SM - Acel Session-03

Amity Center for eLearning
Strategic Management
Dr R.Shankar
Copyright © Amity University

1
Global Considerations
Impact Virtually All
Strategic Decisions
Should
Should II
Should
Should we
we learn
learn aa foreign
foreign
import?
import? language?
language?
Will
Will NAFTA
NAFTA Should
Should we
we
affect
affect our
our firm?
firm? export?
export?

Information Technology Has Become

A Vital Strategic Management Tool
Should
Should we
we
Should
Should we
we set
set upgrade
upgrade our
our
up
up aa Web
Web site?
site? PCs?
PCs?
Should
Should wewe buy
buy
Should
Should we
we our
our sales
sales staff
staff
outsource
outsource MIS?
MIS? laptops?
laptops?

Preserving the Natural

Environment is an Important
Strategic Issue
Is
Is our
our firm
firm Should
Should wewe
environmentally
environmentally burn
burn low-sulfur
low-sulfur
friendly?
friendly? coal?
coal?
Should Will
Will Congress
Congress
Should we
we
recycle? pass
pass tougher
tougher
recycle?
laws?
laws?

TT
heheSS
tag esesanan
tag ddAA
ctiv
ctivities
itiesininthth
eeSS
trateg
trategicicM
Mananagagemenen
em ttPP
rorocess
cess
Stages Activities
Strategy Conduct Integrate Make
formulation research intuition with decisions
analysis
Strategy Establish Devise Allocate

implementation annual policies resources
objectives
Review internal Measure Take

Strategy and external performance
evaluation corrective
factors action
The
The Basis
Basis for
for Good
Good
Strategic
Strategic Decisions
Decisions
Intuition + Analysis
Effective Strategic Decisions

TTen
enKK
ey
eyEExxtern
ternalalFFoorces
rces
Competitive
Economic Technological
Social Governmental
Cultural Political
Demographic Environmental
Legal
FFoouurteen
rteenKK
ey
eyInIntern
ternalalFFoorces
rces
Management
Marketing Manufacturing
Research & Production/

Development Operations
Purchasing Distribution
Key
Key Internal
Internal Forces (cont.)
ForcesAmity
(cont.)
Center for eLearning
Finance/Accounting
Packaging Promotion
Human Employee/
Resource Manager
Management Relations
Computer
Vendor Information
Relations Systems
Keys to Formulating Strategies
Business
Business Mission
Mission
External Internal
Internal
External
Opportunities Strengths
Strengthsand
and
Opportunities
and Weaknesses
andThreats
Threats Weaknesses
Strategy
Strategy Formulation
Formulation
A
A Comprehensive
Comprehensive Strategic
Management Model
Model
Feedback Amity Center for eLearning
Perform
Perform
External
External
Audit
Audit
Generate,
Generate,
Establish
Establish Establish
Establish Measure
Measure
Develop
Develop Evaluate,
Evaluate,
Long-
Long- Policies
Policiesand
and Allocate
Allocate and
and
Mission
Mission and
and
term
term Annual
Annual Resources
Resources Evaluate
Evaluate
Statement
Statement Select
Select
Objectives
Objectives Objectives
Objectives Performance
Performance
Strategies
Strategies
Perform
Perform
Internal
Internal
Audit
Audit
Strategy Formulation ©1999 Prentice Hall Strategy Implementation Strategy Evaluation

Benefits
Benefits of
of
Strategic
Management
- Improved Communication - Greater Productivity

- Increased Understanding - More Effective Strategies
- Enhanced Commitment - Higher Productivity
- Allow Firm to Influence, Initiate, and Anticipate
- Be Proactive Rather Than Reactive
The
The Communications
Communications Benefits
Benefits of
of
Engaging
Engaging In
In Strategic
Management
Managersfromallfunctional areaslistenand
discusstheirviewsinstrategicmanagement
meetings. Thisinteractionyieldslearning,
appreciation, andunderstandingamongmanagers
whootherwisedonotcommunicatewitheach
other

