1. ‘I have the simple but strong belief: how you gather, manage and use information will determine whether you win or lose.’ Bill Gates Thought for the day:

2. RECAP "It's deja vu all over again“ Yogi Berra

3. RECAP: CPA.

4. Business Strategy HL Key Outcomes Understand the meaning of business strategy and strategic management Discuss the three key elements of the strategic framework - strategic analysis, strategic choice and strategic implementation Recommend and evaluate business strategies in a variety of business contexts

5. Starter: SETTING THE SCENE Pg 393

6. What is a business strategy?.. The plan that directs the activities of the business over a long period of time

7. What is Business Strategy? A strategy is a plan for getting from where the organisation is now to where it wants to be in the future. A successful business will have a vision or an ultimate goal. Its corporate strategy will be a clear plan and set of policies that should push it towards achieving its vision.

8. What is Business Strategy? Business strategy is essentially a plan, based on an assessment of the organisation's current position and the external environment, containing key business objectives and the decisions needed to achieve these. So business strategy: Asks the big questions, such as "Which markets and products do we want to be in?"; and Makes the big decisions, such as "Expanding manufacturing operations into retailing too". Business organisations need a corporate strategy to provide integration, direction and focus. Play: http://www.youtube.com/watch?v=rJ2tmqRkiCM (13mins) Very helpful for your ~IAhttp://www.youtube.com/watch?v=rJ2tmqRkiCM

9. KEY WORDS: Business Strategy A long-term plan of action for the whole organisation, designed to meet the needs of markets and to fulfil stakeholder expectations. Strategic Management The role of management when setting long-term goals and implementing cross-functional decisions that should enable a business to reach its goals. Tactic A short-term policy or decision aimed at resolving a particular problem or meeting a specific part of the overall strategy.

10. Strategic Framework Elements of the strategic framework: 1. Strategic analysis 2. Strategic choice 3. Strategic implementation Table pg 394

11. Strategic Framework 1. Strategic Analysis Assessing the current position of the company in relation to its market, competitors and the external environment. Important because: Decisions that do not start from the knowledge of 'where the business is now' may be inappropriate and ineffective.

12. Strategic Framework 2. Strategic Choice Setting the company's mission, vision and objectives - these may be new if the business is undergoing a significant change of direction. Taking important long-term decisions that will push the business towards the objectives set. Important because: Organisational Objectives (1.3) examined the importance of having clear and well-defined aims and objectives to provide a clear sense of overall direction to the work of the whole organisation. A new direction for a business will require key decisions to be taken about products and markets.

13. Strategic Framework 3. Strategic Implementation Integrating and coordinating the activities of the different functional areas. Allocating sufficient resources to put decisions into effect. Evaluating success - evaluating the overall performance of the business and its progress towards objectives. Important because: As strategic decisions are cross-functional, departments must work together to implement them successfully. So a decision to enter a new geographical market will need input from finance, marketing, HR and operations management. Changing strategy is rarely 'cheap' and resources must be provided at the right time and in sufficient quantities to allow the new policies to work. The outcome of the strategy should be measured against the original objectives set for it. Lessons can be learnt from both 'failed' and 'successful' strategies.

14. Strategic Framework Strategy hierarchy Strategic management is the highest level of managerial activity. It is undertaken by, or at least closely supervised by, the CEO and approved by the board of directors. In most large organisations there are several layers of management. Under the broad corporate strategy role of the senior directors there are, typically, business unit competitive strategies and functional department strategies. These must be coordinated with the overall corporate strategy to increase the chance of achieving the organisation's long- term aims.

15. Strategic Framework Strategy hierarchy table 38.2 pg 395

16. Strategic decisions: result in changes to long-term plans, involve many resources and are difficult to reverse. Tactical decisions: involve meeting short term targets, require fewer resources to implement and may be easy to reverse.

17. Strategy Hierarchy Strategic decisions e.g. develop new markets abroad Long term Difficult to reverse once made - departments will have committed resources to it Taken by directors and/or senior managers Cross-functional - will involve all major departments of the business Tactical decisions e.g. sell products in different packaging Short to medium term Reversible, but there may still be significant costs involved Taken by less senior managers and subordinates with delegated authority Impact of tactical decisions is often only on one department

18. Strategic or tactical decisions?.... Long-term consequences for the business Usually short-term consequences Taken by middle management Often taken within one department Usually have implications for all departments of the business Taken at senior management level Can be reversed if unsuccessful Difficult to reverse Often involve considerable investment of resources Fewer resources need to be committed to putting these decisions into effect. Activity: Split into Strategic or tactical decisions

19. Strategic or tactical decisions?.... Strategic decisions Long-term consequences for the business Usually have implications for all departments of the business Taken at senior management level Difficult to reverse Often involve considerable investment of resources Tactical decisions Usually short-term consequences Often taken within one department Taken by middle management Can be reversed if unsuccessful Fewer resources need to be committed to putting these decisions into effect. Were you correct?

