4Vision & Mission Statement Vision statementDefines yourlong-term dreamIt’s inspirational statementWHAT TO DO?Mission StatementProducts and services providedyour business – valuesHOW TO DO?
5Our vision is a world where everyone can be connected NokiaVision :Our vision is a world where everyone can be connectedMission :Nokia helps people to fulfill this need and we help people feel close to what matters to them. We focus on providing consumers with very recent technology that is a joy to use, and beautiful.
6Otsuka Pharmaceutical Co. VisionIs the creation of products to serve the better health of people around the world.MissionClinical studies are carried in research centers in the USA ,Germany, UK and Japan aiming for products of universal value. With a collaboration among marketing, research sectors so that customers' real needs may be feedback for further product development.
7Companywide Strategic Planning Defining a Market-Oriented missionThe mission statement is the organization’s purpose, what it wants to accomplish in the larger environmentMarket-oriented mission statement defines the business in terms of satisfying basic customer needs
8Defining the Company’s Business and Mission A Mission Statement is a Statementof the Organization’s Purpose.Characteristics of a Good Mission Statement:Market OrientedRealisticFit Market EnvironmentDistinctive CompetenciesMotivatingSpecific
9Defining a Market-Oriented Mission We help you organize the world’s information and make it universally accessible and useful.
14Company wide Strategic Planning Analyzing the Current Business PortfolioStrategic business unit (SBU) is a unit of the company that has a separate mission and objectives that can be planned separately from other company businesses
15Company wide Strategic Planning Analyzing the Current Business PortfolioCorporate LevelDivisionLevelBusinessUnit LevelMarketing
16Company wide Strategic Planning Designing the Business PortfolioThe business portfolio is the collection of businesses and products that make up the companyPortfolio analysis: is a major activity in strategic planning whereby management evaluates the products and businesses that make up the company
17Company wide Strategic Planning Analyzing the Current Business PortfolioIdentify key businesses (strategic business units, or SBUs) that make up the companyAssess the attractiveness of its various SBUsDecide how much support each SBU deserves
18Analyzing Current SBU’s: Boston Consulting Group Approach Question MarksHigh growth, low shareBuild into Stars or phase outRequire cash to holdmarket shareStarsHigh growth & shareProfit potentialMay need heavyinvestment to growCash CowsLow growth, high shareEstablished, successfulSBU’sProduce cashDogsLow growth & shareLow profit potential?Relative Market ShareHigh LowMarket Growth RateLow High
19Problems With Matrix Approaches Can be Difficult, Time-Consuming, & Costly to ImplementDifficult to Define SBU’s & Measure Market Share/ GrowthProblems With Matrix ApproachesFocus on Current Businesses, But Not future PlanningCan Lead to Unwise Expansion or Diversification
21Corporate Growth Strategies Market Penetration is a strategy for company growth by increasing sales of current products to current market segments without changing the productIncrease market shareIncrease product usageIncrease frequency of useIncrease quantity usedCommunicate new applications for the product.
22Corporate Growth Strategies Market Development is a strategy for company growth by expanding markets for existing productsTargeting new segmentsNonusersOccasional usersGeographic expansionDeveloping more distribution channelsExporting to new countries
23Corporate Growth Strategies Product Development is a strategy for company growth by offering modified or new products to current market segmentsProduct-line extensionNew products
25Corporate Growth Strategies IntegrationBackward IntegrationForward integrationProsAccess to scarce resources of supplyTighter control over its value delivery networkConsRisk inherent in committing substantial resources in one business.Investment incurred often offsets the additional profitability
26Corporate Growth Strategies Concentric (related) Diversification occurs when a firm internally develops or acquires another business that may or may not have customers in common with its current businesses but that might contribute to internal synergy such sharing production facilities or marketing and distribution skills.
27Corporate Growth Strategies Conglomerate (Unrelated) Diversification involves two businesses that have no commonalities. Reasons for engaging in such strategy may be:Decrease in demand on core company businesses.Company has more cash than it needs to expand its current businessTargeted growth is not achieved by other strategies+