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Strategic Management
Strategic management:
is a set of managerial decisions and actions that determines the long run performance of a corporation.
Long run: Depending on industry / It is not a day to day performance nor operational performance.
It includes:
-environmental scanning (both external and internal).
-strategy formulation (strategic or long-range planning).
-strategy implementation
-Evaluation and control.
The study of strategic management, therefore, emphasizes the monitoring and evaluating of external
opportunities and threats in light of a corporation’s
Globalization:
-The integrated internationalization of markets and corporations (removing restrictions and barriers for doing
business around the globe)
-has changed the way modern corporations do business (which led to Interdependence of markets, products,
technology and labors.
Company not only compete nationally but internationally though you are not leaving your domestic
boundaries.
In order to survive then you need to have a competitive edge, a sustainable competitive advantage, you
create a competitive advantage and you sustain it always by innovations and improve it and you align it with
your external environment otherwise you’ll be out of business.
Example; Sony imitate but innovate & upgrade (Differentiate your product in the market)
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Innovation: Creativity + Implementation
Is the implementation of potential innovations that truly drives businesses to be remarkable. i.e. if you didn’t put
a product in the market so u didn’t innovate/ you can reach a certain type of competitive advantage.
Sustainability: refers to the use of business practices to manage the triple bottom line impact of
sustainability:
The triple bottom line involves:
1.the management of traditional profit/loss. (Economic to still viable)
2.the management of the company’s social responsibility. (CSR)
3.the management of its environmental responsibility. (Green Management)
Learning organization: an organization skilled at creating, acquiring and transferring knowledge and at
modifying its behavior to reflect new knowledge and insights.
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Basic Model of Strategic Management Process
1) Environmental scanning: the monitoring, evaluating and disseminating of information from the external and
internal environments to key people within the organization (SWOT)
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What is the most important thing you do assessment for in an organization:
1. Capabilities = Resources + Competencies
Capabilities: Internal environment (Resources, Strengths, Weaknesses).
2. Culture: The stronger the culture, the more resistant to changes/corporate culture.
3. Structure (the decision making plot either observable or not, follow of authority)/ Power structure.
outcome: strengths and weaknesses (every analysis and assessment We’re looking for strengths and
Weaknesses)
2) Strategy formulation: process of investigation, analysis and decision making that provides the company with
the criteria for attaining a competitive advantage.
-includes defining the competitive advantages of the business (Strategy), crafting the corporate mission,
specifying achievable objectives and setting policy guidelines.
3) Strategy implementation: a process by which strategies and policies are put into action through the
development of programs, budgets and procedures.
4) Evaluation and control: a process in which corporate activities and performance results are monitored so that
actual performance can be compared with desired performance. (KPIs)
(What to Control/ time of control/ standards/ corrective measures).
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Lecture 2
Hierarchy of Strategy
Cumulative Changes
5) Threat of Change of Ownership.(Merge)
6) Strategic Inflection Point:
a major change takes place due to in due to the introduction of new
technologies, a different regulatory environment, a change in
customers’ values, or a change in what customers prefer SIP
Drift FLUX
What Makes a Decision Strategic?
deal with the long-term future of an entire organization Time
and have three characteristics:
1) Rare: (In Content & In Time) Strategic decisions are unusual and typically have no precedent to follow.
2) Consequential: Strategic decisions commit substantial resources and demand a great deal of commitment
from people at all levels.
3) Directive: Strategic decisions set precedents for lesser decisions and future actions throughout an
organization.
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Strategic decision planning process:
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Chapter 2
Corporate Governance
Corporation: a mechanism established to allow different parties to contribute capital, expertise and
labor for their mutual benefit.
The corporation is governed by the board of directors that oversees top management with the
concurrence of the shareholders.
