Date post: | 24-Dec-2015 |
Category: |
Documents |
Upload: | gervase-harvey |
View: | 218 times |
Download: | 4 times |
Business Policy & Strategy: Chapter Four
Strategic Management
Murdick, Moor, Babson & Tomlinson, Sixth Edition, 2000
Strategic Management
Formulation – generating ideas done by top managersImplementation – putting them into action, involves all levels of the firmEvaluation – monitoring to see if the chosen strategy and its implementation are effective in the short and medium run (control)
Senior Managers Responsibility
Formulate vision, mission, goals, and objectivesEnvironmental analysis and forecast of opportunities and threatsInternal analysis of strengths and weaknesses
Strategy Formulation
Establish the corporate vision – where firm wants to be in 3-5 yearsReview the corporate mission – why the firm exists, its purposeEvaluate resources and capabilitiesCreatively match your internal strengths with external opportunities
Strategy Formulation
Consider the scope (product and market), dynamics, competitive edge, risk, financial objectives, deployment of resources, Consider potential acquisitions, divestments, joint ventures, mergers
Product Life Cycle
Stages:Introductory – almost monopoly, low buyer awareness, high production and marketing costs, low profits, selective distributionsGrowth – rapid increase in demand, entry of competitors, increased customer awareness and acceptance, repeat sales, increasing productive efficiency
Product Life Cycle
Maturity – rates of sales growth declines, profit margins decline, fewer new customers and more reorders, shakeout of weak competitors, LONGEST stageDecline – sales drop, # of competing products declines, new types of replacement products appear, small group of loyal customers
Product Life Cycle
Rejuvenation or death – in the decline stage, firms must increase demand for their product (like ARM & HAMMER baking soda) or go into new markets (internationalization) to begin the product life cycle over; otherwise, organizational death results
Generic Strategies
Competitive Edge arises from:Overall cost leadershipProduct differentiationFocus (serving market niches)
Risk
From management’s perspective, risk is the average size of investments in new capital projects, the probability of success, and the equity of the firmOutsider’s view risk as the expected return on investment less the risk-free rate of return, measured by beta. > beta, > risk
Portfolio Matrix Management
PLOT these two dimensions to form a 3x3 matrixBusiness Strength
Low, Medium or High
Industry AttractivenessLow, Medium or High
Business Strengths
Size, growth, market share, positionProfitability, margins, Image or reputationPollution, people, reputationStrengths, weaknessesTechnology position
(See Figure 4.3 page 53)
Industry Attractiveness
SizeMarket growth, diversity, pricingCompetitive structureIndustry profitabilitySocial, EnvironmentalLegal, HumanTechnical role
INDUSTRYATTRACTIVE-NESS______________BUSINESS STRENGTH
LOW MEDIUM HIGH
HIGH MaintainSelect for
Investment, Grow
InvestAnd
Grow
MEDIUM HarvestSelect for Growth, or
Divest
Select for investment,
Grow
LOW Harvest
Or Divest
HarvestSelect for Growth, or
Divest
Integration
Forward Vertical is towards your customer and/or distribution channels (buying trucks to deliver your product to outlets/customers)Backward Vertical is towards your suppliers, i.e. when Sears buys a lawnmower producerHorizontal when a firm buys a firm in the same industry (hotels)
Outsourcing
Firms have to decide whether to make or buy their products/raw materialOutsourcing is fairly common now where firms outsource NON-CORE processes to those firms that specialize in that process. This allows the original firm to focus on what it does best.
Planning Strategy
Review - Merger – is when two firms of about equal size come together to form one firm with a hyphenated name; Acquisitions – when one firm, generally the larger of the two, buys another firm which gets absorbed into the buying firm
Why undertake M/A?
Obtain skilled management, broader markets, new technology, new production capacity, raw materials, etc.Tax advantagesPut idle cash to work for higher profitsOpportunities for better management or synergies
Valuation of Firms
Book value x 300%Average earnings over the past 3 years capitalized at 10-20%Five-year paybackPresent value of estimated earnings over the next 10 yearsMarket value of stock x 2
Valuation of Firms
P/E ratio x average earnings of past three yearsUpper limit = 8x earnings before interest and depreciation;Lower limit = 3 x earnings before interest and depreciation
Going Public
Entrepreneurs want to sell and retireThey would like to provide for their families or no members are capable of managing the firmFirm has been expanding rapidly, but lacks capital to expand furtherFirm has been very successful but entrepreneur hasn’t kept current and earnings are declining