Corporate Planing and Strategic Managements

Corporate Planning & strategic Managements YSPM’s YTC
Unit- 1
Corporate Planning and Strategy Managements
Meaning
Corporate planning is creating a strategy for meeting business goals and improving your
business. A corporate plan is a roadmap that lays out your business’s plan of action. It is
imperative to write down goals and plan for how they will be achieved. Without planning,
business operations can be haphazard, and employees are rarely on the same page. When you
focus on corporate planning, you set achievable goals and bring your business one step closer to
success.
Definition
Corporate planning is the act of creating a long-term plan to improve your business. A corporate
plan examines a business’s internal capabilities and lays out strategies for how to use those
capabilities to improve the company and meet goals. Think of a corporate plan as a roadmap
laying out everything you need to do to achieve your future goals and reach new levels of
success. The plan looks at each sector of a business and makes sure that all parts are aligned,
working towards similar goals. Corporate planning is often looked at through a SWOT analysis
(strengths, weaknesses, opportunities, threats). Further, it usually starts with broad goals and
works its way towards a much more detailed analysis, laying out exactly how objectives will be
reached.
1. Vision statement: You company’s vision statement broadly defines what goals you are
working to achieve. This statement is where you hone in on your business’s focus and what you
want to accomplish over the next three-to-five years. Think big, but remember that you will have
to create a strategic plan to back these goals up. So always make sure that your goals can be
defined as SMART goals (strategic, measurable, achievable, realistic and time-based).
2. Mission statement: A good mission statement lays out how you will achieve your vision
statement in a few sentences. It should illustrate what you plan to offer or sell, the market you are
in, and what makes your company unique. A mission statement is like an elevator pitch for your
Arun Nishad, MBA-II(Sem-III) Page 1

entire strategy. It effectively communicates who you are and what you want to do in a few lines.
3. Resources and scope: Part of corporate planning is taking stock of everything you currently
have going on in your organization. You'll look at your systems, products, employees, assets,
programs, divisions, accounting, finance and anything else that are critical to meeting your
vision. This part is almost like making a map of your current organization. It gives you a bird’s
eye view of everything your company has going on, which helps you create a plan for moving
towards the future.
4. Objectives: Next, you need to lay out your business objectives and how you plan to measure
success. This is a good time to hone in on that SMART planning to ensure that your objectives
are strategic, measurable, achievable, realistic and time-based. A vague goal such as “improve
brand reputation” is meaningless without a solid measure of success in place. A SMART goal
would instead be “improve brand reputation by placing the product in five positive media stories
by the end of Q1.
5. Strategies: Now, it’s time to illustrate the strategies you plan to use to meet the objectives of
your company. These strategies could be anything from introducing new products to reducing
labor costs by 25 percent, depending on the goal. Your strategies should directly address the
objectives you have laid out in your corporate plan, and include a plan of action for how you will
implement them. These are the nitty-gritty plan details.
Nature of corporate planning
1. Long term perspective

2. Continuous Process
3. Master Plans
4. Formal and Organizational Process
5. Top Level
6. Forward Looking
7. Environmental Factors
8. Consisting both strategic Planning and operational Planning

1. Long Term Goals
Corporate planning sets out long term goals. When a company has long term goals, it can focus
its resources and efforts on a specific target. Employees become focused on fulfilling that goal in
an efficient and effective way. In fact, having a long term goal can serve to unite employees and
supervisors, because everyone is working towards a common purpose.
2. Focus
Creating a strategic business plan provides focus. One of the first steps of corporate planning
involves writing a mission statement. The mission statement clearly tells the rest of the world
what the company does. Once a company has a mission statement, it can focus on fulfilling its
task. For example, if a company’s mission statement declares its purpose is to produce the best
refrigerators in the country, it will not be distracted by lesser, or unrelated tasks.
3. Better Decisions
By developing a plan, a company can make better business decisions. The business plan needs to
spell out what choices will further the company's interest, such as what personnel it needs, and
what equipment it requires. When the business knows what it needs to accomplish to be
successful, its leaders can steer it towards hiring the best possible people for open positions,
purchase equipment appropriate to its needs, and invest in the best opportunities.
4. A Measure of Success
Corporate planning also acts as a yardstick for a company. A company should frequently
examine its progress in regards to its corporate plan. If the business has not met a particular goal
on its strategic map, its executives must ask themselves what must be done in order to get things
back on track. The yardstick function of business planning works best when companies build a
mechanism into the strategy which allows for change -- in case the company needs to alter its
direction.
5. Saving Money
Corporate planning has the additional benefit of saving companies money. Part of creating a
business strategy involves developing a budget. Budgeting allows businesses to allocate their

financial resources to the projects which need those most, while cutting out unnecessary
expenses. Budgets also eliminate confusion. With a budget, everyone knows what the company
earns, what it spends, what it can afford, and what it cannot.
Advantages
1. Provide an inside out view

2. Improve ability of firm
3. Improve coordination
4. Improve motivation and job satisfaction
5. Improve Quality of managerial decision
6. Provide new way of control
7. Provide faster implementation
Disadvantages
1. Time consuming and expensive

2. Littlie use in sinking company
3. Does not give guarantee
4. Cannot be fully accurate
5. Reduce flexibility
6. Can’t Produce result
7. Difference in culture
Strategic Managements
Concepts
Strategic management is a continuous process that evaluates and controls the business and the
industries in which an organization is involved; evaluates its competitors and sets goals and
strategies to meet all existing and potential competitors; and then reevaluates strategies on a
regular basis to determine how it has been implemented and whether it was successful or does it
needs replacement.

