2. 3 Successes Gaga Dyson Ferguson

3. What is strategy? Strategy is the means by which individuals or organizations achieve their objectives.

4. Key elements of success 1.Simple goals 2.Understand the competitive environment 3.Objective appraisal of resources 4.Effective implementation

5. Keep it simple Clearly recognized goal Consistency Persevere

6. Understand your environment Brands Location Variety

7. Resource Appraisal Exploit strengths Protect weakness

8. Effective Implementation Leadership Energy Loyalty & Commitment

9. Strategy in history Origins – Good Strategy needs to: Give direction Utilize resources Coordinate decisions

10. Strategy in History Strategy vs. Tactics “…tactics are concerned with the maneuvers necessary to win battles, strategy is concerned with winning the war” (13).

11. Strategic Evolution Financial Budgeting Corporate Planning Strategy as Positioning Quest for Competitive Advantage Strategy for the New Economy Strategy for the Millennium Strategy in Turbulent Times Foundations of Strategy: Figure 1.2

12. Strategic Evolution Financial Budgeting – Annual Financial Planning – Investment Appraisal Disadvantages: No long term development

13. Strategic Evolution Corporate Planning – Formal – Diversification and Synergy – 1960s Corporate Planning Departments – Disadvantage: Failed to deliver Macroeconomic instability

14. Strategic Evolution Strategy as Positioning – In markets and in relation to competitors Quest for Competitive Advantage – Resource Based view – Resources and Capabilities – “Competitive Strategy is about being different. It means deliberately choosing a different set of activities to deliver a unique mix of value” (15).

15. Strategic Evolution Strategy for the New Economy – TMT and the new knowledge economy Strategy in the New Millennium – Competing for Standards Responsiveness and flexibility Reconfiguring resources and capablities

16. Strategic Evolution Strategy in Turbulent Times – Managing Risk and Uncertainty – Social Responsibilities – New thinking

17. Strategy Today Strategy: “The means by which individuals or organizations achieve their objectives” (17). Corporate Strategy Business Strategy

18. Corporate Strategy Which industry should the firm compete in? Defines the scope of the firm in terms of the industries or markets it competes in. – Diversification Investments – Vertical Integration – Acquisitions and New Ventures – Divestments

19. Business Strategy How should the firm compete in the market? Also referred to as Competitive Strategy Considers how the firm competes within a particular industry or market. Primary focus revolves around competitive advantage.

20. Corporate vs. Business Strategy Rate of Return Above the Cost of Capital How do we make money? Industry Attractiveness Which industries should we be in? Corporate Strategy Competitive Advantage How should we compete? Business Strategy

21. How to identify a firm’s strategy Mission Statements – “Why we exist” Statement of values – “What we believe in and how we will behave” Vision Statements – “What we want to be” Strategy Statements – “What our competitive game plan will be”

22. Competitive Game Plans Comprised of three major components: 1.Objectives – What do we want to accomplish? 2.Scope – Where will we compete to meet these goals? 3.Advantage – How will we compete to meet these goals?

23. How is Strategy Made? Intended Strategy – The strategy conceived by the top management team of a firm. Realized Strategy – The actual strategy that is implemented. – Typically only 10-30% of a firm’s intended strategy. Emergent Strategy – The decisions that emerge in which individual managers interpret the intended strategy and adapt to changing circumstances. The Benefits of a Good Strategy

24. What Roles Does Strategy Perform? Strategy as Decision Support Strategy improves decision making in primarily three ways: 1.Simplifies decision making by constraining the range of decision alternatives considered. 2.Strategy-making processes permit the knowledge of different individuals to be pooled and integrated. 3.Strategy-making processes facilitate the use of analytical tools. Strategy as a Coordinating Device Promotes coordination through communication. Goals, commitments (through buy-ins), and performance targets that are monitored ensure the organization moves in a consistent and favorable direction.

25. What Roles Does Strategy Perform? Strategy as Target Forward-looking strategies establish direction for the firm’s development, as well as set aspirations that can motivate members. Stretch and Resource leverage is necessary to successful implementation of a firm’s strategy. Strategy as Animation and Orientation The most important role of strategy is to essentially paint a clear picture of the organization’s strategy for individuals so that they are mobilized, encouraged, and work in harmony toward the shared goals. Having a strategy that is clear and accurate ensures greater success toward meeting a firm’s goals.

26. Shareholders vs. Stakeholders Value created by firms is distributed among different parties: employees, customers, lenders, owners, government, etc. Firms also create Consumer Surplus – Value created for a firm’s customers to the extent that the satisfaction gained exceeds the price that was paid. Stakeholder Approach of a firm. – The view of an organization as a coalition of interest groups, where top management’s role is to balance the different interests for the benefit of all stakeholders.

27. Whose Interests Should be Prioritized? There are two views on companies’ legal obligations: – In the US, Canada, the UK and Australia, company boards are required to act in the interest of the shareholder. – While in continental European countries, companies are legally required to take account of the interest of employees.

28. Profit and Purpose The world’s most consistently successful companies in terms of profits and shareholder value tend to be those that are motivated by factors other than profit. On the other side, companies that are more focused on profitability and the creation of shareholder value tend to be unsuccessful at achieving profit.

29. Profit and Purpose One company who is consistently successful at having a sense of purpose is Google. Google’s mission is “to organize the world’s information and make it universally accessible and useful.” With this sense of purpose there is no question why Google’s net worth is $367.6 Billion. Retrieved from http://www.forbes.com/companies/google/.http://www.forbes.com/companies/google/

30. Profit and Purpose The pursuit of profit often fails to realize its goals when: – Profit will only be a guide to management if managers know what determines profit. Obsession with profitability can hinder managers’ perception of the real drivers of superior performance. – Motivation is lost. The goal of maximizing the return to stockholders is unlikely to inspire employees.

31. The Debate Over Corporate Social Responsibility What Is Corporate Social Responsibility? Corporate Social Responsibility (CSR)- is the issue of ‘whose interests should strategy serve’. (33) The main question is, “What are a company’s obligations to society as a whole?”

32. The Debate Over Corporate Social Responsibility There are two views about management responsibility: – Firm as property It is management’s responsibility to operate in the interests of shareholders – Firm as social entity Company’s have a responsibility to maintain the firm within its overall network of relationships and dependencies.

33. Takeaways Strategy is not a detailed plan or program, it is a unifying theme that gives direction to actions and decisions. The purpose of strategy is not to provide quick fix answers, but to better understand the issues. Strategy helps us find the initial threads that are the key to untangling complex knots.