Seminar Objectives for TonightUnit 4 feedback and questionsReview Unit 5 assignments/discussion

questions Unit 5: Internal Analysis and Long Term

Objectives and Strategies

Unit 4 Feedback

Unit 5- To Do ListRead

Chapter 6, Internal Analysis Chapter 7, Long-Term Objectives and Strategies

Complete and upload your Case Analysis Assignment Case 28, Section B, Comprehensive Cases, Whole Foods

Market 2007: Will There Be Enough Organic Food to Satisfy the Growing Demand?’s

Respond to the Discussion Question Explain how you might use VCA, (value chain analysis) RBV, (resource

based view) and SWOT analyses to get a better sense of what might be a firm’s key building blocks for a successful strategy. Choose a Fortune 1000 company to demonstrate these analyses mentioned.

Chapter 6

McGraw-Hill/Irwin Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.

SWOT AnalysisA traditional approach to internal analysis: SWOT is an acronym for the internal

Strengths and Weaknesses of a firm and the environmental Opportunities and Threats facing that firm.

SWOT analysis is a historically popular technique through which managers create a quick overview of a company’s strategic situation.

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SWOT Components An opportunity is a major favorable

situation in a firm’s environment A threat is a major unfavorable situation in

a firm’s environment A strength is a resource or capability

controlled by or available to a firm that gives it an advantage relative to its competitors in meeting the needs of the customers it serves

A weakness is a limitation or deficiency in one or more of a firm’s resources or capabilities relative to its competitors that create a disadvantage in effectively meeting customer needs

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Ex. 6.2 SWOT Analysis Diagram

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Limitations of SWOT Analysis A SWOT analysis can overemphasize

internal strengths and downplay external threats

A SWOT analysis can be static and can risk ignoring changing circumstances

A SWOT analysis can overemphasize a single strength or element of strategy

A strength is not necessarily a source of competitive advantage

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Value Chain Analysis (VCA) The term value chain describes a way of

looking at a business as a chain of activities that transform inputs into outputs that customers value

Value chain analysis (VCA) attempts to understand how a business creates customer value by examining the contributions of different activities within the business to that value

VCA takes a process point of view

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Ex. 6.3 The Value Chain

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Conducting a VCA1. Identify activities2. Allocate costs VCA proponents hold that the

activity-based VCA approach would provide a more meaningful analysis of the procurement function’s costs and consequent value added than the traditional cost accounting approach

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Ex. 6.5 Traditional Cost Accounting VS Activity Based Cost Accounting

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Difficulty in Activity-Based Cost Accounting It is important to note that existing financial

management and accounting systems in many firms are not set up to easily provide activity-based cost breakdowns

The information requirements to support activity-based cost accounting can create redundant work

The time and energy to change to an activity-based approach can be formidable

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Three Circles AnalysisAn internal analysis technique wherein

strategists examine customers’ needs, company offerings, and competitor’s offerings to more clearly articulate what their company’s competitive advantage is and how it differs from those of competitors.

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Resource-Based View (RBV)1. RBV is a method of analyzing and

identifying a firm’s strategic advantages based on examining its distinct combination of assets, skills, capabilities, and intangibles

2. The RBV’s underlying premise is that firms differ in fundamental ways because each firm possesses a unique “bundle” of resources

3. Each firm develops competencies from these resources, and these become the source of the firm’s competitive advantages

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Three Basic Resources

1. Tangible assets are the easiest “resources” to identify and are often found on a firm’s balance sheet

2. Intangible assets are “resources” such as brand names, company reputation, organizational morale, technical knowledge, patents and trademarks, and accumulated experience

3. Organizational capabilities are not specific “inputs.” They are the skills that a company uses to transform inputs into outputs

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What makes a resource valuable?4 Guidelines:1. Is the resource or skill critical to fulfilling

a customer’s need better than that of the firm’s competitors?

2. Is the resource scarce? Is it in short supply or not easily substituted for or imitated?

3. Appropriability: Who actually gets the profit created by a resource?

4. Durability: How rapidly will the resource depreciate?

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Elements of Scarcity Short Supply Availability of Substitutes Imitation

Isolating Mechanisms: Physically Unique Resources “Path-Dependent” Resources Casual Ambiguity Economic Deterrence

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Using RBV in Internal Analysis

It is helpful to: Disaggregate resources Utilize a functional

perspective Look at organizational

processes Use the value chain approach

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Ex. 6.11 Applying the Resource Based View

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Making Meaningful Comparisons Managers need objective standards to use

when examining internal resources and value-building activities

Strategists use the firm’s historical experience as a basis for evaluating internal factors

Benchmarking, or comparing the way “our” company performs a specific activity with a competitor or other company doing the same thing, has become a central concern of managers in quality commitment companies worldwide

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Comparison with Success Factors in the Industry

The key determinants of success in an industry may be used to identify a firm’s internal strengths and weaknesses

A strategist seeks to determine whether a firm’s current internal capabilities represent strengths or weaknesses in new competitive arenas

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Chapter 7

McGraw-Hill/Irwin Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.

