1. Copyright 2005 Prentice Hall1 BUS 411 Day 8

2. Copyright 2005 Prentice Hall Ch 5 -2 Agenda Assignment #2 Corrected  1 A, 6 B’s, 1 C and 1 non-submit  Pretty good results considering this is new to most students Assignment #3 due next class Templates available in WebCT Discussion about Strategies

3. Copyright 2005 Prentice Hall Ch 5 -3 Chapter 5 Strategies in Action Strategic Management: Concepts & Cases 10 th Edition Fred David PowerPoint Slides by Anthony F. Chelte Western New England College

4. Copyright 2005 Prentice Hall Ch 5 -4 Chapter Outline Long-Term Objectives Types of Strategies Integration Strategies

5. Copyright 2005 Prentice Hall Ch 5 -5 Chapter Outline ( cont’d ) Intensive Strategies Diversification Strategies Defensive Strategies

6. Copyright 2005 Prentice Hall Ch 5 -6 Chapter Outline ( cont’d ) Michael Porter’s Generic Strategies Means for Achieving Strategies First Mover Advantages

7. Copyright 2005 Prentice Hall Ch 5 -7 Chapter Outline ( cont’d ) Outsourcing Strategic Management in Nonprofit & Governmental Organizations Strategic Management in Small Firms

8. Copyright 2005 Prentice Hall Ch 5 -8 Strategies for taking the hill won’t necessarily hold it. – Amar Bhide Strategies in Action The early bird may get the worm, but the second mouse gets the cheese. – Unknown Even if you are on the right track, you’ll get run over if you just sit there – Will Rogers

9. Copyright 2005 Prentice Hall Ch 5 -9 Strategies in Action -- Quest for higher revenues -- Quest for higher profits Companies Embrace Strategic Planning

10. Copyright 2005 Prentice Hall Ch 5 -10 Results expected from pursuing certain strategies. Strategies represent actions to accomplish long-term objectives. Long-Term Objectives

11. Copyright 2005 Prentice Hall Ch 5 -11 Long-Term Objectives Objectives --  Quantifiable  Measurable  Realistic  Understandable  Challenging

12. Copyright 2005 Prentice Hall Ch 5 -12 Long-Term Objectives Objectives Necessary --  Corporate Level  Divisional Level  Functional Level

13. Copyright 2005 Prentice Hall Ch 5 -13 Long-Term Objectives Strategists Should Avoid --  Managing by Extrapolation  If it ain’t broke don’t fix it  Managing by Crisis  It’s broke, FIX IT! White Knighters  Managing by Subjectives  Do your own thing, you know how to do it best  Managing by Hope  Do your best and just keep trying

14. Copyright 2005 Prentice Hall Ch 5 -14 Varying Performance Measures by Organizational Level Organizational Level Basis for Annual Bonus/Merit Pay Corporate 75% on long-term objectives 25% on annual objectives Division 50% on long-term objectives 50% on annual objectives Function 25% on long-term objectives 75% on annual objectives Long-Term Objectives

15. Copyright 2005 Prentice Hall Ch 5 -15 Financial vs. Strategic Objectives Financial Objectives  Growth in revenues  Growth in earnings  Higher dividends  Higher profit margins  Higher Earnings per share  Improved cash flow

16. Copyright 2005 Prentice Hall Ch 5 -16 Financial vs. Strategic Objectives Strategic Objectives  Larger market share  Quicker on-time delivery than rivals  Quicker design-to-market times than rivals  Lower costs than rivals  Higher product quality than rivals  Wider geographic coverage than rivals

17. Copyright 2005 Prentice Hall Ch 5 -17 Financial vs. Strategic Objectives Trade-Off  Maximize short-term financial objectives – harm long-term strategic objectives  Pursue increased market share at the expense of short-term profitability  Tradeoffs related to risk of actions; concern for business ethics; need to preserve natural environment; social responsibility issues

18. Copyright 2005 Prentice Hall Ch 5 -18 Types of Strategies Operational Level Functional Level Division Level Corp Level A Large Company

