Post on 01-Jan-2016
transcript
Chapter 1
What Is Strategy?
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What is a Successful Strategy?
Successful firms achieve a sustainable competitive advantage
Businesses achieve competitive advantage by emphasizing cost, value to the customer, or both.
A firm’s strategy is found in its investments in resources and capabilities that
Determine its market position Defend this position from competitors
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Market Positioning
Attention to the transaction with customers is central to understanding strategy In fact, without a customer, the firm produces nothing of value
at all Two parts of a transaction
Value to the customer minus price – which is what determines demand for the product
Price minus cost to the firm – which defines the firm’s profit
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The Transaction with the Customer
Value that the product
offers the customer
Value that the product offers the customer
Product priceProduct price
The firm’s cost to produce and sell the
product
The firm’s cost to produce and sell the
product
The benefit the customer receives from
buying the product (Value minus Price)
The benefit the customer receives from
buying the product (Value minus Price)
The profit the firm receives from producing and selling
the product (Price minus Cost)
The profit the firm receives from producing and selling
the product (Price minus Cost)
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Protecting the Firm’s Market Position from Competitors
The firm’s market position is defended by Retaining customers through
High switching costs Preventing imitation of the firm’s key resources and
capabilities Property rights, e.g., patentsDedicated assets, e.g., a specialized supplierSunk costs, e.g., investments in R & DCausal ambiguity, i.e., the difficulty of copying a key process
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What Determines Firm Profitability?
Characteristics of the business Market position
Value offered to customers Cost to produce that value
Isolating mechanisms Customer retention Prevention of imitation
Adaptability to changing market conditions
Macroeconomic factors
National and global fiscal and regulatory policies
Industry factors Competition Entry barriers Buyer power and tastes Supplier power Substitute technologies
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Origins of Strategy
Origins of strategy include: Industrial and evolutionary economics Case studies of exemplary companies Business and industry histories Economic and organizational sociology Strategic planning tools Institutional economics
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Firm evolution
Industry evolution
Evolutionary economics
Strategic planning
Game theory
Structure/Conduct/ Performance
Paradigm
Industrial economics
Business cases
Business history
Institutional economics
Economic and organizational sociology
Industry history
The firm and its
immediate business context
The firm and its
immediate business context
The overall
market or industry
The overall
market or industry
Focus of analysis
Focus of analysis
Not necessarily rationally
Not necessarily rationally RationallyRationally
Assumption about how managers make
decisions
Assumption about how managers make
decisions
Business cases
Business history
Institutional economics
Economic and organizational sociology
Industry history
The Origins of Strategy
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Strategic Planning
Details the process for developing business strategies and links them to operational programs and investments
Details the logic behind cash flow forecasts Provides process for:
Development of the firm’s missionGoal setting Identification of strategic initiativesProgram development, scheduling and accountabilityProblem solving and innovation
Not the same as strategy execution Firms can be successful without a strategic plan
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Strategy Execution
Entails continuous development and improvement of resources and capabilities Elements of execution:
Task design Incentives and compensationControl and coordination systemsDegree of consistency among a firm’s activitiesFirm’s culture and human resource systems
Effective execution requires each element to reinforce the others
Not the same as strategic planning Firms cannot be successful without effective strategy
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Industry Analysis
A firm’s profits are effected by five industry forces: Competition
Stronger competition drives prices down Buyers
Strong buyers demand higher value and lower prices Suppliers
Strong suppliers lower the value delivered and raise prices Entry
Easy entry into the industry typically drives prices down Technological substitutes
Strong substitutes force firms to raise value and lower pricesComplements are also important (e.g., skis and ski resorts)
Powerful complements raise the product’s value
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Strategy Over Time: Growth and Innovation
Firms must adapt to achieve success or remain successful Adaptation involves investment in innovations to improve and
defend the firm’s market positionLarger firms generally have more resources to make these
innovations in productivity Almost all industries go through a life cycle in four stages
Growth Shakeout Maturity Disruption and either decline or rejuvenation
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1970 1980 1990
Other GlobalAuto Firms
Toyota
GM
Relative Productivity Toyota vs. Other Auto Companies
1965-1998
Quality Over Cost Ratio
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Vertical Integration, Outsourcing and Strategic Alliances
A firm vertically integrates when it decides to produce a product or service that an outside supplier currently makes
Outsourcing is the reverse process – shifting production from the firm to an outside supplier