PPoorter’s
rter’sGG
eneneric
ericSStrateg
trategies
iesDD
efin
efineded
Cost Leadership
A Strategy Aimed at Producing Standardized
Products at Low Per-Unit Cost for Consumers
Who are Price-Sensitive
Differentiation
A Strategy Aimed at Producing Products and
Services Considered Unique Industrywide
and Directed at Consumers Who are
Relatively Price-Insensitive

Porter’s
Porter’s Generic
Generic Strategies
Strategies (cont.)
(cont.)
Focus
A Strategy Aimed at Producing Products and
Services That Fulfill the Needs of Small Groups
of Customers

Why
Why is
is aa Mission
Mission Statement
Statement Important?
Important?
- To Insure Unanimity of Purpose
- To Provide a Basis for Allocating Resources
- To Serve as a Focal Point for Individuals
- To Reconcile Differences Among Stakeholders
- To Resolve Divergent Views Among Managers
- To Arouse Positive Feelings About the Firm
- To Provide a Basis for Goals and Strategies
- To Provide Direction

Vision Versus Mission

Mission
Mission Statement
Statement Vision
Vision Statement
Statement
Answers
Answers the
the Question
Question Answers
Answers the
the Question
Question
“What
“What isis Our
Our “What
“What Do
Do We
We Want
Want
Business?”
Business?” to
to Become?”
Become?”

Components
Components of
of aa Mission
Mission Statement
Statement
Customers
ProductsorServices
Markets
Technology
ConcernforSurvival andGrowth
Philosophy

Self-Concept
Key
Key External
External Forces
Forces
Technological Social
Economic
Competitive Cultural
Legal Political
Governmental Demographic
Environmental
Importance of External
Environment on Firm Behavior
Changes
Changesin
inthe
the Changes Changes
Changesininthe
the
Changesin
in
External
External Consumer Products
Productsand
and
Consumer
Environment
Environment Demand Services
ServicesaaFirm
Firm
Demand
Offers
Offers

RelationshipBetweenKeyExternalForcesandanOrganization
Competitors
Competitors
Suppliers
Suppliers
Creditors
Creditors
Customers
Customers
Economic
EconomicForces
Forces Employees
Employees
Social, Communities
Communities
Social,cultural,
cultural,
demographic, Managers
demographic,and and Managers AN
ANORGANIZATION’S
ORGANIZATION’S
environmental Stockholders
environmentalforces
forces Stockholders OPPORTUNITIES
OPPORTUNITIESAND
AND
Labor
Laborunions
unions THREATS
THREATS
Technological forces
Technological forces Governments
Governments
Competitive forces Trade
Competitive forces Tradeassociations
associations
Special
Specialinterest
interestgroups
groups
Products
Products
Services
Services
Markets
Markets
Natural
Naturalenvironment
environment
KeyQuestionsAboutCompetitors
What
What are
are
Who
Who are
are our
our Competitors’
Competitors’
competitors?
competitors? Objectives?
Objectives?
Where
Where are
are our
our What
What are
are
competitors
competitors Competitors’
Competitors’
located?
located? Strengths?
Strengths?
How
How Vulnerable
Vulnerable
What
What are
are are
are we
we to
to our
our
Competitors’
Competitors’ Competitors’
Competitors’
Weaknesses?
Weaknesses? Strategies?
Strategies?
Porter’s “Five-Forces” Model of Competition

Potential
Potential
development
development
of
ofsubstitute
substitute
products
products
Rivalry
Rivalry
Bargaining among Bargaining
Bargaining
Bargaining among
power competing power
powerof
of
powerofof competing
suppliers firms consumers
consumers
suppliers firms
Potential
Potential
entry
entry
of
ofnew
new
competitors
competitors
ADefinitionofDistinctiveCompetencies
A firm’s strengths that cannot be easily
matched or imitated by competitors