19. Copyright 2005 Prentice Hall Ch 5 -19 Types of Strategies Operational Level Functional Level Company Level A Small Company

20. Copyright 2005 Prentice Hall Ch 5 -20 The Balanced Scorecard Robert Kaplan & David Norton --  Strategy evaluation & control technique  Balance financial measures with non-financial measures  Balance shareholder objectives with customer & operational objectives

21. Copyright 2005 Prentice Hall Ch 5 -21 The Balanced Scorecard BEFORE to measure success, firms used: - Financial performance, - Market share, - The bottom line (profits). BUT these approaches are narrowly focused and place more weight on short-term results rather than addressing the firm's long-term sustainability.

22. Copyright 2005 Prentice Hall Ch 5 -22 The Balanced Scorecard NOW, they use: The Balanced Scorecard = enterprise performance management systems that measure many aspects of a firm’s achievements. 50% of organizations worldwide have adopted the Balanced Scorecard with excellent results. The scorecard approach links strategy to measurement by asking firms to consider their vision, critical success factors for accomplishing it, and subsequent performance metrics in four areas: Customer, internal, innovation and learning, and financial.

23. Copyright 2005 Prentice Hall Ch 5 -23

24. Copyright 2005 Prentice Hall Ch 5 -24 Types of Strategies Integration Strategies Forward Integration Backward Integration Horizontal Integration

25. Copyright 2005 Prentice Hall Ch 5 -25 Vertical Integration Strategies Gain Control Over --  Distributors  Suppliers  Competitors

26. Copyright 2005 Prentice Hall Ch 5 -26 Forward Integration Strategies Gain Control Over --  Distributors  Retailers

27. Copyright 2005 Prentice Hall Ch 5 -27 Forward Integration Strategies Guidelines --  Current distributors – expensive or unreliable  Availability of quality distributors – limited  Firm competes in industry expected to grow markedly  Firm has both capital & HR to manage new business of distribution  Current distributors have high profit margins

28. Copyright 2005 Prentice Hall Ch 5 -28 Backward Integration Strategies Ownership or Control --  Firm’s suppliers

29. Copyright 2005 Prentice Hall Ch 5 -29 Backward Integration Strategies Guidelines --  Current suppliers – expensive or unreliable  # of suppliers is small; # competitors is large  High growth in industry sector  Firm has both capital & HR to manage new business  Stable prices are important  Current suppliers have high profit margins

30. Copyright 2005 Prentice Hall Ch 5 -30 Horizontal Integration Strategies Ownership or Control --  Firm’s competitors

31. Copyright 2005 Prentice Hall Ch 5 -31 Horizontal Integration Strategies Guidelines --  Gain monopolistic characteristics w/o federal government challenge  Competes in growing industry  Increased economies of scale – major competitive advantages  Faltering due to lack of managerial expertise or need for particular resource

32. Copyright 2005 Prentice Hall Ch 5 -32 Types of Strategies Intensive Strategies Market Penetration Market Development Product Development

33. Copyright 2005 Prentice Hall Ch 5 -33 Intensive Strategies Intensive Efforts --  Improve competitive position with existing products

34. Copyright 2005 Prentice Hall Ch 5 -34 Market Penetration Strategies Increased Market Share --  Present products/services  Present markets  Greater marketing efforts

35. Copyright 2005 Prentice Hall Ch 5 -35 Market Penetration Strategies Guidelines --  Current markets not saturated  Usage rate of present customers can be increased significantly  Shares of competitors declining; industry sales increasing  Increased economies of scale provide major competitive advantage

36. Copyright 2005 Prentice Hall Ch 5 -36 Market Development Strategies New Markets --  Present products/services to new geographic areas

37. Copyright 2005 Prentice Hall Ch 5 -37 Market Development Strategies Guidelines --  New channels of distribution – reliable, inexpensive, good quality  Firm is successful at what it does  Untapped/unsaturated markets  Excess production capacity  Basic industry rapidly becoming global

38. Copyright 2005 Prentice Hall Ch 5 -38 Product Development Strategies Increased Sales --  Improving present products/services  Developing new products/services