Definition
The word “strategy” is derived from the Greek word “stratçgos”; stratus (meaning army) and
“ago” (meaning leading/moving).
Strategy is an action that managers take to attain one or more of the organization’s goals.
Strategy can also be defined as “A general direction set for the company and its various
components to achieve a desired state in the future. Strategy results from the detailed strategic
planning process”.
A strategy is all about integrating organizational activities and utilizing and allocating the scarce
resources within the organizational environment so as to meet the present objectives. While
planning a strategy it is essential to consider that decisions are not taken in a vacuum and that
any act taken by a firm is likely to be met by a reaction from those affected, competitors,
customers, employees or suppliers.
Strategic management process
1. Environmental Scanning- Environmental scanning refers to a process of collecting,

scrutinizing and providing information for strategic purposes. It helps in analyzing the internal
and external factors influencing an organization. After executing the environmental analysis
process, management should evaluate it on a continuous basis and strive to improve it.
2. Strategy Formulation- Strategy formulation is the process of deciding best course of action
for accomplishing organizational objectives and hence achieving organizational purpose. After
conducting environment scanning, managers formulate corporate, business and functional
strategies.
3. Strategy Implementation- Strategy implementation implies making the strategy work as

intended or putting the organization’s chosen strategy into action. Strategy implementation
includes designing the organization’s structure, distributing resources, developing decision
making process, and managing human resources.

4. Strategy Evaluation- Strategy evaluation is the final step of strategy management process.
The key strategy evaluation activities are: appraising internal and external factors that are the
root of present strategies, measuring performance, and taking remedial / corrective actions.
Evaluation makes sure that the organizational strategy as well as it’s implementation meets the
organizational objectives.
These components are steps that are carried, in chronological order, when creating a new
strategic management plan. Present businesses that have already created a strategic management
plan will revert to these steps as per the situation’s requirement, so as to make essential changes.
Components of Strategic Management Process

Strategic management is an ongoing process. Therefore, it must be realized that each component
interacts with the other components and that this interaction often happens in chorus.
Strategies Intent
Strategic Intent refers to a “high level statement of the means by which an organisation achieves
its VISION”. Today Managers in different organisations are working hard to match the
competitive advantage of their global rivals but in order to do the same most of them end up only
imitating what their competitors have already implemented. Imitation doesn’t really create the
Strategic Intent as competitors have already mastered those techniques and have exploited the
first mover advantage. Hence mere imitation doesn’t lead to competitive revitalization. Strategic
Intent drives organisations, individuals and groups to meet the challenge of change in business
today.
Strategic Intent as a concept was born in Post-World war II Japan when it dramatically emerged
as world leader in economy. Japanese Organizations had set goals for themselves that might have
been considered by most of the Western Organizations of that time as highly unrealistic. But

with very few resources and highly committed workforce Japan was then able to lay the
foundation for 10-15 years of leadership in terms of economy.
Vision, Mission, Goals and Objectives
Vision: Vision implies the blueprint of the company’s future position. It describes where the
organization wants to land. It is the dream of the business and an inspiration, base for the
planning process. It depicts the company’s aspirations for the business and provides a peep of
what the organization would like to become in future. Every single component of the
organization is required to follow its vision.
Mission: Mission delineates the firm’s business, its goals and ways to reach the goals. It explains
the reason for the existence of business. It is designed to help potential shareholders and
investors understand the purpose of the company. A mission statement helps to identify, ‘what
business the company undertakes.’ It defines the present capabilities, activities, customer focus
and business makeup.
Goals: These are the base of measurement. Goals are the end results, that the organization
attempts to achieve. Strategic Intent is extremely important for the future growth and success of
the enterprise, irrespective of its size and nature.
Objectives: Objectives are time-based measurable actions, which help in the accomplishment of
goals. These are the end results which are to be attained with the help of an overall plan, over the
particular period.
Strategic Business Unit (SBU)
Definition:
Strategic Business Unit (SBU) implies an independently managed division of a large company,
having its own vision, mission and objectives, whose planning is done separately from other
businesses of the company. The vision, mission and objectives of the division are both distinct
from the parent enterprise and elemental to the long-term performance of the enterprise.

Strategic Business Unit Structure
Environmental Scanning
Environmental scanning is one of the few ways to detect future driving forces early and this
involves studying and interpreting the developments of social, political, economic, ecological
and technical events that could become driving forces. It attempts to figure out few radical
happenings or path breaking developments which may be catching on and see their possible
implications 5 to 20 years into the future.
The purpose of the environmental scanning is to raise the consciousness of managers about
potential developments that could have an impact on industry conditions and bring in new threats
or opportunities.
Environmental scanning is normally accomplished by systematically monitoring and

Environmental Analysis studying current events, constructing scenarios and employing the
Delphi method (a technique for finding consensus among a group of knowledgeable experts).
Constructing scenarios involves a detailed plausible view of how the business environment of an
organization might develop in the future based on the groupings of key environmental influences
and drivers of change about which there is high level of uncertainty. For example in industries
like energy, transportation, defense equipment etc.

Organisational Appraisal
Organisation appraisal is the process monitoring an organization’s internal environment to
identify strengths and weaknesses that may influence the firm’s ability to achieve goals .
1. Identifying Strengths and weaknesses
2. Distinctive/core Opportunities and threats
3. Strategic Cost Analysis
SWOT Analysis
SWOT is an acronym for internal Strength (S) and Weakness (W) of an organization, and
external Opportunities (O) and Threats (T) facing that organization. A merging of the
organization’s resources with the opportunities in the environment results in an assessment of the
organization’s opportunities. This merging is frequently called SWOT analysis because it brings
together the organization’s Strengths, Weakness, Opportunities, and Threats in order to identify a
strategic niche that the organization can exploit. SWOT analysis provides information that is
helpful in matching the firms’ resources and capabilities to the competitive environment in
which it operates and is therefore an important contribution to the strategic planning
process. Having completed the SWOT analysis, the organization reassesses its mission and
objectives.
Strength: Strength (internal) is a resource, skill, or other advantages relative to competitors. It is

distinctive competence that gives the organization a comparative advantage in the market place.
Market leadership, public image, experience, financial and human resources, organization
network and alliances, etc., is examples of organizational strength.
Weakness: A weakness (internal) is a limitation or deficiency in resources, skills, and

capabilities that seriously affect performance. Lack of facilities, resources, management
capabilities, marketing skills, etc. are sources of weakness.
Opportunities: An opportunity (external) is a major favorable situation in the organization’s

environment. The example of an opportunity could be new market, reduction in compaction,
higher economic growth rate, technological changes, and so on.

Threats: A threat (external) is a major unfavorable situation in the organization’s environment.

The entry of a new competitor, increased bargaining power of the suppliers and buyers, major
changes in technology and government regulations, slow market growth, etc are some examples
of organizational threats.
Environmental Threat and Opportunity Profile (ЕТОР)!

