Strategic Management

McGraw-Hill/Irwin Strategic Management, 10/e

Copyright 2007 The McGraw-Hill Companies, Inc. All rights reserved.

The Nature and Value of Strategic Management

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Strategic management: The set of decisions and actions that result in formulation and implementation of plans designed to achieve a companys objectives

Nine Critical Tasks of Strategic Management -- Tasks 1-5: Formulate the companys mission Conduct an internal analysis Assess the external environment competitive and general contexts Analyze the companys options by matching its resources with the external env Identify the most desirable options in light of the mission

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Nine Critical Tasks of Strategic Management -- Tasks 6-9:

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Select a set of long-term objectives and grand strategies that will achieve the most desirable options Develop annual objectives and short-term strategies that are compatible with long-term objectives and grand strategies Implement the strategic choices Evaluate the success of the strategic process for future decision making

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What is Strategy?
Large-scale, future-oriented plan Used to interact within competitive environment to achieve company goals Provides a framework for managerial decisions Reflects a companys awareness of the main elements of competition

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Dimensions of Strategic Decisions

Strategic issues require top-management decisions Strategic decisions overarch several areas of a firms operations Usually only top management has the perspective needed to understand their broad implications Usually only top managers have the power to authorize necessary resource allocations

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Dimensions of Strategic Decisions

Strategic issues require large amounts of the firms resources They involve substantial allocations of people, physical assets, and money Strategic decisions commit the firm to actions over an extended period highly competitive firms, achieving & maintaining customer satisfaction frequently involves commitment from every facet

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Dimensions of Strategic Decisions

Strategic issues often affect the firms longterm prosperity
Strategic decisions commit the firm for a long time, typically 5 years; however the impact lasts much longer Once a firm has committed itself to a strategy, its image and competitive advantages are usually tied to that strategy Firms become known for what they do and where they compete. Shifting away from that can jeopardize their previous gains.

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Dimensions of Strategic Decisions

Strategic issues are future-oriented They are based on what managers forecast, rather than what they know Emphasis is on the development of solid projections that will enable a firm to seek the most promising strategic options A firm will succeed only if it takes a proactive (anticipatory) stance toward change

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Dimensions of Strategic Decisions

Strategic issues usually have multifunctional or multibusiness consequences. Strategic decisions have complex implications for most areas of the firm Decisions about customer mix, competitive emphasis, or organizational structure involve a number of the firms SBUs, divisions, or program units

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Dimensions of Strategic Decisions

Strategic issues require considering the firms external environment All businesses exist in an open system. They affect and are affected by external conditions that are largely beyond their control Successful positioning requires that strategic managers look beyond operations, consider what relevant others are likely to do

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Three Levels of Strategy

Corporate level: board of directors, CEO & administration [Highest] Business level: business and corporate managers [Middle] Functional level: Product, geographic, and functional area managers [Lowest]

Alternative Strategic Management Structures

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Characteristics of Strategic Management Decisions: Corporate Often carry greater risk, cost, and profit potential Greater need for flexibility Longer time horizons Choice of businesses, dividend policies, sources of long-term financing, and priorities for growth

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Characteristics of Strategic Management Decisions: Functional

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Implement the overall strategy formulated at the corporate and business levels Involve action-oriented and operational issues Relatively short range and low risk Modest costs: depend upon available resources Relatively concrete and quantifiable

Characteristics of Strategic Management Decisions: Business

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Help bridge decisions at the corporate and functional levels Less costly, risky, and potentially profitable than corporate-level decisions More costly, risky, and potentially profitable than functional-level decisions Include decisions on plant location, marketing segmentation, and distribution

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Formality in Strategic Management

Formality is the degree to which participation, responsibility, authority, and discretion in decisionmaking are specified in strategic management

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Forces Determining Formality

Organizational Problems in the Size Firm Predominant Purpose of the Management Planning System Styles Stage of Firms Complexity of Development Environment Production Process

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Three Modes of Formality

Entrepreneurial Mode most small firms Planning Mode most large firms Adaptive Mode most medium size firms

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Strategy Makers

Ideal strategic team includes decision makers from all three levels Top managers must give final approval Strategic decisions coincide with managers responsibilities

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Strategy Makers: The CEO

A firms CEO plays a dominant role in strategic planning The CEOs principal duty is giving longterm direction to the firm The CEO bears ultimate responsibility for the firms success and strategic success CEOs are typically strong-willed, company-oriented individuals

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Benefits of Strategic Management

Managers at all levels interact in planning and implementing strategy Similar to participative decision making Assessing strategy formulation requires looking at nonfinancial evaluations as well as financial ones Promoting positive behavioral consequences enables achievement of financial goals.

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Risks of Strategic Management

Managers time away from other responsibilities Unrealistic expectations promised by strategy formulators Possible disappointment of participating subordinates if goal is not reached

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Strategic Management Process

Businesses vary in formulation and other processes The basic components of the models used to analyze strategic management are similar Strategic management is a process - a flow of information through interrelated stages of analysis toward the achievement of some goal

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Strategic Management Model

Components of Strategic Management Model

Company Mission External Analysis Long-Term Objectives Short-Term Objectives Policies Empowering Action Strategic Control & Continuous Improvement Internal Analysis Strategic Analysis & Choice Generic & Grand Strategies Functional Tactics Restructuring, Reengineering & Refocusing

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