Board of Directors’ Continuum
بصمجى محفذ
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Chapter 4
Environmental Scanning & Industry Analysis
Some important Variables in the Societal Environment:
**GDP: Gross Domestic Product Whatever produced in Egypt whether Egyptian or foreign.
**GNP: Gross National Product Whatever is produced by Egyptian Nationals.
**Disposable Income the income that you are taking home for spending.
**Discretionary Income income available for saving.
**Anti-trust law قانون منع األحتكار
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Scanning External Environment
Legal Action
Competition
Ezz Steel
Monopoly
After scanning the external environment the company want to check the impact different factors on the
company (Probability Impact Matrix tool can be used)
Accordingly, each issue based on its impact and probability of occurrence has priority to deal with, when an
issue has high impact and high probability of occurrence it become a strategic factor affecting.
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Lecture 3
Industry Analysis
1) Porter 5 forces:
We consider it as 6 but we can plot Labor Union in (Supplier) and Government in (Suppliers or buyers).
If any of these forces has been ↑increased; it is considered as a threat; i.e. the industry is not attractive.
If these forces decreased or weak; the industry is considered as an opportunity & the industry is attractive.
The more the barriers to entry is high ↑ the less threat of new Entrants ↓
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II) Rivalry among Existing Firms (Head to Head Competition)
IV) Bargaining power of buyers. (The buyers want lower price & high quality)
El Salab has high bargaining power over Cleopatra because he has also Royal ceramic; i.e. so whenever
the buyer has the ability of know-how and finance to integrate backward and be my competitor, so am as
a supplier has high bargaining power.
Vice Versa; Cleopatra has a retailer and is supplier to EL-Salab has a high bargaining power.
-Ability of buyers to force prices down, bargain for higher quality and play competitors against each other
-Large purchases, backward integration, alternative suppliers, low cost to change suppliers, product represents a
high percentage of buyer’s cost, buyer earns low profits, product is unimportant to buyer
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Forward and backward Vertical Integration:
Salab is distributor made backward vertical integration and became manufacturer for Royal Ceramic , Abo el
Einen is a ceramic manufacturer and did forward vertical integration and distributed his products in his own show
rooms.
This tool is used to analyze the company position and the forces that affect it
V) Bargaining power of suppliers. (The supplier want to buy at higher price with higher margin of profit)
-Buyers affect an industry through their ability to force down prices, bargain for higher quality or more services
and play competitors against each other.
A buyer or a group of buyers is powerful if some of the following factors hold true:
-Industry is dominated by a few companies
-Unique product or service.
-Substitutes are not readily available.
-Ability to forward integrate.
-Unimportance of product or service to the industry
The VALUE NETWORK: (how you are connected to suppliers & distributers & customers to add value to customers.)
-E.g. Samsung & Apple; Samsung is a supplier of apple, They are Customers, Competitors, Complimentary with
each others.
2) Industry Classification:
1) Fragmented industry: no firm has a large market share and each firm only serves a small piece of the total
market in competition with other firms (many players) البقالة
2) Consolidated industry: domination by a few large firms, each struggles to differentiate products from its
competition (few players) األسمنت
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5) Multi-domestic industries: specific to each country or group of countries (Customization)
i.e. product distributed according to specific need.
6) Global industries: operate worldwide with multinational companies making only small adjustments for
country-specific circumstances (Standardization)
i.e. Same product sold everywhere.
7) Regional industries: multinational companies primarily coordinate their activities within regions
Low rivalry: Low rivalry: Increasing rivalry: Stronger buyers: Extreme rivalry
High differentiation High Growth & Slower Growth & low Growth &
weak buyers some exits standard products
managerial &
financial strength
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4) Comparative Industry Analysis: (plotting Porter 5 forces on a RADAR plot)
Objectives:
1) Comparison for attractiveness between 2 industries.
2) Comparing same industry over time. i,e. forecasting the future.
If the high in the middle, the smaller the surface,
the unattractive industry.
I’ve to define where exactly is the high.
5) Types of Industry:
1) Monopolistic
2) Oligopolistic
3) Perfectly Competitive
4) Hyper competitive Industry; they are characterized by:
-Short life cycle.
-Market leader of today is not the market leader of tomorrow.
there are a lot of turbulence & disturbances.
Market stability is threatened by short product life cycles,
short product design cycles, new technologies, Strategic
frequent entry by unexpected outsiders, Gap/
repositioning by incumbents and tactical redefinitions Opportunity
of market boundaries as diverse industries merge.