20. Activity Give two examples of strategic decisions and two examples of tactical decisions that a high- street banking business could take to increase numbers of customers holding current accounts.  In Pairs  Link to key words  Justify why your answer

21. Strategic Framework Strategy Analysis Pg 395 (read and note) Process 1 – 7 pg 396

22. Porter's Generic Strategies http://www.youtube.com/watch?v=V14kuqYEsxE (5mins) http://www.youtube.com/watch?v=V14kuqYEsxE Business strategy and competitive advantage pg 396 Core competencies pg 397

23. Strategic Choice Evaluating and choosing between strategic options Need: Access detailed information Investment appraisals, breakeven levels, ROCE (consider is forecasted information) Computerised simulations Read: pg 399

24. Corporate Plans A methodical plan containing details of the organisation’s cventral objectives and stratgies to be followed to achieve them. What will it include? (1 – 3) pg 399 Benefits and limitations to a plan pg 400 The main influences pg 400

25. Strategic Implementation The process of allocating and controlling resources to support the chosen strategy When a strategy has been decided on: Translate to action Organise resources Motivate people So that long term plan put into effect Monitor and review (variance) Regular and frequently updated information management. Pg 400

26. Activity Assume Dell Computers are considering entering the home TV market with their own branded flat-screen TVs. Outline what data about the market, competitors and the economy the management would need to analyse before taking this decision.  In groups of four  Link knowledge  Justify why your answer

27. Making strategic decisions... Significance of information management; the ability to process information to make a decision. The value of different approaches to decision making; (ST to LT, functional to organisational, tactical to strategic...decisions are going to be constrained by INTERNAL & EXTERNAL factors. ScientificIntuitive Marketing model Decision trees

28. [1] Scientific approach to decision making... ScientificIntuitive Marketing model Decision trees 1 Set objectives 2 Gather data3 Analyse data 4 Select a strategy/make a decision 5 Implement and review the decision Logical & research- based approach to decision making

29. Different approaches to decision- making Scientific decision-making – data analysis, choice & implementation. An attempt to make logical decisions on the basis of data that is analysed and tested. Alternative: ‘hunch’ experience and intuition

30. [2] Intuitive approach...  Based on a HUNCH...a feeling/ instinct  Most likely to be used by small business  To be appropriate; individual must have expertise & experience  May lead to more creative & innovative decision making.  HOWEVER.... ScientificIntuitive Marketing model Decision trees

31. Factors to consider between scientific & hunch-based decision making.... Speed of decisionInformation availableSize of businessPredictability of the situationCharacter of the person/culture of the company The marketing model = SCIENTIFIC APPROACH to decision making REMEMBER THE OTHER DECISION MAKING TOOLS.... Ansoffs Porters Decision trees

32. [3] The Marketing Model 2 Market information & analysis 3 Alternatives & choices 4 Planning the marketing mix 5 Control & review 1 Objectives Market research Forecasting Draft market plans Budgetary control What are the constraints at the different stages? ScientificIntuitive Marketing model Decision trees

33. Examples of models used in decision making

34. [4] Decision Trees ScientificIntuitive Marketing model Decision trees Visual approach to decision making Maps out the different options available Possible outcomes are listed Points @ which decisions have to be made  Most effective when...  What must be considered is....  Advantages & disadvantages of this tool are...  However I recommend that.... Remember:  = decisions  = uncertain outcomes

35. The main influences on corporate decision-making Corporate objectives Ethical position Resources available Relative power of stakeholder groups.

36. The main influences on corporate decision-making Senior management (power day-to-day running) Owners Employees Customers Suppliers The community and governmnet Envrionmnetal groups

37. Resources Political environment Economic environment Ethics Social environment The law Corporate Decision making Influences on corporate decision making

38. Influences on corporate decision making : Very similar to SWOT factors (think both internal & external...) Consider...  Ethical position  Resources available  Power of stakeholders

39. The quality of decisions If the right decisions are made the business will benefit. The quality of decisions depends on a number of factors: Training Quality and quantity information Ability to use decisions making techniques Risk Human element

40. Where/How could you find this information…

41. Plenary Level achieved_____ What do you now know as a result of today’s lesson? What are your areas for improvement? What are you going to do about this?