored,<br />Customers requiring extra features and ready to pay higher price are lost.<br />Drawbacks<br />
  46. 46. Differentiation Strategy<br />
  47. 47. Differentiation Strategy<br />Differentiation strategy is the act of designing a set of meaningful differences to distinguish the company’s offerings from competitors offerings.<br />Differentiation strategy is based on the difference of a firm from their peers in the field.<br />Suitable in following market conditions<br />Market size is large enough to accommodate various firms using differentiation strategy.<br />Customer needs and preferences are diversified so that the market can be segmented into different groups.<br />If a firm makes attempts for creating value through differentiation, and charges higher prices, customers should be willing to pay for this value creation.<br />The nature of products/services is such that the customers develop brand loyalty.<br />
  48. 48. Benefits<br />It can create a captive market for a company<br />High brand loyalty refrains new entrants in the market.<br />Customer group is not able to put pressure on the firm to lower down prices<br />In case of bargains for higher prices for supplies, the firm can offset this price increase by increase in product/service prices because of brand loyalty<br />
  49. 49. Drawbacks<br /><ul><li>Has to make huge promotional efforts. It may not be a strong base to prevent the entry of new entrants.
  50. 50. If many firms start differentiation in any industry price becomes an ultimate decision factor.
  51. 51. The features not desired and not valued by customers do not create response or brand loyalty. So differentiation becomes meaningless,
  52. 52. Failure to communicate the benefits of differentiation or the intrinsic differentiating features themselves to customers may lead to failure of this strategy</li></li></ul><li>Focus Strategy<br />
  53. 53. Focus Strategy<br />In a focus strategy, firms focus on meeting the needs of a unique market segment in the best possible way.<br />A focus strategy is a niche strategy.<br />Conditions:<br />The firm should have ingenuity to look for something out of ordinary and a sharp eye for identifying niches,<br />Niche segment should be unique so that only specialized features could satisfy it,<br />Special features should be so distinct that common customers do not expect them to fulfill<br />Niche segment should be sufficiently profitable & having growth potential<br />The firm should be able to create loyalty of customers on the basis of acknowledged superiority to serve them. It should also be able to create new niches.<br />
  54. 54. Benefits<br />Firm is protected from competition to the extent that other firms operating in broader markets do not pose competitive rivalry.<br />Customer Loyalty.<br />Prevent new entrants.<br />Cost structures of firms are higher.<br />Differentiators with comparatively lower cost can penetrate in the niche markets.<br />Niche markets turn to be attractive in many cases for the cost leaders and differentiators due to technological development.<br />Drawbacks<br />