The Environmental factors are quite complex and it may be difficult for strategy managers to
classify them into neat categories to interpret them as opportunities and threats. A matrix of
comparison is drawn where one item or factor is compared with other items after which the
scores arrived at are added and ranked for each factor and total weight age score calculated for
prioritizing each of the factors.
Issue Selection:
Focus on issues, which have been selected, should not be missed since there is a likelihood of
arriving at incorrect priorities. Some of the impotent issues may be those related to market share,
competitive pricing, customer preferences, technological changes, economic policies,
competitive trends, etc.
2. Accuracy of Data:
Data should be collected from good sources otherwise the entire process of environmental
scanning may go waste. The relevance, importance, manageability, variability and low cost of
data are some of the important factors, which must be kept in focus.
3. Impact Studies:
Impact studies should be conducted focusing on the various opportunities and threats and the
critical issues selected. It may include study of probable effects on the company’s strengths and
weaknesses, operating and remote environment, competitive position, accomplishment of
mission and vision etc. Efforts should be taken to make assessments more objective wherever
possible.

4. Flexibility in Operations:
There are number of uncertainties exist in a business situation and so a company can be greatly
benefited buy devising proactive and flexible strategies in their plans, structures, strategy etc.
The optimum level of flexibility should be maintained.
OPPORTUNITIES MATRIX
High Very Alternative Moderately Alternative
Moderately Less Alternatives

Low Alternatives
High Low
THREATS MATRIX
High High Threats Made try Threats
Low Moderate Threats Less Threats
High Low
STRATEGIC ADVANTAGES PROFILE (SAP)

The SAP Business Objects Strategy Management application helps organizations closing the
gap between strategy and execution, by allowing them to publish their corporate strategy and
showing how it cascades to the different levels of the organization setting strategic goals and
monitoring the performance towards those objectives to take the necessary actions and align the
resources accordingly.

UNIT-2
Strategy Formulation
Corporate level Strategy
Corporate level strategies are concerned with questions about what business to compete in.
Corporate Strategy involves the careful analysis of the selection of businesses the company can
successful compete in. Corporate level strategies affect the entire organization and are
considered delicate in the strategic planning process.
1. Stability Strategy
Stability strategies are mostly utilized by successful organizations operating in a reasonably

predictable environment. It involves maintaining the current strategy that brought it success with
little or no change. There are three basic types of stability strategies, they are:
No change Strategy: When a company adopts this strategy, it indicates that the company is very
much happy with the current operations, and would like to continue with the present strategy.
This strategy is utilized by companies who are “comfortable” with their competitive position in
its industry, and sees little or no growth opportunities within the said industry.
Profit Strategy: In using this strategy, the company tries to sustain its profitability through
artificial means which may include aggressive cost cutting and raising sales prices, selling of
investments or assets, and removing non-core businesses. The profit strategy is useful in two
instances
Proceed with caution Strategy: This strategy is used to test the waters before continuing with a
full fledged strategy. It could be an intermediate strategy before proceeding with a growth
strategy or retrenchment strategy. The pause or proceed with caution strategy is seen as a
temporary strategy to be used until the environment becomes more hospitable or consolidate
resources after prolonged rapid growth.

2. Growth Strategy
Like the name implies, corporate strategies are those corporate level strategies designed to
achieve growth in key metrics such as sales / revenue, total assets, profits etc. A growth strategy
could be implemented by expanding operations both globally and locally; this is a growth
strategy based on internal factors which can be achieved through internal economies of scale.
Aside from the illustration of internal growth strategies above, an organization can also grow
externally through mergers, acquisitions and strategic alliances.
Concentration strategy: This is mostly utilized for company’s producing product lines with
real growth potentials. The company concentrates more resources on the product line to increase
its participation in the value chain of the product. The two main types of concentration strategies
are vertical growth strategy and horizontal growth strategy.
Vertical growth strategy: As mentioned above, by utilizing this strategy, the company
participates in the value chain of the product by either taking up the job of the supplier or
distributor. If the company assumes the function or the role previously taken up by a supplier, we
call it backward integration, while it is called forward integration if a company assumes the
function previously provided by a distributor.
Horizontal growth strategy: Horizontal growth is achieved by expanding operations into other
geographical locations or by expanding the range of products or services offered in the existing
market. Horizontal growth results into horizontal integration which can be defined as the degree
in which a company increases production of goods or services at the same point on an industry’s
value chain.
3. Retrenchment Strategies
Retrenchment strategies are pursued when a company’s product lines are performing poorly as a
result of finding itself in a weak competitive position or a general decline in industry or markets.
The strategy seeks to improve the performance of the company by eliminating the weakness
pulling the company back. Examples of retrenchment strategies are:

Turnaround Strategy: This strategy is adopted for the purpose of reversing the process of
decline. This strategy emphasizes operational efficiency and is most appropriate at the beginning
of the decline rather than the critical stage of the decline.
Divestment Strategy: Divestment also known as divestiture is the selling off of assets for the
different goals a company seeks to attain. This strategy involves the cutting off of loss making
units, divisions or Strategic Business Units (“SBU”).
Liquidation Strategy: Liquidation strategy is considered a last resort strategy, it is adopted by

company’s when all their efforts to bringing the company to profitability is futile. The company
chooses to abandon all activities totally, sell off its assets and see to the final close and winding
up of the business.
Business level strategy
An organization's core competencies should be focused on satisfying customer needs or

preferences in order to achieve above average returns. This is done through Business-level
strategies. Business level strategies detail actions taken to provide value to customers and gain a
competitive advantage by exploiting core competencies in specific, individual product or service
markets. Business-level strategy is concerned with a firm's position in an industry, relative to
competitors and to the five forces of competition.
1. Cost Leadership
Organizations compete for a wide customer based on price. Price is based on internal
efficiency in order to have a margin that will sustain above average returns and cost to the
customer so that customers will purchase your product/service. Works well when
product/service is standardized can have generic goods that are acceptable to many
customers, and can offer the lowest price. Continuous efforts to lower costs relative to
competitors are necessary in order to successfully be a cost leader. This can include.