39. Copyright 2005 Prentice Hall Ch 5 -39 Product Development Strategies Guidelines --  Products in maturity stage of life cycle  Industry characterized by rapid technological development  Competitors offer better-quality products @ comparable prices  Compete in high-growth industry  Strong R&D capabilities

40. Copyright 2005 Prentice Hall Ch 5 -40 Types of Strategies Diversification Strategies Concentric Diversification Conglomerate Diversification Horizontal Diversification

41. Copyright 2005 Prentice Hall Ch 5 -41 Diversification Strategies Less Popular --  More difficult to manage diverse business activities

42. Copyright 2005 Prentice Hall Ch 5 -42 Concentric Diversification Strategies Addition --  New & related products/services

43. Copyright 2005 Prentice Hall Ch 5 -43 Concentric Diversification Strategies Guidelines --  Compete in no/slow growth industry  New & related products increases sales of current products  New & related products offered at competitive prices  Current products—decline stage of product life cycle  Strong management team

44. Copyright 2005 Prentice Hall Ch 5 -44 Conglomerate Diversification Strategies Addition --  New & unrelated products/services

45. Copyright 2005 Prentice Hall Ch 5 -45 Conglomerate Diversification Strategies Guidelines --  Declining annual sales & profits  Capital & managerial ability to compete in new industry  Financial synergy between acquired and acquiring firms  Current markets for present products - saturated

46. Copyright 2005 Prentice Hall Ch 5 -46 Horizontal Diversification Strategies Addition --  New & unrelated products/services for current customers

47. Copyright 2005 Prentice Hall Ch 5 -47 Horizontal Diversification Strategies Guidelines --  Adding new products/services would significantly increase revenues  Highly competitive and/or no-growth industry; low margins & returns  Current distribution channels can be used  New products have counter cyclical sales patterns

48. Copyright 2005 Prentice Hall Ch 5 -48 Types of Strategies Defensive Strategies Retrenchment Divestiture Liquidation

49. Copyright 2005 Prentice Hall Ch 5 -49 Retrenchment Strategies Regrouping --  Cost & asset reduction to reverse declining sales & profit

50. Copyright 2005 Prentice Hall Ch 5 -50 Retrenchment Strategies Guidelines --  Failed to meet objectives & goals consistency; has distinctive competencies  Firm is one of weaker competitors  Inefficiency, low profitability, poor employee morale, pressure for stockholders  Strategic managers have failed  Rapid growth in size; major internal reorganization necessary

51. Copyright 2005 Prentice Hall Ch 5 -51 Divestiture Strategies  Selling a division or part of an organization.

52. Copyright 2005 Prentice Hall Ch 5 -52 Divestiture Strategies Guidelines --  Retrenchment failed to attain improvements  Division needs more resources than are available  Division responsible for firm’s overall poor performance  Division is a mis-fit with organization  Large amount of cash is needed and cannot be raised through other sources

53. Copyright 2005 Prentice Hall Ch 5 -53 Liquidation Strategies  Company’s assets, in parts, for their tangible worth Selling

54. Copyright 2005 Prentice Hall Ch 5 -54 Liquidation Strategies Guidelines --  Retrenchment & divestiture failed  Only alternative is bankruptcy  Minimize stockholder loss by selling firm’s assets

55. Copyright 2005 Prentice Hall Ch 5 -55 2003 Examples Forward Integration Doll maker & mail order firm, Pleasant Co., opened a retail store in Manhattan Backward Integration McDonalds recently acquired a paper cup producer Horizontal Integration Callaway Golf recently acquired Top-Flite Golf Company

56. Copyright 2005 Prentice Hall Ch 5 -56 2003 Examples Market Penetration SABMiller Plc spent $500 million in 2003 on marketing its Miller brands of beer Market Development JetBlue is adding dozens of new routes Product Development GM developing hydrogen powered automobiles or Pfizer developing a new antismoking pill

