1. Planning, Strategy, and Change
Chapter 6
Planning, Strategy, and Change
PowerPoint Presentation by Charlie Cook © Copyright The McGraw-Hill Companies, Inc., All rights reserved.

2. Learning Objectives After studying the chapter, you should be able to:
Describe the three steps of the planning process.
Explain the relationship between planning, strategy, and change.
Explain the role of planning in predicting the future and in changing the organization so it can meet future challenges.
Outline the main steps in SWOT analysis.
Differentiate among corporate-, business-, functional-level strategies.
© Copyright 2004 McGraw-Hill. All rights reserved.

3. Learning Objectives (cont’d)
Describe the vital role played by strategy implementation in determining managers’ ability to achieve an organization’s mission and goals.
© Copyright 2004 McGraw-Hill. All rights reserved.

4. The Planning Process Planning Strategy
Identifying and selecting appropriate goals (goal making) and courses of action (strategy-making) for an organization.
The organizational plan that results from the planning process details the goals and specifies how managers will attain those goals.
Strategy
The cluster of decisions and actions that managers take to help an organization reach its goals.
© Copyright 2004 McGraw-Hill. All rights reserved.

5. Three Steps in Planning
© Copyright 2004 McGraw-Hill. All rights reserved.
Figure 6.1

6. The Planning Process Mission
A broad declaration of an organization’s purpose that identifies the organization’s products and customers and distinguishes the organization from its competitors.
© Copyright 2004 McGraw-Hill. All rights reserved.

7. Planning Process Stages
Determining the Organization’s Mission and Goals
Defining the organization’s overriding purpose and its goals.
Formulating strategy
Managers analyze current situation and develop the strategies needed to achieve the mission.
Implementing strategy
Managers must decide how to allocate resources between groups to ensure the strategy is achieved.
© Copyright 2004 McGraw-Hill. All rights reserved.

8. Levels and Types of Planning
© Copyright 2004 McGraw-Hill. All rights reserved.
Figure 6.2

9. Levels of Planning at General Electric
© Copyright 2004 McGraw-Hill. All rights reserved.
Figure 6.3

10. Levels of Planning Corporate-Level Plan Corporate-Level Strategy
Top management’s decisions pertaining to the organization’s mission, overall strategy, and structure.
Provides a framework for all other planning.
Corporate-Level Strategy
A plan that indicates in which industries and national markets an organization intends to compete.
© Copyright 2004 McGraw-Hill. All rights reserved.

11. Levels of Planning Business-Level Plan: Business-Level Strategy
Divisional managers’ decisions pertaining to division’s long-term goals, overall strategy, and structure.
Identifies how the business will meet corporate goals.
Business-Level Strategy
A plan that indicates how a division intends to compete against its rivals in an industry.
Shows how the business will compete in market.
© Copyright 2004 McGraw-Hill. All rights reserved.

12. Levels of Planning Functional-Level Plan Functional Strategy
Functional managers’ decisions pertaining to the goals that they propose to pursue to help the division attain its business-level goals.
Functional Strategy
A plan that indicates how a functional department intends to achieve its goals.
© Copyright 2004 McGraw-Hill. All rights reserved.

13. Who Plans? Corporate-Level Plans Business-Level Plans
Plans developed by top management who also are responsible for approving business- and functional-level plans for consistency with the corporate plan.
Top managers should seek input on corporate level issues from all management levels.
Business-Level Plans
Plans developed by divisional managers who also review functional plans.
Both management levels should also seek information from other levels.
© Copyright 2004 McGraw-Hill. All rights reserved.

14. Time Horizons of Plans Time Horizon The intended duration of a plan.
Long-term plans are usually 5 years or more.
Intermediate-term plans are 1 to 5 years.
Short-term plans are less than 1 year.
Corporate and business-level goals and strategies require long- and intermediate-term plans.
Functional plans focus on short-to intermediate-term plans.
Most organizations have a rolling planning cycle to amend plans constantly.
© Copyright 2004 McGraw-Hill. All rights reserved.