Long-Term Objectives Strategic managers recognize that short-

run profit maximization is rarely the best approach to achieving sustained corporate growth and profitability

To achieve long-term prosperity, strategic planners commonly establish long-term objectives in seven areas:

Profitability – Productivity Competitive Position – Employee

Development Employee Relations – Productivity Tech Leadership – Public Responsibility

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Qualities of Long-Term Objectives There are five criteria that should be

used in preparing long-term objectives: Flexible Measurable Motivating Suitable Understandable

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The Balanced Scorecard The balanced scorecard is a set of

measures that are directly linked to the company’s strategy

Developed by Robert S. Kaplan and David P. Norton, it directs a company to link its own long-term strategy with tangible goals and actions.

The scorecard allows managers to evaluate the company from four perspectives:

financial performance customer knowledge internal business processes learning and growth

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Ex. 7.1 The Balanced Scorecard

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Generic Strategies A long-term or grand strategy must be based

on a core idea about how the firm can best compete in the marketplace. The popular term for this core idea is generic strategy.

3 Generic Strategies: 1. Striving for overall low-cost leadership in the

industry. 2. Striving to create and market unique products

for varied customer groups through differentiation.

3. Striving to have special appeal to one or more groups of consumers or industrial buyers, focusing on their cost or differentiation concerns.

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Low-Cost Leadership Low-cost producers usually excel at cost

reductions and efficiencies They maximize economies of scale,

implement cost-cutting technologies, stress reductions in overhead and in administrative expenses, and use volume sales techniques to propel themselves up the earning curve

A low-cost leader is able to use its cost advantage to charge lower prices or to enjoy higher profit margins

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Differentiation Strategies dependent on differentiation are

designed to appeal to customers with a special sensitivity for a particular product attribute

By stressing the attribute above other product qualities, the firm attempts to build customer loyalty

Often such loyalty translates into a firm’s ability to charge a premium price for its product

The product attribute also can be the marketing channels through which it is delivered, its image for excellence, the features it includes, and its service network

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Focus A focus strategy, whether anchored in a low-

cost base or a differentiation base, attempts to attend to the needs of a particular market segment

A firm pursuing a focus strategy is willing to service isolated geographic areas; to satisfy the needs of customers with special financing, inventory, or servicing problems; or to tailor the product to the somewhat unique demands of the small- to medium-sized customer

The focusing firms profit from their willingness to serve otherwise ignored or underappreciated customer segments

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The Value Disciplines Operational Excellence

This strategy attempts to lead the industry in price and convenience by pursuing a focus on lean and efficient operations

Customer Intimacy Customer intimacy

means continually tailoring and shaping products and services to fit an increasingly refined definition of the customer

Product LeadershipCompanies that

pursue the discipline of product leadership strive to produce a continuous state of state-of-the-art products and services

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Grand Strategies Grand strategies, often called master or

business strategies, provide basic direction for strategic actions

Indicate the time period over which long-rang objectives are to be achieved

Any one of these strategies could serve as the basis for achieving the major long-term objectives of a single firm

Firms involved with multiple industries, businesses, product lines, or customer groups usually combine several grand strategies

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Concentrated Growth Concentrated growth is the strategy of the

firm that directs its resources to the profitable growth of a dominant product, in a dominant market, with a dominant technology

Concentrated growth strategies lead to enhanced performance

Specific conditions favor concentrated growth

The risks and rewards vary

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Market Development Market development commonly ranks

second only to concentration as the least costly and least risky of the 15 grand strategies

It consists of marketing present products, often with only cosmetic modifications, to customers in related market areas by adding channels of distribution or by changing the content of advertising or promotion

Frequently, changes in media selection, promotional appeals, and distribution are used to initiate this approach

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Product Development Product development

involves the substantial modification of existing products or the creation of new but related products that can be marketed to current customers through established channels