7) Market Segments:
You segment the market according to age, gender,…
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8) Strategic Types (Miles & Snow typology):
1) Defender: (BIC)
-focus on improving efficiency
-Most of the firms follow this type; i.e. they are defending their Market share.
when you’ve stable environment so you can reach both
4) Reactors:
-lack a consistent strategy-structure-culture relationship.
-No Clear Strategic line; they are waiting their competitors to act in order to react.
9) Strategic Canvas:
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Lecture 4
10) Industry Matrix
N.B: they are all internal Factors; I can control it / the average is 3.
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Competitive intelligence:
-a formal program of gathering information on a company’s competitors
-also called business intelligence
3) Demand Conditions:
There must be a strong home market demand for the product or service. This determines how industries perceive
and respond to buyer needs and creates the pressure to innovate. A compliant domestic market is a disadvantage
because it does not force the industry to become innovative and excellent.
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Industry Analysis for the Public Sector: 3 different types of public sector Organization:
1) Organization with policy making aims and no products or services. الحكومة
2) Organization implementing.
3) Organization with products & Services with or without competitors.
Cross impact
analysis
1) Extrapolation: assuming that same condition now will be the same conditions of the future.
2) Brainstorming: get some people, raise the problem, everyone say his/her opinion.
Rules: 1) quantity is more important than quality i.e. the more ideas you generate, the better it is.
2) No body owns the idea.
3) Delphi technique: to circulate the idea anonymously among ppl, and everyone is perfecting the idea, adding
to the idea until you reach consensus.
4) Statistical Modeling: Cause & Effect.
5) Prediction Markets. (e.g. Crops)
6) Expert Opinion.
7) Cross impact analysis: a change in one thing will lead to a change reaction. (e.g. currency fluctuation)
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Synthesis of External Factors—EFAS
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Chapter 5
Internal Scanning: Organizational Analysis
Organizational analysis: concerned with identifying and developing an organization’s resources and
competencies
Resources:
-an organization’s assets and are thus the basic building blocks of the organization.
-tangible, intangible
Capabilities:
-refer to a corporation’s ability to exploit its resources.
-consist of business processes and routines that manage the interaction among resources to turn inputs into
outputs
Core competency:
-a collection of competencies that cross divisional boundaries, is wide-spread throughout the corporation and is
something the corporation does exceedingly well
I might have a core competency same as my competitors
I might have or not have a distinctive competency
-Distinctive competency:
core competencies that are superior to those of the competition
I’ve to distinguish my core competency than others I must have a core competency
Distinctive competency (I’ve competency better than my competitor / I’ve a competitive edge) e.g. Aldi
If my competitors had the same distinctive competency, I’ve to make sustainability.
Durability
Sustainability
Imitability transparency/ Transferable / Replicability
e.g. ZARA
VRIO framework:
1) Value: Does it provide customer value and competitive advantage?
2) Rareness: Do no other competitors possess it?
3) Imitability: Is it costly for others to imitate?
4) Organization: Is the firm organized to exploit the resource? األستغالل
VRINE
5) non-substitutable
6) Exploitable
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Determining the Sustainability of an Advantage
-Durability: the rate at which a firm’s underlying resources, capabilities or core competencies depreciate or
become obsolete
-Imitability: the rate at which a firm’s underlying resources, capabilities or core competencies can be duplicated
by others
-Transparency: the speed at which other firms under the relationship of resources and capabilities support a
successful strategy
-Transferability: the ability of competitors to gather the resources and capabilities necessary to support a
competitive challenge
-Replicability: the ability of competitors to use duplicated resources and capabilities to imitate the other firm’s
success
Explicit knowledge: knowledge that can be easily articulated and communicated (published to everyone)
Tacit knowledge: knowledge that is not easily communicated because it is deeply rooted in employee
experience or in the company’s culture (published to employee but not outside)
Business Models
Business model:
-a company’s method for making money in the current business environment.
-includes the key structural and operational characteristics of a firm—how it earns revenue and makes a profit.