FormulatingStrategiesBasedonKeyInternal Factors
Developing Strategies That Use An

Organization’s Strengths To
Take full Improve an

Reduce the effects
advantage of organization’s
of external threats
external weaknesses
opportunities
The
The Management
Management Functions
Functions
Planning Organizing
Motivating Staffing
Controlling

The Three Levels of Planning Typical Planning

Top Horizon
Management
CEO
President
Vice-Presidents Two to five years
General Managers
Division Managers
Middle Management
Divisional Managers
Product Line Managers Six months to
Department Managers two years
Plant Managers
Lower Management
Functional Managers One week to six
months
Unit Managers
Supervisors
Foreman
Why
Why Are
Are Clear
Clear Objectives Needed?
ObjectivesAmity
Needed?
To Provide Direction To Provide Purpose

To Allow Synergy To Aid in Evaluations
To Establish Priorities To Reduce Uncertainty
To Minimize Conflicts To Stimulate Exertion
To Allocate Resources To Design Jobs
To Motivate Managers & Employees

The TOWS Matrix (Figure 6-3)
STRENGTHS - S WEAKNESSES - W
List strengths List weaknesses
OPPORTUNITIES - O SO STRATEGIES WO STRATEGIES
Use strengths to take Overcome weaknesses

List opportunities advantage of by taking advantage
opportunities of opportunities
THREATS - T ST STRATEGIES WT STRATEGIES
List threats Use strengths to avoid Minimize weaknesses

threats and avoid threats

The
The BCG
BCG Matrix
Matrix
Relative Market Share Position in the Industry
High Medium
Low
1.0 .50 0.0
High +20
Stars (II) Question Marks (I)
Industry
?
Sales
Growth
Rate
(Percent) Medium 0
Cash Cows (III) Dogs (IV)
Low -20

Why
Why Should
Should We
We Begin
Begin of
of Expand
Expand Our
Our Foreign
Foreign
Operations?
Operations? Amity Center for eLearning
95% of the world’s population lives
outside the U.S.
Gain economies of scale
Use excess capacity
Capitalize on lower taxes, wage rates,

inflation
Locate near natural resources
NAFTA., GATT, NATO
English Channel tunnel is completed

Some
Some Attributes
Attributes of
of American Managers
AmericanAmity
Managers
Compared
Compared toto Foreign
Foreign Managers
Managers
- Have a Lower Tolerance for Silence

- Are More Action-Oriented
- Place Greater Emphasis on Short-Term Results
- Use First Names More Quickly in Doing Business
- Place a Higher Priority on Time
- Place More Significance on Material Wealth
- Emphasize Competitiveness and Individualism
More than Modesty, Team Spirit, & Patience

Comparing
Comparing Management
Management Styles
Styles Across
Across
Countries
Countries Amity Center for eLearning
West Germany High Conformity

Switzerland
Spain
Italy
Denmark
Japan
France
Netherlands
India
United States
Great Britain High Individualism
Marketing
Marketing Variables
Variables of
of Central
Central Importance
Importance to
to
Strategy
Strategy Implementation
Implementation
Market Segmentation
The subdividing of a market into distinct subsets of customers
according to need and buying habits.
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 its industry.

Information
Information Technology
Technology Perspective
Perspective --
Three
Three Ways
Ways toto Advertise
Advertise on
on thethe
Internet
Internet
Establish a World
Wide Web Site
Use Newsgroups
Use E-Mail

Financial
Financial Implementation Tools
ImplementationAmity
ToolsCenter for eLearning
Pro Forma Financial Statements

Pro forma (projected) financial statement analysis is a
central strategy-implementation technique because it allows an
organization to examine the expected results of various actions
and approaches
Financial Budgets
A financial budget is a document that details how funds
will be obtained and spent for a specific period of time.