A strategic alliance is a type of relationship between a firm and one of its suppliers in which the firm has more control than it would in a standard market relationship
These decisions and their implementation are central to how the firm executes its strategy
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Global Strategy
Global firms rely on both country-specific and firm-specific strengths Examples of country strengths are
U.S. dominance in media content and production values Japanese dominance in automobiles Italian dominance in high-end fashion
Dominant global firms that transcend their home countries include IBM, Seimens, Philips, Procter & Gamble, and Sony
Sometimes regions within countries are important Think of Silicon Valley
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Strategy in Single Business Firms
Offense and Defense Offense
Develop a strong market positionValue to the customerCost to produce that value
Defense Build isolating mechanisms against powerful buyers and
competitors Increase customer retentionPrevent imitation of key resources and capabilities
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Strategy in Multibusiness Firms
Multibusiness strategy Manage a portfolio of businesses so that they perform better
together than independently Provide resources and capabilities—capital, technology,
materials, know how Contribute management or entrepreneurial skills to the units Establish and oversee inter-unit transfers Centralize activities, e.g., distribution, logistics Build a corporate infrastructure that supports the business
units Initiate programs that enhance business unit market
positions, e.g., process improvements focused on quality
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Corporate Governance
Focus on board of directors Two major regulatory concerns
Policies that limit shareholder influence on the firmPolicies that set senior management compensation
Boards have the following general responsibilitiesCompliance - financial and compensation reportingSuccession – CEO and board directorsSelf management – charters, principles of corporate governance,
by-lawsAdvice and counsel to top managementExecutive and director compensation
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Chapter 2
Strategic Planning and Decision Making
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What Is Strategic Planning?
Strategic planning should: Be a line management, not staff, activity.
Require evaluation of the contribution of investments to financial goals—in the context of industry trends and competitor behavior.
Extend top management leadership and power
Neutralize decision-making biases.
Overcome organizational drift.
Identify what the organization needs to do to improve its performance.
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What is Strategic Planning? (cont’d)
Strategic planning should: Be distinct from strategy execution.
Act as a tool for management decision-making.
Communicate the organization’s strategy without jargon and in a conceptually coherent format.
Generate commitment from employees.
Motivate the organization’s systems of financial and operating control.
Be reviewed regularly and in response to unexpected and significant market changes.
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Decision Making Biases
Myopia Weighting short term over long term outcomes, controlling for
a discount rate Sunk costs
Continuing to invest in failing projects in hope of getting back the original investment
Bias based on whether a decision is framed in terms of gains or losses Tending to be risk seeking in terms of losses and risk adverse
to gains, as described by Prospect theory
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Decision Making Biases (cont’d)
Information availability Valuing and using information simply because it is favored,
most recent, or readily at hand. Information anchoring
Overweighting information that appears first in the information flow.
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Planning in a Single Business
Strategic planning elements: Mission statement
Include a vision if desired Analysis of industry and firm’s market position Financial and operating goals Strategic initiatives Program planning within each initiative
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Mission Statement
Describes the scope of the business in terms of its product line and markets served
May include a statement of the strategic intent of the business
Should be no longer than several sentences Should be in a clear and unambiguous language Should convey the purpose and direction for the firm
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Industry Analysis
Is necessary for an effective strategic plan
Identifies how much firm performance is due to macroeconomic and industry factors
Provides a baseline for goal setting
Should include a detailed estimate of the direct and indirect competitors’ strategies
May be improved by scenario planning
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What are the key macroeconomic variables that affect profits in the industry?
What are the current macroeconomic trends? What are the critical regulatory factors that influence performance
in the industry? What are the key industry forces (e.g., powerful buyers, strong
substitutes, ease of entry) affecting firm profitability? What are the trends in these forces? What are the entry and exit rates in the industry? What are the trends in these rates?
Elements of Industry Analysis
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Has the industry passed through a shakeout? Has the industry experienced significant disruption? If so, how
have entrants competed against incumbents? If not, are there identifiable forces or products that could be
disruptive to the industry? What are the key value and cost drivers in the industry? How is the industry structured into strategic groups based on these
value and cost drivers?