57. Copyright 2005 Prentice Hall Ch 5 -57 2003 Examples Concentric Diversification Microsoft launched its first personal computers that double as entertainment centers Conglomerate Diversification The video-rental firm Blockbuster may acquire the DVD and music direct-marketing firm Columbia House Horizontal Diversification Viacom acquired Comedy Central, from AOL

58. Copyright 2005 Prentice Hall Ch 5 -58 2003 Examples Retrenchment America West Airlines closing its hub at Columbus, Ohio and laying off 390 employees Divestiture ConocoPhillips recently sold its Circle K convenience store chain to Alimentation Couche-Tard, a Canadian firm Liquidation Sprint liquidated its Web-hosting division

59. Copyright 2005 Prentice Hall Ch 5 -59 Michael Porter’s Generic Strategies Cost Leadership Strategies Differentiation Strategies Focus Strategies

60. Copyright 2005 Prentice Hall Ch 5 -60 Generic Strategies  In conjunction with differentiation  Economies or diseconomies of scale  Capacity utilization achieved  Linkages w/ suppliers & distributors Cost Leadership

61. Copyright 2005 Prentice Hall Ch 5 -61 Generic Strategies  Many price-sensitive buyers  Few ways of achieving differentiation  Buyers not sensitive to brand differences  Large # of buyers w/bargaining power Low Cost Producer Advantage

62. Copyright 2005 Prentice Hall Ch 5 -62 Generic Strategies  Greater product flexibility  Greater compatibility  Improved service  Greater convenience  More features Differentiation

63. Copyright 2005 Prentice Hall Ch 5 -63 Generic Strategies  Industry segment of sufficient size  Good growth potential  Not crucial to success of major competitors Focus

64. Copyright 2005 Prentice Hall Ch 5 -64 Means for Achieving Strategies  Two or more companies form a temporary partnership or consortium for purpose of capitalizing on some opportunity. Joint Venture/Partnering -

65. Copyright 2005 Prentice Hall Ch 5 -65 Means for Achieving Strategies  R&D partnerships  Cross-distribution agreements  Cross-licensing agreements  Cross-manufacturing agreements  Joint-bidding consortia Cooperative Arrangements -

66. Copyright 2005 Prentice Hall Ch 5 -66 Means for Achieving Strategies  Managers who must collaborate daily; not involved in developing the venture  Benefits the company not the customers  Not supported equally by both partners  May begin to compete with one of the partners Why Joint Ventures Fail -

67. Copyright 2005 Prentice Hall Ch 5 -67 Joint Ventures Guidelines --  Synergies between private and publicly held  Domestic with foreign firm, local management can reduce risk  Complementary distinctive competencies  Resources & risks where project is highly profitable (e.g. Alaska Pipeline)  Two or more smaller firms competing w/larger firm  Need to introduce new technology quickly

68. Copyright 2005 Prentice Hall Ch 5 -68 Means for Achieving Strategies  Provide improved capacity utilization  Better use of existing sales force  Reduce managerial staff  Gain economies of scale  Smooth out seasonal trends in sales  Gain new technology  Access to new suppliers, distributors, customers, products, creditors Mergers & Acquisitions

69. Copyright 2005 Prentice Hall Ch 5 -69 Recent Mergers Acquiring FirmAcquired Firm IBMRational Software Corp YahooInktomi Corp U.S. SteelNational Steel Corp PfizerPharmacia Krispy Kreme DoughnutsMontana Mills OraclePeople Soft PalmHandspring NikeConverse

70. Copyright 2005 Prentice Hall Ch 5 -70 First Mover Advantages  Benefits a firm may achieve by entering a new market or developing a new product or service prior to rival firms.

71. Copyright 2005 Prentice Hall Ch 5 -71 First Mover Advantages  Securing access to rare resources  Gaining new knowledge of key factors & issues  Carving out market share  Easy to defend position & costly for rival firms to overtake Potential Advantages

72. Copyright 2005 Prentice Hall Ch 5 -72 Outsourcing  Companies taking over the functional operations of other firms Business-process outsourcing (BPO)

73. Copyright 2005 Prentice Hall Ch 5 -73 Outsourcing  Less expensive  Allows firm to focus on core business  Enables firm to provide better services Benefits