 Building state of art efficient facilities (may make it costly for competition to imitate)
 Maintain tight control over production and overhead costs
 Minimize cost of sales, R&D, and service.
Value Chain – A framework that firms can use to identify and evaluate the ways in which their
resources and capabilities can add value. The value of the analysis lays in being able to break the
organization's operations or activities into primary (such as operations, marketing & sales, and
service) and support (staff activities including human resources management & procurement)
activities. Analyzing the firm's value-chain helps to assess your organizations to what you
perceive your competitors value-chain, uncover ways to cut costs, and find ways add value to
customer transactions that will provide a competitive advantage.
2. Differentiation
Value is provided to customers through unique features and characteristics of an organization's

products rather than by the lowest price. This is done through high quality, features, high
customer service, rapid product innovation, advanced technological features, image
management, etc. (Some companies that follow this strategy: Rolex, Intel, Ralph Lauren)
Lowering Buyers' Costs – Higher quality means less breakdowns, quicker response to
problems.
Raising Buyers' Performance – Buyer may improve performance, have higher level of
enjoyment.
Sustainability – Creating barriers by perceptions of uniqueness and reputation, creating high

switching costs through differentiation and uniqueness.
Process of strategic choice
1. Focusing on Alternative
2. Analyzing the strategic Alternative
3. Evaluation of Strategies

4. Making a strategic choice
Industry Analysis:-
Porter’s 5 Force Model
Earlier we discussed Porter's Model. A cost leadership strategy may help to remain profitable
even with: rivalry, new entrants, suppliers' power, substitute products, and buyers' power.
1. Risk of entry by potential competitors: Potential competitors refer to the firms which
are not currently competing in the industry but have the potential to do so if given a
choice. Entry of new players increases the industry capacity, begins a competition for
market share and lowers the current costs. The threat of entry by potential competitors is
partially a function of extent of barriers to entry. The various barriers to entry are-
 Economies of scale
 Brand loyalty
 Government Regulation
 Customer Switching Costs
 Absolute Cost Advantage
 Ease in distribution
 Strong Capital base
2. Rivalry among current competitors: Rivalry refers to the competitive struggle for
market share between firms in an industry. Extreme rivalry among established firms

poses a strong threat to profitability. The strength of rivalry among established firms
within an industry is a function of following factors:
 Extent of exit barriers
 Amount of fixed cost
 Competitive structure of industry
 Presence of global customers
 Absence of switching costs
 Growth Rate of industry
 Demand conditions
3. Bargaining Power of Buyers: Buyers refer to the customers who finally consume the
product or the firms who distribute the industry’s product to the final consumers.
Bargaining power of buyers refer to the potential of buyers to bargain down the prices
charged by the firms in the industry or to increase the firms cost in the industry by
demanding better quality and service of product. Strong buyers can extract profits out of
an industry by lowering the prices and increasing the costs. They purchase in large
quantities. They have full information about the product and the market. They emphasize
upon quality products. They pose credible threat of backward integration. In this way,
they are regarded as a threat.
4. Bargaining Power of Suppliers: Suppliers refer to the firms that provide inputs to the
industry. Bargaining power of the suppliers refer to the potential of the suppliers to
increase the prices of inputs( labour, raw materials, services, etc) or the costs of industry
in other ways. Strong suppliers can extract profits out of an industry by increasing costs
of firms in the industry. Suppliers products have a few substitutes. Strong suppliers’
products are unique. They have high switching cost. Their product is an important input
to buyer’s product. They pose credible threat of forward integration. Buyers are not
significant to strong suppliers. In this way, they are regarded as a threat.
5. Threat of Substitute products: Substitute products refer to the products having ability
of satisfying customer’s needs effectively. Substitutes pose a ceiling (upper limit) on the
potential returns of an industry by putting a setting a limit on the price that firms can
charge for their product in an industry. Lesser the number of close substitutes a product

has, greater is the opportunity for the firms in industry to raise their product prices and
earn greater profits (other things being equal).
Competitor Analysis
Competitor analysis begins with identifying present as well as potential competitors. It

portrays an essential appendage to conduct an industry analysis. An industry analysis gives
information regarding probable sources of competition (including all the possible strategic
actions and reactions and effects on profitability for all the organizations competing in the
industry). However, a well-thought competitor analysis permits an organization to concentrate on
those organizations with which it will be in direct competition, and it is especially important
when an organization faces a few potential competitors.
Value chain analysis
Value chain analysis (VCA) is a process where a firm identifies its primary and support
activities that add value to its final product and then analyze these activities to reduce costs or
increase differentiation.
Value chain represents the internal activities a firm engages in when transforming inputs into
outputs.
1. Primary activities
 Inbound Logistic
 Operations
 Outbound Logistic
 Marketing & sales
 Services
2. Supportive Activities
 Firm Infrastructure
 Human Resources Managements
 Procurements
 Technology

Although, primary activities add value directly to the production process, they are not necessarily
more important than support activities. Nowadays, competitive advantage mainly derives from
technological improvements or innovations in business models or processes. Therefore, such
support activities as ‘information systems’, ‘R&D’ or ‘general management’ are usually the most
important source of differentiation advantage. On the other hand, primary activities are usually
the source of cost advantage, where costs can be easily identified for each activity and properly
managed.
Grand Strategy Matrix
The Grand Strategy Matrix has become a popular tool for formulating feasible strategies, along
with the SWOT Analysis, SPACE Matrix, BCG Matrix, and IE Matrix. Grand strategy matrix is
the instrument for creating alternative and different strategies for the organization. All companies
and divisions can be positioned in one of the Grand Strategy Matrix’s four strategy quadrants.
The Grand Strategy Matrix is based on two dimensions: competitive position and market
growth. Data needed for positioning SBUs in the matrix is derived from the portfolio analysis.
This matrix offers feasible strategies for a company to consider which are listed in sequential
order of attractiveness in each quadrant of the matrix