15. Types of Plans Standing Plans Single-Use Plans
Used in programmed decision situations.
Policies are general guides to action.
Rules are formal written specific guides to action.
Standard operating procedures (SOP) specify an exact series of actions to follow.
Single-Use Plans
Developed for a one-time, nonprogrammed issue.
Programs: integrated plans achieving specific goals.
Project: specific action plans to complete programs.
© Copyright 2004 McGraw-Hill. All rights reserved.

16. Why Planning Is Important
Planning ascertains where the organization is now and deciding where it will be in the future.
Participation: all managers are involved in setting future goals.
Sense of direction and purpose: planning sets goals and strategies for all managers.
Coordination: plans provide all parts of the firm with understanding about how their systems fit with the whole.
Control: Plans specify who is responsible for the accomplishment of a particular goal.
© Copyright 2004 McGraw-Hill. All rights reserved.

17. Qualities of Effective Plans (Fayol)
Unity
Only one central plan is in effect at any given time.
Continuity
Planning is an ongoing broad-framework process involving all managerial levels.
Accuracy
Managers have incorporated all available information into creating the current plan.
Flexibility
Managers alter the plan as the situation changes.
© Copyright 2004 McGraw-Hill. All rights reserved.

18. Determining the Organization’s Mission and Goals
Defining the Business
Who are our customers?
What customer needs are being satisfied?
How are we satisfying customer needs?
Establishing Major Goals
Provides the organization with a sense of direction.
Stretches the organization to higher levels of performance.
Goals must be challenging but realistic with a definite period in which they are to be achieved.
© Copyright 2004 McGraw-Hill. All rights reserved.

19. Peter Drucker’s Fundamental Questions
What is our business?
Who is the customer?
What is of value to the customer?
What will our business be?
What should our business be?
© Copyright 2004 McGraw-Hill. All rights reserved.

20. Four Mission Statements
© Copyright 2004 McGraw-Hill. All rights reserved.
Figure 6.4

21. Product-oriented vs. Market-oriented Definitions of Business
Xerox--making a copying equipment vs. helping improve office productivity
Columbia Pictures—making movies vs. marketing entertainment
Carrier—making air conditioners vs. providing climate control in the home
Pioneer—producing Audio equipments vs. facilitating customer singing
Shiseito—manufacturing cosmetics vs. selling hope
Fuji film—selling camera film vs. storing memory
Star TV—providing satellite connection vs. producing entertainment
© Copyright 2004 McGraw-Hill. All rights reserved.

22. Good Mission Statements
Limited number of goals
--Concentration
Stress major policies & values
-- as stretch guidelines
Define competitive scopes
--by customers groups, customer needs,or
technology
© Copyright 2004 McGraw-Hill. All rights reserved.

23. Formulating Strategy Strategic Formulation SWOT Analysis
Managers analyze the current situation to develop strategies for achieving the mission.
SWOT Analysis
A planning exercise in which managers identify organizational/internal strengths and weaknesses,
Strengths (e.g., superior marketing skills)
Weaknesses (e.g., outdated production facilities)
and external opportunities and threats.
Opportunities (e.g., entry into new related markets).
Threats (increased competition).
© Copyright 2004 McGraw-Hill. All rights reserved.

24. Planning and Strategy Formulation
© Copyright 2004 McGraw-Hill. All rights reserved.
Figure 6.5

25. Formulating Corporate-Level Strategies
Concentration in Single Business
Can become a strong competitor, but can be risky.
Knowledge of current market can be a competitive advantage. (core business logics/core competence)
Concentration creates a large degree of business risk if the single market in which the firm competes declines.
Concentration is a logical strategy if downsizing organization to increase performance by exiting under-performing businesses.
© Copyright 2004 McGraw-Hill. All rights reserved.