A Strategy-Evaluation Framework
Activity One: Review Underlying Bases of Strategy
Prepare revised Internal Factor Evaluation Prepare revised External Factor
Matrix Matrix
Compare revised versus existing Internal Compare revised versus existing External
Evaluation Matrix Evaluation Matrix
Do significant Yes
differences occur?
Activity
Three:
No
Activity Two: Measure Organizational Performance:

Take
Compare planned versus actual progress toward meeting
stated objectives
Corrective
Do significant Yes
differences occur?
Actions
No
Continue present course

Information Technology Perspective on

How to Change Your Business Location
Using the Internet
1. Establish a World Wide Web Site
2. Join a Cybermall

Measure Organizational Performance

By
By Product
Product
Make
Make
Comparisons By
By Division
Division
Comparisons
to
to Past
Past By
By Department
Department
Periods
Periods and
and By
By Geographic
Geographic Area
Area
to
to Industry
Industry
Averages By
By Salesperson
Salesperson
Averages for for
the
the Company
Company By
By Strategic
Strategic Business
Business
Unit
Unit

Chapter 6
Corporate-Level Strategy

Knowledge Objectives
• Studying this chapter should provide you with the strategic management knowledge needed to:
– Define corporate-level strategy and discuss its importance to the diversified firm.
– Describe the advantages and disadvantages of single- and dominant- business strategies.
– Explain three primary reasons why firms move from single- and dominant-business strategies to more diversified strategies.
– Describe how related diversified firms create value by sharing or transferring core competencies.

Knowledge Objectives (cont’d)

• Studying this chapter should provide you with
the strategic management knowledge needed
to:
 Explain the two ways value can be created with an
unrelated diversification strategy.
 Discuss the incentives and resources that encourage
diversification.
 Describe motives that can encourage managers to
overdiversify a firm.

Amity Center forThe
eLearning
Strategic
Managemen
t Process
Figure 1.1

The Role of Diversification

• Diversification strategies play a major role in the behavior of large firms
• Product diversification concerns:
– The scope of the industries and markets in which the firm competes
– How managers buy, create and sell different businesses to match skills and strengths with opportunities presented to the firm

Two Strategy Levels

• Business-level Strategy (Competitive)
– Each business unit in a diversified firm chooses a
business-level strategy as its means of competing
in individual product markets
• Corporate-level Strategy (Companywide)
– Specifies actions taken by the firm to gain a
competitive advantage by selecting and managing
a group of different businesses competing in
several industries and product markets
Corporate-Level Strategy: Key

• Questions
Corporate-level Strategy’s Value
– The degree to which the businesses in the
portfolio are worth more under the
management of the company than they
would be under other ownership
– What businesses should
the firm be in?
– How should the corporate
office manage the
group of businesses?
Business Units

LevelsandTypesof Diversification

DiversifyingtoEnhanceCompetitiveness
• Related Diversification
– Economies of scope
– Sharing activities
– Transferring core competencies
– Market power
– Vertical integration
• Unrelated Diversification
– Financial economies
• Efficient internal capital allocation
• Business restructuring

Reasons for Diversification

• Incentives and Resources with Neutral
Effects on Strategic Competitiveness:
– Antitrust regulation
– Tax laws
– Low performance
– Uncertain future cash flows
– Risk reduction for firm
– Tangible resources
– Intangible resources

ReasonsforDiversification(cont’d)
• Managerial Motives (Value Reduction)

– Diversifying managerial employment risk
– Increasing managerial compensation

StrategicMotivesforDiversification
ToEnhanceStrategicCompetitiveness:
• Economiesofscope(relateddiversification)
Sharingactivities
Transferringcorecompetencies
• Marketpower(relateddiversification)
Blockingcompetitorsthroughmultipoint competition
Vertical integration
• Financial economies(unrelateddiversification) Efficient internal
capital allocation
IncentivesandResourcesforDiversification
Incentives and Resources with Neutral

Effects on Strategic Competitiveness
• Antitrust regulation
• Tax laws
• Low performance
• Uncertain future cash flows
• Risk reduction for firm
• Tangible resources
• Intangible resources
Managerial Motives for