Elements of Industry Analysis (cont’d)
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What is the trend in industry revenue? Which competitors are growing faster in revenue than the industry
trend? Why? What are the key competitors the firm faces in its major markets? What are their strategies and performance levels? What is the trend in industry profitability? Which competitors are growing faster in profitability than the
industry trend? Why?
Elements of Industry Analysis (cont’d)
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What new strategic initiatives and programs have key competitors developed, if any?
How likely is it that these initiatives will improve the market positions of these competitors?
How aggressive are these firms in growing their market positions? How aggressively do these firms defend their positions?
Where is the firm located in this competitive landscape in terms of its value and cost drivers?
How are the resources and capabilities underlying the value and cost drivers protected from imitation?
Elements of Competitor Analysis (cont’d)
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Financial Goals
Setting goals focuses management attention and pushes the planning team to articulate which investments are strategically important
Goals force management to be explicit about its expectations and assumptions
Three key questions in setting financial goals: What is the planning period? What are the key financial metrics? What should the goals be?
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Planning Period
Depends on the volatility of strategic situation Extended planning period forces management to articulate its
view on how firm’s performance can be improved as competition and other industry’s forces evolve
With an increase in rate of market change, length of planning period must shorten
Managerial resistance to long-term goals makes firms vulnerable to decline
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Financial and Operating Metrics
Common performance metrics for single business planning: Revenues Net profits Return on Investment
Metrics and goals should be centrally related to the firm’s economic performance in its product market over time
Interplay of financial and operating metrics is critical for setting robust objectives
Operating metrics Reflect the value and cost drivers that determine the firm’s market
position. Measure the source of revenue growth
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Measures of Business Performance
Accounting measures of performance Widely accepted, but criticized for:
Managerial control over accounting policiesPoor valuation of intangible assets
Measures of economic performance Use capital market variables
Firm’s market value Tobin’s q
Cost of capital Capital asset pricing model
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Setting Goals
Managers rely upon: Firm’s historical performance Performance of competitors
When firm’s trend is below industry average, it is vulnerable in the long-term
When firm’s trend tracks industry average, it is highly subject to industry forces
When firm’s trend is above industry average, it needs to focus on staying ahead
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Setting Goals (cont’d)
Stretch goals: Push management to exceed expected performance targets
based on firm or industry trends Stimulate a level of innovation beyond what management has
already imagined.
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Strategic Initiatives
Strategic initiatives are the essence of the strategic plan, acting as an organizing framework for activities throughout the firm
Initiatives are categorized as projects that: Improve the firm’s value drivers Improve the firm’s cost drivers Raise customer retention rates Invest in growth Terminate or turnaround underperforming activities of the firm Focus on risk management and compliance
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Programs
Are created to achieve specific strategic initiatives Are the basic units through which the plan is executed May be ongoing Should have:
An accountable manager and documented schedule A means of being valued financially (e.g., NPV, real options
models)
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Program Valuation
Discounted cash flow analysis DCF includes the identification of the net present value of a
projectHigher the NPV, the greater the project’s value
Real options analysis Extension of the financial options models Useful for projects that are uncertain and irreversible
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Table 12.2a
Sample Program Template: Strategic Initiative
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Table 12.2b
Sample Program Template: Strategic Initiative (cont’d)
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Planning in a Multibusiness Firm
Allocate financial resources to the business units through the internal capital market
Manage the portfolio of businesses to improve corporate profitability
Manage relationships among the units Centralize activities Develop top down initiatives Build an effective corporate infrastructure
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Resource Allocation
Goal of resource allocation is to invest in and support those businesses within the portfolio whose projects produce the highest economic return for the firm
One tool is the Marakon profitability matrix:
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Centralization and Transfers
Interbusiness relationships The plan outlines how transfer policies are aligned with the
business units’ value and cost drivers. Centralization of activities
The plan articulates how shared or centralized activities contribute to business unit performance.
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Top-down Initiatives and Corporate Infrastructure
Top-down initiatives The plan provides management with a vehicle to state its
intended initiatives, to develop programs to assess their impact, and to identify where new initiatives are warranted
Corporate infrastructure The plan offers an overview of how elements of the corporate
infrastructure (e.g., legal, IT, HR) contribute to business unit performance or effective compliance
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