26. Formulating Corporate-Level Strategies
Diversification
Related diversification into similar market areas to build upon existing competencies.
Synergy: two divisions working together perform better than the sum of their individual performances (2+2=5).
Unrelated diversification is entry into industries unrelated to current business.
Attempts to build a portfolio of unrelated firms to reduce risk of single industry failure.
Unrelated firms can be more difficult to manage.
© Copyright 2004 McGraw-Hill. All rights reserved.

27. International Expansion
Basic Question:
To what extent do we customize products and marketing for different national conditions?
Global strategy
Selling the same standardized product and using the same basic marketing approach in all countries.
Standardization provides for lower production cost.
Ignores national differences that local competitors can address to their advantage.
© Copyright 2004 McGraw-Hill. All rights reserved.

28. International Expansion (cont’d)
Mulitdomestic Strategy
Customizing products and marketing strategies to specific national conditions.
Helps gain market entry and build local market share.
Raises production costs.
© Copyright 2004 McGraw-Hill. All rights reserved.

29. Vertical Integration Vertical Integration
A strategy that allows an organization to create value by producing its own inputs or distributing its own products.
Backward vertical integration occurs when a firm seeks to reduce its input costs by producing its own inputs.
Forward vertical integration occurs when a firm distributes its outputs or products to lower distribution costs and ensure the quality service to customers.
A fully integrated firm faces the risk of bearing the full costs of an industry-wide slowdown.
© Copyright 2004 McGraw-Hill. All rights reserved.

30. Stages in a Vertical Value Chain
© Copyright 2004 McGraw-Hill. All rights reserved.

31. Porter’s Business-Level Strategies
© Copyright 2004 McGraw-Hill. All rights reserved.
Table 6.2

32. Formulating Business-Level Strategies
Low-Cost Strategy
Driving the organization’s total costs down below the total costs of rivals.
Manufacturing at lower costs, reducing waste.
Lower costs than competition means that the low cost producer can sell for less and still be profitable.
Differentiation
Offering products different from those of competitors.
Differentiation must be valued by the customer in order for a producer to charge more for a product.
© Copyright 2004 McGraw-Hill. All rights reserved.

33. Formulating Business-Level Strategies
Focused Low-Cost
Serving only one market segment and being the lowest-cost organization serving that segment.
Focused Differentiation
Serving only one market segment as the most differentiated organization serving that segment.
© Copyright 2004 McGraw-Hill. All rights reserved.

34. Functional-level Strategies
A plan that indicates how an organizational function intends to achieve its goals.
Seeks to have each department add value to a good or service.
Marketing, service, and production functions can all add value to a good or service through:
Lowering the costs of providing the value in products.
Adding new value to the product by differentiating.
Functional strategies must fit with business level strategies.
© Copyright 2004 McGraw-Hill. All rights reserved.

35. Goals for Successful Functional Strategies
Attain superior efficiency as a measure of outputs for a given unit of input.
Attain superior quality by producing reliable products that do their intended job.
Attain superior innovation developing new and novel features that can be added to the product or process.
Attain superior responsiveness to customers by acknowledging their needs and fulfilling them.
© Copyright 2004 McGraw-Hill. All rights reserved.

36. Planning and Implementing Strategy
Allocate implementation responsibility to the appropriate individuals or groups. (delegation)
Draft detailed action plans for implementation.
Establish a timetable for implementation.
Allocate appropriate resources.
Hold specific groups or individuals responsible for the attainment of corporate, divisional, and functional goals. (accountability)
© Copyright 2004 McGraw-Hill. All rights reserved.

37. Program Formulation--The McKinsey 7-S Framework
Strategy
Structure
Systems
Skills
Shared
values
Staff
Style
© Copyright 2004 McGraw-Hill. All rights reserved.

38. Homework 5 Decide the Boundary of firm
Publishers of even the smallest daily newspapers usually own their own presses, but even the largest book publishers normally contract their printing jobs to independent printers.
What accounts for this difference in who owns the printing process?
© Copyright 2004 McGraw-Hill. All rights reserved.