Diversification
Managerial Motives (Value Reduction)
• Diversifying managerial employment risk
• Increasing managerial compensation

Value-creating
Strategiesof
Diversification:
Operational and
Corporate
Related Diversification
• Firm creates value by building upon or
extending its:
– Resources
– Capabilities
– Core competencies
• Economies of scope
– Cost savings that occur when a firm transfers
capabilities and competencies developed in one of
its businesses to another of its businesses

RelatedDiversification: Economiesof Scope

• Value is created from economies of scope
through:
– Operational relatedness in sharing activities
– Corporate relatedness in transferring skills or
corporate core competencies among units
• The difference between sharing activities and
transferring competencies is based on how
the resources are jointly used to create
economies of scope

Sharing Activities
• Operational Relatedness
– Created by sharing either a primary activity such
as inventory delivery systems, or a support activity
such as purchasing
– Activity sharing requires sharing strategic control
over business units
– Activity sharing may create risk because business-
unit ties create links between outcomes

TransferringCorporateCompetencies
• Corporate Relatedness
– Using complex sets of resources and
capabilities to link different businesses
through managerial and technological
knowledge, experience, and expertise

Corporate Relatedness
• Creates value in two ways:
– Eliminates resource duplication in the need to
allocate resources for a second unit to develop a
competence that already exists in another unit
– Provides intangible resources (resource
intangibility) that are difficult for competitors to
understand and imitate
• A transferred intangible resource gives the unit
receiving it an immediate competitive
advantage over its rivals

RelatedDiversification: Market Power
• Market power exists when a firm can:

– Sell its products above the existing
competitive level and/or
– Reduce the costs of its primary and
support activities below the competitive
level

RelatedDiversification: Market Power

• Multipoint Competition
– Two or more diversified firms simultaneously
compete in the same product areas or geographic
markets
• Vertical Integration
– Backward integration—a firm produces its own
inputs
– Forward integration—a firm operates its own
distribution system for delivering its outputs

RelatedDiversification: Complexity
• Simultaneous Operational Relatedness
and Corporate Relatedness
– Involves managing two sources of
knowledge simultaneously:
• Operational forms of economies of
scope
• Corporate forms of economies of scope
– Many such efforts often fail because of
implementation difficulties

Unrelated Diversification
• Financial Economies
– Are cost savings realized through improved
allocations of financial resources
• Based on investments inside or outside the firm
– Create value through two types of financial
economies:
• Efficient internal capital allocations
• Purchasing other corporations and restructuring
their assets

UnrelatedDiversification(cont’d)
• Efficient Internal Capital Market Allocation
– Corporate office distributes capital to business
divisions to create value for overall company
• Corporate office gains access to information
about those businesses’ actual and prospective
performance
– Conglomerates have a fairly short life cycle
because financial economies are more easily
duplicated by competitors than are gains from
operational and corporate relatedness

UnrelatedDiversification: Restructuring
• Restructuring creates financial economies
– A firm creates value by buying and selling other
firms’ assets in the external market
• Resource allocation decisions may become

complex, so success often requires:
– Focus on mature, low-technology businesses
– Focus on businesses not reliant on a client
orientation

External IncentivestoDiversify
• Antitrust lawsin1960sand1970sdiscouragedmergers
Anti-trust
Legislation that createdincreasedmarket power(vertical or
horizontal integration
• Mergersinthe1960sand1970sthustendedtobe
unrelated
• Relaxationof antitrust enforcement resultsinmoreand
largerhorizontal mergers
• Early2000antitrust concernsseemtobeemergingand
mergersnowmorecloselyscrutinized
External IncentivestoDiversify(cont’d)
•
Tax Laws Hightaxratesondividendscauseacorporateshift from
dividendstobuyingandbuildingcompaniesinhigh-
performanceindustries
Anti-trust
Legislation • 1986TaxReformAct
– Reducedindividual ordinaryincometaxratefrom50to28
percent
– Treatedcapital gainsasordinaryincome
– Thuscreatedincentiveforshareholderstopreferdividendsto
acquisitioninvestments