1. Quadrant I (Strong Competitive Position and Rapid Market Growth) – Firms located in
Quadrant I of the Grand Strategy Matrix are in an excellent strategic position. The first
quadrant refers to the firms or divisions with strong competitive base and operating in fast
moving growth markets. Such firms or divisions are better to adopt and pursue strategies such
as market development, market penetration, product development etc. The idea behind is to
focus and make the current competitive base stronger. In case such firms possess readily
available resources they can move on to integration strategies but should never be at the cost
of diverting attention from current strong competitive base.
2. Quadrant II (Weak Competitive Position and Rapid Market Growth) – Firms positioned
in Quadrant II need to evaluate their present approach to the marketplace seriously. Although
their industry is growing, they are unable to compete effectively, and they need to determine
why the firm’s current approach is ineffectual and how the company can best change to
improve its competitiveness. The suitable strategies for such firms are to develop the products,
markets, and to penetrate into the markets. Because Quadrant II firms are in a rapid-market-
growth industry, an intensive strategy (as opposed to integrative or diversification) is usually
the first option that should be considered. To achieve the competitive advantage or becoming
market leader Quadrant II firms can go into horizontal integration subject to availability of
resources. However if these firms foresee a tough competitive environment and faster market
growth than the growth of the firm, the better option is to go into divestiture of some divisions
or liquidation altogether and change the business.
3. Quadrant III (Weak Competitive Position and Slow Market Growth) – The firms fall in
this quadrant compete in slow-growth industries and have weak competitive positions. These
firms must make some drastic changes quickly to avoid further demise and possible
liquidation. Extensive cost and asset reduction (retrenchment) should be pursued first. An
alternative strategy is to shift resources away from the current business into different areas. If
all else fails, the final options for Quadrant III businesses are divestiture or liquidation.
4. Quadrant IV (Strong Competitive Position and Slow Market Growth) – Finally, Quadrant
IV businesses have a strong competitive position but are in a slow-growth industry. Such firms
are better to go into related or unrelated integration in order to create a vast market for
products and services. These firms also have the strength to launch diversified programs into
more promising growth areas. Quadrant IV firms have characteristically high cash flow levels

and limited internal growth needs and often can pursue concentric, horizontal, or conglomerate
diversification successfully. Quadrant IV firms also may pursue joint ventures
Mckinsey’s 7S Framework
The Mckinsey’s 7S Framework suggests that there is a multiplicity of factors that influence an
organization’s ability to change and its proper mode of change. Because of the interconnections of the
variables, it would be difficult to make significant progress in one area without making progress in the
others as well. There is no starting point or implied hierarchy in the shape of the diagram, and it is not
obvious which of the seven factors would be the driving force in changing a particular organization at
a certain point of time. The critical variables would be different across organizations and in the same
organizations at different points of time.
The Mckinsey’s 7S Framework involves seven interdependent factors which are categorized as either
“hard” or “soft” elements:
Hard Elements Soft Elements
1. Shared Values
1. Strategy
2. Skills
2. Structure
3. Style
3. Systems
4. Staff
Hard elements are feasible and easy to define or identify in an organization as they are normally
well documented and seen in the form of tangible objects or reports such as strategy statements,
corporate plans, organizational charts and other documents, and the management can directly
influence them.
Soft elements, on the other hand, can be more difficult to comprehend, and are less tangible and
more influenced by culture. However, these soft elements are as important as the hard elements if
the organization is going to be successful.
1. Strategy – Strategy is the plan of action an organisation prepares in response to, or anticipation
of, changes in its external environment. Strategy is thought-out, well-structured and often
practically rehearsed and is differentiated from tactics or operational actions. It sought to answer
three questions; where the organisation is at this moment in time, where the organisation wants to
be in a particular length of time and how to get there. Thus, strategy is designed to transform the
firm from the present position to the new position described by objectives, subject to constraints of
the capabilities or the potential.
2. Structure – Business needs to be organised in a specific form of shape that is generally referred
to as organizational structure. Organisations are structured in a variety of ways, dependent on
their objectives and culture. The structure of the company often dictates the way it operates and
performs. Traditionally, the businesses have been structured in a hierarchical way with several

divisions and departments, each responsible for a specific task such as human resources
management, production or marketing. Many layers of management controlled the operations,
with each answerable to the upper layer of management. Although this is still the most widely
used organisational structure, the recent trend is increasingly towards a flat structure where the
work is done in teams of specialists rather than fixed departments. The idea is to make the
organisation more flexible and devolve the power by empowering the employees and eliminate
the middle management layers
3. Systems – This refers to some systems or internal processes to support and implement the
strategy and run day-to-day affairs. Different systems exist in companies for procurement,
recruitment, promotion and so on. The traditional approach is bureaucratic which are intended to
achieve maximum effectiveness but however creating bottle neck. The emerging trends in
organisations are to simplify and modernize organizational processes by innovation and use of
new technology to quicken decision-making process, especially those involving customers with
the intention to make the processes that involve customers more user friendly.
4. Staff – Organisations are made up of humans and it’s the people who make the real difference to
the success of the organisation in the increasingly knowledge-based society. The importance of
human resources has thus got the central position in the strategy of the organisation, away from
the traditional model of capital and land. In order to ensure quality staff, organisations put
considerable efforts into hiring the best staff, providing them with rigorous training and mentoring
support, and pushing their staff to limits in achieving professional excellence, and this forms the
basis of these organizations strategy and competitive advantage over their competitors. It is also
important for the organisation to instill confidence among the employees about their future in the
organisation and future career growth as an incentive for hard work .
5. Style – Organizational style refers to distinct culture and management style in organizations. It
generally includes the dominant values, beliefs and norms which develop over time and become
relatively peculiar to the organisation. It consists of the way company’s top management interact
the employees. Traditional approach has been largely military style of management and culture
where strict adherence to top-down management, concentrating power at the center, thereby
creating bottlenecks which invariably leads to time wastage and inefficiency. Recent efforts have
sought to change culture to a more open, innovative and friendly environment with fewer
hierarchies and smaller chain of command. Culture remains an important consideration in the
implementation of any strategy in the organisation.
6. Shared Values – All members of the organisation share some common fundamental ideas or
guiding concepts around which the business is built. This may be to make money or to achieve
excellence in a particular field. These values and common goals keep the employees working
towards a common destination as a coherent team and are important to keep the team spirit alive.
The organisations with weak values and common goals often find their employees following their
own personal goals that may be different or even in conflict with those of the organisation or their
fellow colleagues.
7. Skills – Skills refers to various distinctive capabilities of key personnel and the unit as a
whole. Staff without the right skills to perform any tasks can create several problems for the
operations and may results into big disasters. Technology is improving our working environment
and new skills needed to be developed into existing staff to fulfill their gaps. Skill development
through training’s can help the staff to have the right skills to perform their tasks.