You can adapt and NOT Adopt business model of another company to the external environment of your
company (you cannot copy & paste)
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Lecture 5
Value Chain Analysis
Value chain: a linked set of value-creating activities that begin with basic raw materials coming from suppliers,
moving on to a series of value-added activities involved in producing and marketing a product or service and
ending with distributors getting the final goods into the hands of the ultimate consumer. (product value chain)
I ‘ve to identify my location in the Value chain & either I’ll make backward or forward Vertical
Integration.
I want to
increase the
Vertical Profit Margin
Linkage
Economies of Scope: ( اقتصاديات النطاقyou’ve several product lines sharing the same resources)
Strategic
Conglomerate
Business Units
What is important is: whether the Culture is strong or not? / Analysis: Strategy-cultural compatibility.
whether you want to change culture or the strategy?
-Cultural intensity: the degree of which members of a unit accept the norms, values and other cultural content
associated with the unit (shows the culture’s depth)تقبل الثقافة
-Cultural integration: the extent of which units throughout the organization share a common culture
(culture’s breadth) على المستوى الجغرافى زى بعض/ التوحيد و النور فى القاهرة و األسكنرية
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Strategic Marketing Issues:
1) Market position- refers to the selection of specific areas for marketing concentration and can be expressed in
terms of market, product and geographic locations
2) Marketing Mix- the particular combination of key variables under a corporation’s control that can be used to
affect demand and to gain competitive advantage
3) Product life cycle: a graph showing time plotted against the sales of a product as it moves from introduction
through growth and maturity to decline.
4) Brand: a name given to a company’s product which identifies that item in the mind of the consumer
5) Corporate reputation: a widely held perception of a company by the general public (how the stakeholders
perceive us)
1) Financial leverage: 1) ratio of total debt to total assets / 2) describes how debt is used to increase earnings
available to common shareholders
2) Capital budgeting: 1) the analyzing and ranking of possible investments in fixed assets in terms of additional
outlays and receipts that will result from each investment.
1) R&D intensity: spending on R&D as a percentage of sales revenue / principal means of gaining market share
in global competition
2) Technology transfer: the process of taking new technology from the laboratory to the marketplace
R&D Mix:
2) Product R&D: concentrates on marketing and is concerned with product or product packaging improvements
(differentiation)
3) Engineering R&D: concerned with engineering, concentrating on quality control and the development of
design specifications and improved production equipment (decrease cost)
4G
(as a technology become mature, I’ve to introduce another one
while the current technology still current)
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Strategic Operations Issues:
-Intermittent systems: item is normally processed sequentially, but the work and sequence of the process vary.
(بخلص حاجة و ابدأ فى اللى بعدها..... زى السمكرة و الدوكو
-Continuous systems: work is laid out in lines on which products can be continuously assembled or processed
-Operating leverage: impact of a specific change in sales volume on net operation income
Experience curve: unit production costs decline by some fixed percentage each time the total accumulated
volume of production units doubles
Cumulative Experience
Strategic HR Issues:
Increasing Use of Teams
-Autonomous (self-managed):a group of people work together
without a supervisor to plan, coordinate and evaluate their work
Cost
compare notes constantly to design cost-effective products
with features customers want
Quality of Work Life and Human Diversity: (balance between personal needs & work needs)
Quality of work life includes improvements in:
-Introducing participative problem solving.
-Restructuring work.
-Introducing innovative reward systems.
-Improving the work environment
Human diversity:
-the mix in the workplace of people from different races, cultures and backgrounds.
-provides a competitive advantage / diversity of religious, gender, age, culture.
-Supply chain management: the forming of networks for sourcing raw materials, manufacturing products or
creating services, storing and distributing the goods and delivering them to customers and consumers
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Internal Factor Analysis Summary (IFAS):
-if the weight > 1.00, so we’ve to reweight & never ever change the Rate.
-The total weighted score indicates strategic position and SWOT analysis.
TOWS Matrix;
Black Box
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Lecture 6
Chapter 7
Strategy Formulation: Corporate Strategy
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Corporate Strategy:
1) Directional Corporate Strategy: the firm’s overall orientation toward growth, stability or retrenchment.
-applied to any size of organizations whether it is one product/ one market (Single BU) or multiple product /
multiple markets (Multiple Business Organization).
