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STRATEGIC PLANNING
CONCEPTS
VISION
1. PRODUCT / MARKET
2. TERRITORY / GEOGRAPHY
VISION vs. MISSION
A strategic vision A mission statement
concerns a firm’s future focuses on current
business path -- “where business activities -- “who
we are going” we are and what we do”
–Markets to be pursued –Current product and
service offerings
–Future technology-
product-customer focus –Customer needs being
served
–Kind of company that
management is –Technological and business
trying to create capabilities
MICROSOFT’S
VISION/MISSION
- Technology
- Services
- Customer Centricity
- Globalization
Example of Vision & Mission
Intel
Eastman Kodak
We are in the picture business.
Wit Capital
(an Internet startup company)
Otis Elevator
Our mission is to provide any customer a means
of moving people and things up, down, and
sideways over short distances with higher
reliability than any similar enterprise in the world.
Avis Rent-a-Car
Our business is renting cars. Our mission is total
customer satisfaction.
Setting Goals & Objectives
Second Task of Strategic Management
OBJECTIVES
– Conduct operations
– Compete successfully
Two-Way Influence
Two-Way Influence
Two-Way Influence
Operating
Operating Strategies
Mgrs
Levels of Strategy-Making in
a Single-Business Company
Two-Way Influence
Two-Way Influence
Operating
Operating Strategies
Managers
Networking of Missions,
Goals/Objectives, and Strategies
Level 1 Corporate-wide
Strategic
Corporate
Level
Corporate
Level
Corporate- Vision Goals/Objs Strategy
Level
Managers Two-Way Influence Two-Way Influence Two-Way Influence
A distinctive competence
Represents a competitively #1
valuable capability rivals do not have
– Benchmarking
The Concept of a
Company Value Chain
A company’s business consists of all activities
undertaken in designing, producing, marketing,
delivering, and supporting its product or service
A company’s value chain consists of a linked set of
value-creating activities performed internally
The value chain contains two types of activities
– Primary activities -- where most of the value
for customers is created
– Support activities -- facilitate performance of the
primary activities
Characteristics of
Value Chain Analysis
Combined costs of all activities in a company’s
value chain define the company’s internal cost
structure
Compares a firm’s costs activity
by activity against costs of key rivals
– From raw materials purchase to
– Price paid by ultimate customer
Pinpoints which internal activities are a source of
cost advantage or disadvantage
Representative
Company Value Chain
Representative Value Chain for an
Entire Industry
The Value Chain System
for an Entire Industry
Assessing a company’s cost competitiveness involves
comparing costs all along the industry’s value chain
Suppliers’ value chains are relevant because
– Costs, quality, and performance of inputs provided by
suppliers influence a firm’s own costs and product
performance
Forward channel allies’ value chains are relevant
because
– Forward channel allies’ costs and margins are part of
price paid by ultimate end-user
– Activities performed affect end-user satisfaction
Example: Key Value Chain Activities
Pulp & Paper Industry
Timber farming
Logging
Pulp mills
Papermaking
Example: Key Value Chain Activities
Home Appliance Industry
Programming
Disk loading
Marketing
Distribution
Activity-Based Costing: A Key
Tool in Analyzing Costs
Determining whether a company’s costs are in
line with those of rivals requires
– Measuring how a company’s costs compare with those
of rivals activity-by-activity
Requires having accounting data that measures
the cost of each value chain activity
Activity-based accounting systems
provide data for determining costs
for each relevant value chain activity
Benchmarking Costs of
Key Value Chain Activities
Focuses on cross-company comparisons of how
certain activities are performed and the costs
associated with these activities
– Purchase of materials
– Payment of suppliers
– Management of inventories
– Getting new products to market
– Performance of quality control
– Filling and shipping of customer orders
– Training of employees
– Processing of payrolls
Objectives of Benchmarking
Determine whether a company is performing particular
value chain activities efficiently by studying practices and
procedures used by other companies
Understand the best practices in performing
an activity -- learn what is the “best” way
to do a particular activity from those
demonstrating they are “best-in-world”
Assess if company’s costs in performing particular value
chain activities are in line with competitors
Learn how other firms achieve lower costs
Take action to improve company’s cost competitiveness
INDUSTRY
ANALYSIS
Environmental Components
Industry’s Dominant Economic Traits
Product innovation
Market size and growth
rate Degree of product
Position in life cycle differentiation
Number of rivals
Scope of competitive
Buyer needs and rivalry
requirements
Production capacity Economies of scale
Pace of technological
change
Experience and learning-
Prevalence of vertical
curve effects
integration Industry profitability
5 Forces Model of Competition
Industry Driving Forces
Internet and e-commerce opportunities
Increasing globalization of industry
Changes in long-term industry growth rate
Changes in who buys the product and how
they use it
Product innovation
Technological change/process innovation
Marketing innovation
Industry Driving Forces
Entry or exit of major firms
Diffusion of technical knowledge
Changes in cost and efficiency
Market shift from standardized to differentiated
products (or vice versa)
Changes in degree of uncertainty and risk
Regulatory policies / government legislation
Changing societal concerns, attitudes, and
lifestyles
What Are the Key Factors for
Competitive Success?
Competitive factors most affecting every
industry member’s ability to prosper
– Specific strategy elements
– Product attributes
– Resources
– Competencies
– Competitive capabilities
KSFs spell the difference between
– Profit and loss
– Competitive success or failure
Example: KSFs for Beer Industry
Full utilization of brewing capacity -- to
keep manufacturing costs low
Strong network of wholesale distributors --
to gain access to retail outlets
Clever advertising -- to induce beer
drinkers to buy a particular brand
Example: KSFs for Apparel
Manufacturing Industry
Appealing designs and
color combinations -- to
create buyer appeal
Low-cost manufacturing
efficiency -- to keep
selling prices
competitive
COMPETITOR
ANALYSIS
What Are the Market Positions of
Industry Rivals?
One technique for revealing the different
competitive positions of industry rivals is
strategic group mapping
A strategic group
consists of those
rivals with similar
competitive approaches
in an industry
Strategic Group Mapping
Firms in same strategic group have two or more
competitive characteristics in common
– Have comparable product line breadth
– Sell in same price/quality range
– Emphasize same distribution channels
– Use same product attributes to appeal to similar types
of buyers
– Use identical technological approaches
– Offer buyers similar services
– Cover same geographic areas
Example: Strategic Group Map
of Selected Retail Chains
Assessing a Company’s Competitive
Strength vs. Key Rivals
1. List industry key success factors and other relevant
measures of competitive strength
2. Rate firm and key rivals on each factor using rating scale
of 1 to 10 (1 = very weak; 5 = average; 10 = very strong)
3. Decide whether to use a weighted or unweighted rating
system (a weighted system is usually superior because the
chosen strength measures are unlikely to be equally
important)
4. Sum individual ratings to get an overall measure of
competitive strength for each rival
5. Based on the overall strength ratings, determine overall
competitive position of firm
Strategy and Competitive Advantage
Competitive advantage exists when a firm’s
strategy gives it an edge in
– Attracting customers and
– Defending against competitive forces
Key to Gaining a Competitive Advantage
Convince customers firm’s product / service
offers superior value
– A good product at a low price
– A superior product worth paying more for
– A best-value product
5 Generic Competitive Strategies
Menu of Strategy Options
for Winning in the Marketplace