GE-9 CELL MODEL
GE-McKinsey nine-box matrix is a strategy tool that offers a systematic approach for the multi
business corporation to prioritize its investments among its business units.
GE-McKinsey is a framework that evaluates business portfolio, provides further strategic
implications and helps to prioritize the investment needed for each business unit
GE-9 MODELS MATRIX
HIGH Y G G
MEDIUM
R Y G
COMPANY
ATRACTIVENESS
LOW R R Y
Weak Average Strong
BCG Matrix
Boston Consulting Group (BCG) Matrix is a four celled matrix (a 2 * 2 matrix) developed by
BCG, USA. It is the most renowned corporate portfolio analysis tool. It provides a graphic
representation for an organization to examine different businesses in it’s portfolio on the basis of

their related market share and industry growth rates. It is a two dimensional analysis on
management of SBU’s (Strategic Business Units). In other words, it is a comparative analysis of
business potential and the evaluation of environment.
1. Stars- Stars represent business units having large market share in a fast growing industry.
They may generate cash but because of fast growing market, stars require huge
investments to maintain their lead. Net cash flow is usually modest. SBU’s located in this
cell are attractive as they are located in a robust industry and these business units are
highly competitive in the industry. If successful, a star will become a cash cow when the
industry matures.
2. Cash Cows- Cash Cows represents business units having a large market share in a
mature, slow growing industry. Cash cows require little investment and generate cash that
can be utilized for investment in other business units. These SBU’s are the corporation’s
key source of cash, and are specifically the core business. They are the base of an
organization. These businesses usually follow stability strategies. When cash cows lose
their appeal and move towards deterioration, then a retrenchment policy may be pursued.
3. Question Marks- Question marks represent business units having low relative market
share and located in a high growth industry. They require huge amount of cash to
maintain or gain market share. They require attention to determine if the venture can be
viable. Question marks are generally new goods and services which have a good
commercial prospective. There is no specific strategy which can be adopted. If the firm
thinks it has dominant market share, then it can adopt expansion strategy, else
retrenchment strategy can be adopted. Most businesses start as question marks as the

company tries to enter a high growth market in which there is already a market-share. If
ignored, then question marks may become dogs, while if huge investment is made, then
they have potential of becoming stars.
4. Dogs- Dogs represent businesses having weak market shares in low-growth markets.
They neither generate cash nor require huge amount of cash. Due to low market share,
these business units face cost disadvantages. Generally retrenchment strategies are
adopted because these firms can gain market share only at the expense of
competitor’s/rival firms. These business firms have weak market share because of high
costs, poor quality, ineffective marketing, etc. Unless a dog has some other strategic aim,
it should be liquidated if there is fewer prospects for it to gain market share. Number of
dogs should be avoided and minimized in an organization.
Factor effecting strategic choice
Strategic choice refers to the decision which determines the future strategy of a firm. It addresses
the question “where shall we go”.
1. Environmental constraints
2. Internal organisations and management power relationship
3. Value and preferences
4. Management’s attitude towards risk
5. Impacts of past strategy
6. Tame constraints- time pressure, frames horizon, timing of decision
7. Information constraints
8. Competitors reaction
Process of strategic choice
1. Focusing on alternatives
2. Analyzing the strategic alternative
3. Evaluation of strategies
4. Making a strategic choice

Introduction to blue ocean strategy and red ocean strategy
Blue ocean strategy is to defined, in red oceans, existing industries and businesses, an unknown
market space that has never been tapped by any player in the current industry. In Red oceans,
competition is severe; existing players try to outperform their rivals by using a “zero-sum game”;
the market place is defined and exploited by all players; industry boundaries are defined and
accepted by all players. Products become commodities, and cutthroat competition turns the Red
Ocean bloody. Hence, the term “red” oceans. Blue oceans are markets that have never been
created. Therefore, competition is irrelevant; market potential is vast and has never been
exploited by existing players. Like the “blue” ocean, it is untouched, vast and deep in terms of
profitable growth.
Blue Ocean Strategy provides a systematic approach to break out of the Red Ocean of severe
competition and make the competition irrelevant by reconstructing market boundaries to create a
leap in value for both the company and its buyers. Instead of competing in existing industries,
Blue Ocean Strategy equips companies with frameworks and analytic tools to create their own
Blue Ocean of uncontested market space.
The Four Actions Framework
The four actions framework in Blue ocean strategy offers a technique that breaks the trade-off
between differentiation and low cost and to create a new value curve. It answers the four key
questions:
1. What to reduce: Which factors should be reduced well below the industry’s standard?
2. What to eliminate: Which factors that the industry takes for granted should be eliminated?
3. What to raise: Which factors should be raised well above the industry’s standard?
4. What to create: Which factors should be created that the industry has never offered?
Red Ocean Strategy Blue Ocean Strategy
Compete in existing market space Create uncontested market space
Beat the competition Make the competition irrelevant
Exploit existing demand Create and capture new demand
Make the value-cost trade-off Break the value-cost trade-off

Align the whole system of a firm’s activities Align the whole system of a firm’s activities in
with its strategic choice of differentiation or low pursuit of differentiation and low cost
cost

Unit-3
Strategy Implementation
Inter-relationship between formulation and implementation
1. Forward integration
2. Backward linkage
Strategy Formulation Strategy Implementation
Strategy Formulation includes planning and Strategy Implementation involves all those means
decision-making involved in developing related to executing the strategic plans.
organization’s strategic goals and plans.
In short, Strategy Formulation is placing the In short, Strategy Implementation is managing

Forces before the action. forces during the action.
Strategy Formulation is an Entrepreneurial Strategic Implementation is mainly

Activity based on strategic decision-making. an Administrative Task based on strategic and
operational decisions.
Strategy Formulation emphasizes Strategy Implementation emphasizes on efficiency.

on effectiveness.
Strategy Formulation is a rational process. Strategy Implementation is basically an operational

process.
Strategy Formulation requires co-ordination among Strategy Implementation requires co-ordination

few individuals. among many individuals.
Strategy Formulation requires a great deal Strategy Implementation requires

of initiative and logical skills. specific motivational and leadership traits.
Strategic Formulation precedes Strategy Strategy Implementation follows Strategy

Implementation. Formulation.
Process of strategic Implementation
1. Strategic Analysis
i.Assessing competitive position.
a. Idendentify and analysis mission and stack holders, core value , objective
ii. Analysis organisation and environments
a. Organisation strength and weakness, ETOP, Rivalry and industry attractiveness.