2) Parenting Corporate Strategy: the manner in which management coordinates activities and transfers
resources and cultivates capabilities among product lines and business units.
-apply only on Multiple Business Organization i.e. related to the relationship between corporate parent and the
business unit whether it is achieved synergy or alignment also it increases or destroy the value of Business unit
3) Portfolio Corporate Strategy: industries or markets in which the firm competes through its products and
business units.
-apply only on Multiple Business Organization i.e. as if you’ve a portfolio monetary assets sell something
get money from it but this money in another unit (Distribution of cash among the units).
2. Licensing: Under a licensing agreement, the licensing firm grants rights to another firm in the host country to
produce and/or sell a product. This is an especially useful strategy if the trademark or brand name is well known,
but the company does not have sufficient funds to finance its entering the country directly
3. Franchising: Under a franchising agreement, the franchiser grants rights to another company to open a retail
store using the franchiser’s name and operating system. Franchising provides an opportunity for a firm to
establish a presence in countries where the population or per capita spending is not sufficient for a major
expansion effort.
4. Joint Ventures: Forming a joint venture between a foreign corporation and a domestic company is the most
popular strategy used to enter a new country. Companies often form joint ventures to combine the resources
and expertise needed to develop new products or technologies. A quick method of obtaining local management,
it also reduces the risks of expropriation and harassment by host country officials. A joint venture may also
enable a firm to enter a country that restricts foreign ownership. (India & Carreffour)
5. Acquisitions: A relatively quick way to move into an international area is through acquisitions— purchasing
another company already operating in that area. Synergistic benefits can result if the company acquires a firm
with strong complementary product lines and a good distribution network.
6. Green-Field Development: If a company doesn’t want to purchase another company’s problems along with its
assets, it may choose green-field development and build its own manufacturing plant and distribution system.
Research indicates that firms possessing high levels of technology, multinational experience, and diverse
product lines prefer green-field development to acquisitions (Nissan Honda BMW)
7. Production Sharing: process of combining the higher labor skills and technology available in developed
countries with the lower-cost labor available in developing countries. Often called outsourcing
8. Turnkey Operations: are typically contracts for the construction of operating facilities in exchange for a fee.
9. BOT Concept: (Build, Operate, Transfer) concept is a variation of the turnkey operation. Instead of turning
the facility (usually a power plant or toll road) over to the host country when completed, the company operates
the facility for a fixed period of time during which it earns back its investment plus a profit. It then turns the
facility over to the government at little or no cost to the host country
10.Management Contracts: A large corporation operating throughout the world is likely to have a large amount
of management talent at its disposal. Management contracts offer a means through which a corporation can use
some of its personnel to assist a firm in a host country for a specified fee and period of time.
(Management fees / Incentive fees)
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2) Portfolio Corporate Strategy:
1) BCG Matrix: (based on the PLC theory) (depends on Relative Market Share & industry growth)
we introduce New Product in a Growing Market.
Assumption:
1. Based on industry Growth rate increase
2.Company market share
In a growing Market
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2) GE Matrix: (Complicated)
Includes 9 cells based on long-term industry
attractiveness and business strength competitive
position,
Stars Winners
Cash Cow Product Producer (Market leader in unattractive Market)
Dogs Losers
In the middle case by case.
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3) Parenting Corporate Strategy:
Summary
2) Portfolio Corporate Strategy: 3) Parenting Corporate Strategy:
1) BCG Matrix 2) GE Matrix: 3) International **Parenting Fit Matrix:
Portfolio Matrix:
Business Strategy:
focuses on improving the competitive position of a company’s or business unit’s products or services within the
specific industry or market segment that the company or business unit serves
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1) Competitive Business Strategy:
i) Porter’s Generic Competitive Strategy ii) The Strategy Clock:
(based on cost) (based on price)
Through VRIO
Geographically
-Lower cost: produce same product of competitors 1) No frills: (Extras) very basic product with low price.
at lower cost, if you achieve lower cost , you can sell 2) Low Price: Price for Value
at same price of competitors and enjoy higher profit 3) Hybrid**:
or you can sell at lower price and compete on base 4) Differentiation: Higher price for higher perceived
of price quality product
5) Focused Differentiation:
-Differentiation: same product of competitors but
6,7,8)Strategies destined for Ultimate future:
your product is perceived as better or higher quality
( it might be better or not it’s a matter of perception)
Unless you are monopolistic or there is a collusion.