Internal Incentives to Diversify

Low • Highperformanceeliminatestheneedfor
Performanc
e greaterdiversification
• Lowperformanceactsasincentivefor
diversification
• Firmsplaguedbypoorperformanceoftentake
higherrisks(diversificationisrisky)

TheCurvilinearRelationshipbetweenDiversificationand
Performance

Internal IncentivestoDiversify(cont’d)
Low
Performanc • Diversificationmaybedefensivestrategy
e
if:
Uncertain
Future – Productlinematures
Cash Flows
– Productlineisthreatened.
– Firmissmall andisinmatureormaturing
industry

Internal IncentivestoDiversify
Low •
Performanc Synergyexistswhenthevaluecreatedbybusinesses
e workingtogetherexceedsthevaluecreatedbythem
workingindependently
Uncertain • … but synergycreatesjoint interdependencebetween

Future
Cash Flows businessunits
• Afirmmaybecomeriskaverseandconstrainitslevel of
Synergy activitysharing
and Risk
Reduction • Afirmmayreducelevel of technological changeby
operatinginmorecertainenvironments
Resources and Diversification

• A firm must have both:
– Incentives to diversify
– Resources required to create value through
diversification
• Cash
• Tangible resources (e.g., plant and equipment)
• Value creation is determined more by
appropriate use of resources than by
incentives to diversify

Managerial MotivestoDiversify
• Managerial risk reduction
• Desire for increased compensation

SummaryModel of the
Relationshipbetween
FirmPerformanceand
Diversification
SOURCE: R. E. Hoskisson & M. A. Hitt, 1990,

Antecedents and performance outcomes of
diversification: A review and critique of theoretical
perspectives, Journal of Management, 16: 498.

Review of the Basics
Sharon F. Matusik, Ph. D.

Rice University

What is Strategy?
• The creation of a unique and valuable position
involving a different set of activities from those
of your competitors.
• …choosing what to do and what not to do.
Adapted from Michael Porter’s, “What is Strategy?” 1996.

StrategyFrameworksfromVault Guide
• Industry level analysis
– Porter’s 5 Forces
• PIE application
• Firm level analysis
– SWOT
– Core competencies
– Value Chain
– Seven S Model
• Other forms of analysis
– BCG 2x2 Matrix
– Benchmarking, best practices

Porter’s 5 Forces
Risk of Entry
(Barriers to Entry)
• brand loyalty
• absolute cost advantages
• econ of scale, cap req’t
• government regulations
• distribution access
Bargaining Power of Suppliers Bargaining Power of Buyers

High if:
High if: THE INDUSTRY
• product has few substitutes and • few large buyers
Rivalry Among • product unimportant to output
is important, few suppliers
• supplier has many other outlets Established Firms • buyers purchase in large
for product •competitive structure quantities and purchase large
• high switching costs •demand conditions percentage of industry output
• threat of vertical integration •exit barriers • low switching costs, little
forward differentiation
• threat of vertical integration
backward
Threat of Substitute Products

• existence of different products
that serve consumers’ needs in
a similar way

Firm level analysis

• First, consider units of analysis
– Corporate level
– Business level
– Global level
– Implementation of strategy

Units of Strategic Analysis

• Corporate level strategy
– Level and type of diversification
• Business level strategy
– Low cost, differentiation, niche
– Variety, needs, access based
• Global level strategy
– Global, international, transnational, multi-
domestic

Firm level analysis

• SWOT
– Firm level strengths and weaknesses,
matched to opportunities and threats from
competitive environment