2. Strategic Formulation
i. Creating strategies
ii. Corporate strategies
iii. Business strategies
iv. Functional strategies
3. Strategic Implementation
i. Implement Management strategies and practices
ii. Strategic Leadership
4. Evaluate result
i. Control corporate governance
ii. Renew strategic management policies
Issue in strategy Implementation
1. Planning the sequence

2. Lack of resources
3. Aliening team managers
4. Resistance to change
Resources Allocation
Resource allocation deals with the procurements and commitment of financial physical and
human resources to strategic taste for the achievements of organizational objectives.
1. Motivation of companies
2. Smooth flow of activities
3. Optimum use of resources
4. Cooperation and Thing sprit
5. Coordination
6. Higher efficiency
7. Corporate images
8. Competition
Behavioral Issues
It is vital to bear in mind that organizational change is not an intellectual process concerned with
the design of ever-more-complex and elegant organization structures. It is to do with the human
side of enterprise and is essentially about changing people’s attitudes, feelings and – above all
else – their behavior. The behavioral of the employees affect the success of the
organization. Strategic implementation requires support, discipline, motivation and hard work
from all manager and employees.

Influence Tactics: The organizational leaders have to successfully implement the strategies and
achieve the objectives. Therefore the leader has to change the behavior of superiors, peers or
subordinates. For this they must develop and communicate the vision of the future and motivate
organizational members to move into that direction.
Power: it is the potential ability to influence the behavior of others. Leaders often use
their power to influence others and implement strategy. Formal authority that comes through
leaders position in the organization (He cannot use the power to influence customers and
government officials) the leaders have to exercise something more than that of the formal
authority (Expertise, charisma, reward power, information power, legitimate power, coercive
power).
Empowerment as a way of Influencing Behavior: The top executives have to empower lower
level employees. Training, self managed work groups eliminating whole levels of management
in organization and aggressive use of automation are some of the ways to empower people at
various places.
Political Implications of Power: Organization politics is defined as those set of activities

engaged in by people in order to acquire, enhance and employ power and other resources to
achieve preferred outcomes in organizational setting characterized by uncertainties.
Organization must try to manage political behavior while implementing strategies. They should;
 Define job duties clearly.

 Design job properly.
 Demonstrate proper behaviors.
 Promote understanding.
 Allocate resources judiciously.
Leadership Style and Culture Change: Culture is the set of values, beliefs, behaviors that help
its members understand what the organization stands for, how it does things and what it
considers important. Firm’s culture must be appropriate and support their firm. The culture
should have some value in it. To change the corporate culture involves persuading people to
abandon many of their existing beliefs and values, and the behaviors that stem from them, and to

adopt new ones. The first difficulty that arises in practice is to identify the principal
characteristics of the existing culture
Values and Culture: Value is something that has worth and importance to an individual. People
should have shared values. This value keeps the everyone from the top management down to
factory persons on the factory floor pulling in the same direction.
Ethics and Strategy: Ethics are contemporary standards and a principle or conducts that govern
the action and behavior of individuals within the organization. In order that the business system
functions successfully the organization has to avoid certain unethical practices and the
organization has to bound by legal laws and government rules and regulations.
Managing Resistance to Change: To change is almost always unavoidable, but its strength can
be minimized by careful advance. Top management tends to see change in its strategic context.
Rank-and-file employees are most likely to be aware of its impact on important aspects of their
working lives.
Managing Conflict: Conflict is a process in which an effort is purposefully made by one person
or unit to block another that results in frustrating the attainment of the others goals or the
furthering of his interests. The organization has to resolve the conflicts.
Strategy and Structured
Corporate social responsibility
Movement aimed at encouraging companies to be more aware of the impact of their business on the
rest of society, including their own stakeholders and the environment. Corporate social responsibility
(CSR) is a business approach that contributes to sustainable development by delivering economic,
social and environmental benefits for all stakeholders.
CSR is a concept with many definitions and practices. The way it is understood and implemented
differs greatly for each company and country. Moreover, CSR is a very broad concept that
addresses many and various topics such as human rights, corporate governance, health and safety,
environmental effects, working conditions and contribution to economic development. Whatever the
definition is, the purpose of CSR is to drive change towards sustainability. Although some
companies may achieve remarkable efforts with unique CSR initiatives, it is difficult to be on the
forefront on all aspects of CSR. Considering this, the example below provides good practices on one
aspect of CSR – environmental sustainability.

Functional issue-
Financial Plans and Policies

1. Sources of Funds: Capital Mix Decisions: Capital structure, procurement of capital and
working capital borrowings, reserves and surplus, relationship with lenders, banks and financial
institutions.
2. Usage of Funds: Investment or asset-mix decisions: Capital investment, fixed asset
acquisition, current assets, loan and advances, dividend decisions etc.3.
3. Management of Funds: The system of finance, accounting and budgeting, cash, credit and
risk management, cost control and reduction etc.
Marketing Plans and Policies

1. Product: quality, features, choice of models, brand names, packaging etc.
2. Pricing: Discount, mode of payment, allowances, payment period, credit terms etc.
3. Place: Channels to be used, transportation, logistics and inventory storage management and
coverage of markets etc.
4. Promotion: Advertising, personal selling, sales promotion and publicity.
Operations Plans and Policies
1. Production system- capacity, location, layout, product or service design, work systems, degree
of automation, extent of vertical integration.
2. Operations planning and control – aggregate production planning; materials supply; inventory, cost and
quality management; and maintenance of plant and equipment.
3. Research and development- product development, personnel and facilities, level of technology
used, technology transfer and absorption, technological collaboration and support.
Personnel Plans and Policies

1. Personnel System -manpower planning, selection, development, compensation, communication
and appraisal.
2. Organizational and employee characteristics – corporate image, quality of managers, staff
and workers, perception about and image of the organization as an employer, availability
of development opportunities for employees, working conditions.
3. Industrial Relations – union-management relationship, collective bargaining, safety, welfare

and security, employee satisfaction and morale.