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Innovation These companies seek to reap the initially high

profits associated with customer acceptance of a new or greatly improved product

Then, rather than face stiffening competition as the basis of profitability shifts from innovation to production or marketing competence, they search for other original or novel ideas

The underlying rationale of the grand strategy of innovation is to create a new product life cycle and thereby make similar existing products obsolete

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Horizontal Integration When a firm’s long-term strategy is based

on growth through the acquisition of one or more similar firms operating at the same stage of the production-marketing chain, its grand strategy is called horizontal integration

Such acquisitions eliminate competitors and provide the acquiring firm with access to new markets

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Vertical Integration When a firm’s grand strategy is to

acquire firms that supply it with inputs (such as raw materials) or are customers for its outputs (such as warehouses for finished products), vertical integration is involved

The main reason for backward integration is the desire to increase the dependability of the supply or quality of the raw materials used as production inputs

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Ex. 7.7 Vertical and Horizontal Integrations

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Concentric Diversification Concentric diversification involves the

acquisition of businesses that are related to the acquiring firm in terms of technology, markets, or products

With this grand strategy, the selected new businesses possess a high degree of compatibility with the firm’s current businesses

The ideal concentric diversification occurs when the combined company profits increase the strengths and opportunities and decrease the weaknesses and exposure to risk

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Conglomerate Diversification Occasionally a firm, particularly a very large

one, plans acquire a business because it represents the most promising investment opportunity available. This grand strategy is commonly known as conglomerate diversification.

The principal concern of the acquiring firm is the profit pattern of the venture

Unlike concentric diversification, conglomerate diversification gives little concern to creating product-market synergy with existing businesses

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TurnaroundThe firm finds itself with declining profits Among the reasons are economic

recessions, production inefficiencies, and innovative breakthroughs by competitors

Strategic managers often believe the firm can survive and eventually recover if a concerted effort is made over a period of a few years to fortify its distinctive competences. This is turnaround.

Two forms of retrenchment: Cost reduction Asset reduction

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Elements of Turnaround A turnaround situation represents absolute and

relative-to-industry declining performance of a sufficient magnitude to warrant explicit turnaround actions

The immediacy of the resulting threat to company survival is known as situation severity

Turnaround responses among successful firms typically include two stages of strategic activities: retrenchment and the recovery response

The primary causes of the turnaround situation have been associated with the second phase of the turnaround process, the recovery response

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Divestiture A divestiture strategy involves the sale of

a firm or a major component of a firm When retrenchment fails to accomplish the

desired turnaround, or when a nonintegrated business activity achieves an unusually high market value, strategic managers often decide to sell the firm

Reasons for divestiture vary

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Liquidation When liquidation is the grand strategy,

the firm typically is sold in parts, only occasionally as a whole—but for its tangible asset value and not as a going concern

Planned liquidation can be worthwhile

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Bankruptcy Liquidation bankruptcy—agreeing to a

complete distribution of firm assets to creditors, most of whom receive a small fraction of the amount they are owed

Reorganization bankruptcy—the managers believe the firm can remain viable through reorganization

Two notable types of bankruptcy Chapter 7 Chapter 11

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Joint Ventures Occasionally two or more capable firms

lack a necessary component for success in a particular competitive environment

The solution is a set of joint ventures, which are commercial companies (children) created and operated for the benefit of the co-owners (parents)

The joint venture extends the supplier-consumer relationship and has strategic advantages for both partners

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Strategic Alliances Strategic alliances are distinguished

from joint ventures because the companies involved do not take an equity position in one another

In some instances, strategic alliances are synonymous with licensing agreements

Outsourcing arrangements vary

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Consortia, Keiretsus, and Chaebols Consortia are defined as large

interlocking relationships between businesses of an industry

In Japan such consortia are known as keiretsus, in South Korea as chaebols

Their cooperative nature is growing in evidence as is their market success

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Selection of Long-Term Objectives and Grand Strategy Sets When strategic planners study their

opportunities, they try to determine which are most likely to result in achieving various long-range objectives

Almost simultaneously, they try to forecast whether an available grand strategy can take advantage of preferred opportunities so the tentative objectives can be met

In essence, then, three distinct but highly interdependent choices are being made at one time

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Sequence of Selection and Strategy Objectives

The selection of long-range objectives and grand strategies involves simultaneous, rather than sequential, decisions

While it is true that objectives are needed to prevent the firm’s direction and progress from being determined by random forces, it is equally true that objectives can be achieved only if strategies are implemented

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