1.the customer will buy your product at same price 6) e.g. FMCGs Collusion
of competitor 7) e.g. Cigarettes Same Quality at higher price
Monopoly
2.Customer buys your product at higher price with
8) e.g. Electricity & water Higher Quality/Higher Price
price premium justified
Monopoly
(e.g. Value Creation concept)
** Hybrid:
-If you’re targeting mass market the strategy will be - low cost product invested in R&D to increase the quality of
this product, so you’re starting to sell it at a higher price.
cost leadership,
-High Quality product with lower priced than competitors.
if you’re targeting narrow market it’ll be called cost
-selling low price product at higher quality than
Focus
competitors.
-The company then have to choose strategy either
compete on base of cost or on the base of Example: TOYOTA
differentiation, some companies get stucked in the Route 1 : 1960s; introducing low cost/low added value car
middle and other calls it best cost provider. in Europe
Route 2 : 1970s and early 1980s, improved quality,
-Hybrid: combing low cost + differentiation. equivalent to European competitors, however sold cheaper.
Route 3 : late 1980s competitively priced cars, better
quality than their competitors
Route 4 : mid 1990s differentiated products by providing
extra features. However by 2000 competitors catched up
Route 5 : Toyota’s Lexus model
Route 8 : Nissan controlling share bought by Renault which
developed the products, and made Nissan successful again.
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Requirements of Generic Competitive Strategies
Generic Strategy Commonly required skills and resources Common Organizational requirements
Overall Cost Sustained capital investment and Tight cost control
Leadership access to capital Frequent, detailed control reports
Process engineering skills (R&D) Structured organization and
Intense supervision of labor responsibilities
Products design for ease of Incentives based on meeting strict
manufacture quantitative targets.
low cost distribution system
Differentiation Strong marketing abilities Strong coordination among
Product engineering functions in R&D (P&B), product
Creative flair development and marketing.
Strong capability in Basic research Subjective measurement and
Corporate reputation for quality incentives instead of quantitative
Long tradition in the industry measures.
Strong cooperation from channels Amenities to attract highly skilled
labor, scientist, or creative people.
Focus Combination of the above policies Combination of the above policies
directed at the particular strategic directed at the particular strategic
target. target.
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The Toyota and Honda auto companies are often presented as examples of successful firms able to achieve both of these
generic competitive strategies. Thanks to advances in technology, a company may be able to design quality into a product or
service in such a way that it can achieve both high quality and high market share—thus lowering costs.
(Eight Dimensions of Quality)
1. Performance : operating characteristics
2. Features : supplement to basic functions
3. Reliability: no need for significant repair
4. Conformance: meeting standards
5. Durability: number of years of service
6. Serviceability: ease of repair
7. Aesthetics: how the product looks, feels, sounds, tastes, smells
8. Perceived Quality: overall reputation
i) Collusion
It is the active cooperation of firms within an industry to reduce output and raise prices in order to get around
the normal economic law of supply and demand. Collusion may be explicit, in which firms cooperate through
direct communication and negotiation, or tacit, in which firms cooperate indirectly through an informal system
of signals.
Companies or Business Units may form a strategic alliance for a number of reasons including;
1) To obtain technology and/or manufacturing capabilities;
2) To obtain access to specific markets;
3) To reduce financial risks
4) To reduce political risks
5) To achieve or ensure competitive advantage.
Strategic Alliances
Mutual Service Consortia Joint Venture Licensing Agreement Value chain Partnership
Is a partnership of similar Is a cooperative business Is an agreement in which is a strong and close
companies in similar activity, formed by two or the licensing firm grants alliance in which one
industries who pool their more separate rights to another firm in company or unit forms a
resources to gain a benefit organizations for strategic another country or market long term arrangement
that is too expensive to purposes, that creates an to produce and/or sell a with a key supplier or
develop alone, such as independent business product. The licensee pays distributor for mutual
entity and allocates
access to advanced compensation to the advantage.
ownership, operational
technology. licensing firm in return for
responsibility, and financial
risks and rewards to each technical expertise.
member, while preserving
their separate identity.