Unit-4
E-Business Strategy
Introduction of e-business
E-BUSINESS
Electronic Business is the administration of conducting business via the Internet. This would
include the buying and selling of goods and services, along with providing technical or customer
support through the Internet.
INTRODUCTION “E-BUSINESS STRATEGY

To grow an e-business and help it succeed, there are a number of strategies a small business
owner can employ. Falling behind the times in this rapidly changing frontier can mean risking
your company's success in the virtual world.
E-Commerce Business Model
E-commerce business models can generally be categorized into the following categories.
 Business - to - Business (B2B)
 Business - to - Consumer (B2C)
 Consumer - to - Consumer (C2C)
 Consumer - to - Business (C2B)
 Business - to - Government (B2G)
 Government - to - Business (G2B)
 Government - to - Citizen (G2C)
Business - to - Business
A website following the B2B business model sells its products to an intermediate buyer who
then sells the product to the final customer. As an example, a wholesaler places an order from a
company's website and after receiving the consignment, sells the end product to the final
customer who comes to buy the product at one of its retail outlets.

Business - to - Consumer
A website following the B2C business model sells its products directly to a customer. A
customer can view the products shown on the website. The customer can choose a product and
order the same. The website will then send a notification to the business organization via email
and the organization will dispatch the product/goods to the customer.
Consumer - to - Consumer
A website following the C2C business model helps consumers to sell their assets like residential
property, cars, motorcycles, etc., or rent a room by publishing their information on the website.
Website may or may not charge the consumer for its services. Another consumer may opt to
buy the product of the first customer by viewing the post/advertisement on the website.
Consumer - to - Business
In this model, a consumer approaches a website showing multiple business organizations for a
particular service. The consumer places an estimate of amount he/she wants to spend for a
particular service. For example, the comparison of interest rates of personal loan/car loan
provided by various banks via websites. A business organization that fulfills the consumer's
requirement within the specified budget approaches the customer and provides its services.
Business - to - Government
B2G model is a variant of B2B model. Such websites are used by governments to trade and
exchange information with various business organizations. Such websites are accredited by the
government and provide a medium to businesses to submit application forms to the government.
Government - to - Business
Governments use B2G model websites to approach business organizations. Such websites
support auctions, tenders, and application submission functionalities.
Government - to - Citizen
Governments use G2C model websites to approach citizen in general. Such websites support
auctions of vehicles, machinery, or any other material. Such website also provides services like
registration for birth, marriage or death certificates. The main objective of G2C websites is to
reduce the average time for fulfilling citizen’s requests for various government services.

Implementing an e- business strategy
Definition:
This new form of organisation, i.e., ‘virtual organisation’ emerged in 1990 and is also known as
digital organisation, network organisation or modular organisation. Simply speaking, a virtual
organisation is a network of cooperation made possible by, what is called ICT, i.e. Information
and Communication Technology, which is flexible and comes to meet the dynamics of the
market.
Characteristics:
A virtual organisation has the following characteristics:
1. Flat organisation
2. Dynamic
3. Informal communication
4. Power flexibility
5. Multi-disciplinary (virtual) teams
6. Vague organizational boundaries
7. Goal orientation
8. Customer orientation
9. Home-work
10. Absence of apparent structure
11. Sharing of information
12. Staffed by knowledge workers.
Types of virtual organisations:

Telecommuters:
These companies have employees who work from their homes. They interact with the workplace
via personal computers connected with a modem to the phone lines. Examples of companies
using some form of telecommuting are Dow Chemicals, Xerox, Coherent Technologies Inc., etc.

Outsourcing Employees/Competencies:
These companies are characterised by the outsourcing of all/most core competencies. Areas for
outsourcing include marketing and sales, human resources, finance, research and development,
engineering, manufacturing, information system, etc. In such case, virtual organisation does its
own on one or two core areas of competence but with excellence. For example, Nike performs in
product design and marketing very well and relies on outsources for information technology as a
means for maintaining inter-organizational coordination.
Completely Virtual:
These companies metaphorically described as companies without walls that are tightly linked to
a large network of suppliers, distributors, retailers and customers as well as to strategic and joint
venture partners. Atlanta Committee for the Olympic Games (ACOG) in 1996 and the
development efforts of the PC by the IBM are the examples of completely virtual organisations.
Now, these above types of virtual organisations.

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Corporate Planning & strategic Managements YSPM’s YTC

Arun Nishad, MBA-II(Sem-III) Page 1

Nature of corporate planning

1. Long term perspective

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1. Long Term Goals

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1. Provide an inside out view

1. Time consuming and expensive

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Strategic management process

1. Environmental Scanning- Environmental scanning refers to a process of collecting,

3. Strategy Implementation- Strategy implementation implies making the strategy work as

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Components of Strategic Management Process

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Vision, Mission, Goals and Objectives

Strategic Business Unit (SBU)

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Strategic Business Unit Structure

Environmental scanning is normally accomplished by systematically monitoring and

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Strength: Strength (internal) is a resource, skill, or other advantages relative to competitors. It is

Weakness: A weakness (internal) is a limitation or deficiency in resources, skills, and

Opportunities: An opportunity (external) is a major favorable situation in the organization’s

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Threats: A threat (external) is a major unfavorable situation in the organization’s environment.

Environmental Threat and Opportunity Profile (ЕТОР)!

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High Very Alternative Moderately Alternative

Moderately Less Alternatives

High High Threats Made try Threats

Low Moderate Threats Less Threats

STRATEGIC ADVANTAGES PROFILE (SAP)

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Stability strategies are mostly utilized by successful organizations operating in a reasonably

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Liquidation Strategy: Liquidation strategy is considered a last resort strategy, it is adopted by

Business level strategy

An organization's core competencies should be focused on satisfying customer needs or

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Value is provided to customers through unique features and characteristics of an organization's

Sustainability – Creating barriers by perceptions of uniqueness and reputation, creating high

Process of strategic choice

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4. Making a strategic choice

Porter’s 5 Force Model

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Competitor analysis begins with identifying present as well as potential competitors. It

Value chain analysis

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Grand Strategy Matrix

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Hard Elements Soft Elements

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GE-9 CELL MODEL

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Factor effecting strategic choice

Process of strategic choice