Mission, Goals
Internal Analysis Strategic Choice External Analysis

(strengths, weaknesses) (SWOT) (opportunities, threats)
Strategies:
--Corporate Level
undiversified, diversified
--Global
transnational, global, intl, multidomestic
--Business Level
low cost, differentiate, niche/focus
OR variety, needs, and access based
Strategy Implementation:
Match Strategy, Structure, Controls

Pursuing Competitive Advantage:

Core Competencies
imitability
Assets
Tangible Intangible Core …leading Competitive Super-
Competencies to… Advantage: normal
profits
↓ --Valuable
Capabilities Core Products *market access
*contributes to perceived customer value
--Rare
--Difficult to Imitate
--Nonsubstitutable

Value Chain
Chain of activities to transform inputs into outputs that customers value.
Support Company infrastructure

Activities Human resources
Materials management
Primary
Activities R&D Production Mktg & Services
Sales

SevenSModel:
OrganizationalAlignment
Staff Style Shared Values
Systems
Strategy Skills Formal Structure
Environment

Other Tools/Models
• Vault Analyses
– BCG 2X2 Matrix
– Benchmarking, best practices
• Others
– Game Theory
– Stakeholder Analysis
– Aligning Corporate Strategy:
• Resource continuum

Game Theory
• Assumes interdependence among
players
– Allocentrism vs. egocentrism
• Consider how you can shape the game,
don’t just play the game you find

Game Theory
• Elements of the game
– Players
– Added value
• capturing vs. creating value
– Rules
– Tactics
– Scope

STAKEHOLDER ANALYSIS
Potential to Threaten
High Low
Potential to Cooperate
STAKEHOLDER TYPE 4 STAKEHOLDER TYPE 1

High MIXED BLESING SUPPORTIVE
STRATEGY: ? STRATEGY:
COLLABORATE INVOLVE
STAKEHOLDER TYPE 3 STAKEHOLDER TYPE 2

NONSUPPORTIVE MARGINAL
Low STRATEGY: STRATEGY:

DEFEND MONITOR
The Resource Continuum

general nature of resources specialized
wide scope of businesses narrow
transferring coordination mechanisms sharing
(continued)
The Resource Continuum
general nature of resources specialized
financial control systems operating
small corporate office size large

Thank You
Please forward your query
To: shankar_lmc@yahoo.com
92

SM - Acel Session-03

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Amity Center for eLearning

Amity Center for eLearning

Copyright © Amity University

Copyright © Amity University

Information Technology Has Become

Copyright © Amity University

Preserving the Natural

Copyright © Amity University

Strategy Establish Devise Allocate

Review internal Measure Take

Effective Strategic Decisions

Research & Production/

Strategy Formulation ©1999 Prentice Hall Strategy Implementation Strategy Evaluation

- Improved Communication - Greater Productivity

Copyright © Amity University

Copyright © Amity University

Copyright © Amity University

Copyright © Amity University

Vision Versus Mission

Copyright © Amity University

Copyright © Amity University

Copyright © Amity University

Porter’s “Five-Forces” Model of Competition

Copyright © Amity University

Developing Strategies That Use An

Take full Improve an

Copyright © Amity University

The Three Levels of Planning Typical Planning

To Provide Direction To Provide Purpose

Copyright © Amity University

List strengths List weaknesses

OPPORTUNITIES - O SO STRATEGIES WO STRATEGIES

Use strengths to take Overcome weaknesses

THREATS - T ST STRATEGIES WT STRATEGIES

List threats Use strengths to avoid Minimize weaknesses

Copyright © Amity University

Relative Market Share Position in the Industry

Copyright © Amity University

Gain economies of scale

Use excess capacity

Capitalize on lower taxes, wage rates,

Locate near natural resources

NAFTA., GATT, NATO

English Channel tunnel is completed

- Have a Lower Tolerance for Silence

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West Germany High Conformity

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Pro Forma Financial Statements

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Activity Two: Measure Organizational Performance:

Continue present course

Information Technology Perspective on

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Measure Organizational Performance

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Knowledge Objectives (cont’d)

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