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Acquisition
Benefit acquisition:
once acquisition occurs the next minute you’re in the market
Problems of Acquisitions:
-Integration difficulties: Mercedes-Benz & Chrysler demerge for technical issue due to difference between
American and German cultures
-General Motors acquired Fiat for gaining the knowhow of small cars , once they had it a de-merge occurred
-Too much diversification: managers are unable to control much diversified business
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Chapter 8
Strategy Formulation: Functional Strategy & Strategic Choice
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-Outsourcing: -purchasing from someone else a product or service that had been previously provided internally.
(Making Stop Making Buying)
Role: Never Ever outsource activities that contributes to your core competitive advantages.
-Outsource only Marginal Activities.
In-House
Strategies to Avoid:
1) follow the leader.
2) Hit another Home Run. عايز تكسب بسرعة
3) Arms Race.
4) Do everything.
5) Losing Hands
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Lecture 8
Analytical tools
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1) Internal-External (IE) Matrix: 2) Grand Strategy Matrix:
Star
??
Cash Cow
Dog
No vertical Integration
as it costs money
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Chapter 9
Strategy Implementation: Organizing for Action
Strategy implementation: the sum total of all activities and choices required for the execution of a strategic plan
Late movers: may be able to imitate the 1) Frontal assault: Head to Head Competition
technological advances of others, keep risks down by 2) Flanking maneuver: finding a Gap in pdt/MKTواضرب
waiting until a new technological standard or market 3) Bypass attack: Make your product obsolete
is established and take advantage of the first mover’s (unpredictable) شد السجادة من تحتيه
natural inclination to ignore market segments (learn 4) Encirclement: beating your competitor at all level
(ALL Market/Pdt) الحصار
from first Mover/ don’t repeat errors of first mover
5) Guerilla warfare: Hit & run (unexpected) اهجم و اجرى
/follow)
Defensive tactic: usually takes place in the firm’s
own current market position as a defense against
possible attack by a rival.
-Increase expected retaliation
-Lower the inducement for attack
-Raise structural barriers
(long term agreement/high differentiated product/
low price/ low cost/loyalty program)
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Synergy: exists for a divisional corporation if the return on investment is greater than what the return would be
if each division were an independent business
Forms of Synergy:
Shared know-how
Coordinated strategies
Shared tangible resources
Economies of scale or scope
Pooled negotiating power
New business creation
-Structure Follows Strategy: changes in corporate strategy lead to changes in organizational structure
-Organizational life cycle: describes how organizations grow, develop and decline.
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Chapter 10
Strategy Implementation: Staffing and Directing
Dynamic Analytical
Cautious
industry portfolio
profit planner
expert manager
Turnaround Professional
specialist liquidator
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Chapter 11
Evaluation & Control
Important Notes
Advantages Disadvantages
-Maintaining certain quality specifications -Double investment in the same industry, High
-Less Supplier/buyer bargaining power. Risk.
-Reduce Transportation Cost. -Mobility risk to move to other industries (locked-
-Secured distribution channels. up in the industry).
-Improved Supply Chain Coordination. -Reducing manufacturing flexibility; less flexibility
-Blocking competitors from scarce raw in meeting different customer demands (If it
material/resources (high entry barrier as well to needs significant in-house development).
new entrants). -Need different skills, capabilities and
-Gaining more experience (Know-how). competencies
-More opportunities to supply other
manufacturers in case I integrated backwards or
other buyers in case I integrated forward
Advantages Disadvantages
-New Market/industry (opportunities) -Needs good management skills to manage
-New experience. unrelated industries.
-Cash inflow to other business units in need. -Not an expert in the industry (know-how).
-Not risking all capital towards one business -High Risk.
scheme -Lack of synergy between this diversified business
unit and the rest.
-Current experienced company personnel are
experts in current industry and not in the new
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