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CONCEPT ON STRATEGIC THINKING
AND MODUS OPERANDI FOR SURVIVAL
IN 21st CENTURY
By
Dr. JANAK V. SHELAT
1
WHY STRATEGIC THINKING?
Companies are operating in age of discontinuing change - an age of creative & constructive
destruction.
Business, technology and product life is shrinking.
Demographic shift in terms of consumer preference and requirements.
A direct promotion from Agricultural economy to service or Hi-tech economy in the new growth
economy.
A concept from liberalization, privatization & Globalization (LPG) to regionalization.
Shift from controlled economy to market driven economy.
Rich countries adopt deindustrialization.
Emergence of new Global Socio – economic system and world orders.
Self-leadership is in, command and control out
Networks are replacing hierarchies
Wanted - employees with Emotional Intelligence.
Forcing company transformation
Market access & branding changing – disintermediation of traditional distribution channels
Balance of power shift to consumer
Competition changing
Pace of business increasing
Internet purchasing beyond traditional boundaries
Knowledge key asset – source of competitive advantage. It is replacing Infrastructure
3
Strategic Competitiveness
Achieved when a firm successfully formulates
and implements a value-creating strategy
Above-Average Returns
Returns in excess of what an investor expects to
earn from other investments with similar risk
4
WHAT IS BUSINESS?
PRODUCT
MARKET FUNCTION
5
GAP OUT PUT
FIRM/BUSINESS
MISSION
OBJECTIVES
PURPOSE
8
Challenge of Strategic Management
Where Do we Want
to Go?
10
Crafting a Strategy
HOW to out compete rivals and win a
competitive advantage.
HOW to respond to changing industry
and competitive conditions
HOW to defend against threats to the
company’s well-being
HOW to pursue attractive opportunities
11
What is a Strategic Plan?
A strategic plan
specifies where a
company is
headed and HOW
management
intends to achieve
the targeted
levels of
performance.
12
Characteristics of Strategic Management
Decisions
.
Greater risk,cost,
and profit potential
13
Characteristics of Strategic
Management Decisions (contd.)
.
Implement overall strategy
Involve action-oriented
Functional-
Functional- operational issues
level
level
decisions
decisions Are relatively short range
and low risk
14
Characteristics of Strategic
Management
Decisions (contd.)
Bridge decisions at
. corporate and functional
levels
15
Strategic Management Basic model
Options on
Learning
Competitive
points from
Positioning
deviations
Four Basic Elements
18
Characteristic of the
Strategic Management
Process
An ongoing exercise
Boundaries among the tasks are blurry rather than
clear-cut
Doing the 5 task is not isolated from other managerial
responsibilities and activities.
The time required to do the tasks of strategic
management comes in lumps and spurts rather than
being constant and regular.
Involves pushing to get the best strategy supportive
performance from each employee, perfecting the
current strategy.
19
ENVIRONMENTAL APPRAISAL
ENVIRONMENTAL ENVIRONMENTA
ANALYSIS L DIAGNOSIS
O S
T W
ETOP
SAP
OFPP
Demographic Sociocultural
Industry
Environment
Competitive
Environment
Political/ Global
Legal
Technological
21
ENVIRONMENTAL FACTORS
GOVERNMENTAL
ECONOMICAL
POLITICAL /LEGAL
TECHNOLOGICAL
FIRM/BUSINESS
GLOBAL
DEMOGRAPHIC
SOCIOCULTURAL
22
Components of the General Environment
23
Variables in Societal Environment
24
International Societal Environments
25
Industry Analysis
26
Porter’s Approach to Industry Analysis
27
DETERMINENT OF BUYER’S
POWER
Bargaining Leverage
(a) Buyer’s Concentration
(b) Buyer’s Volume
(c) Buyer’s Switching Cost
Price Sensitivity
Capital requirements
Switching costs
Cost disadvantages
Government policy
29
Porter’s Approach to Industry Analysis
Diversity of rivals
30
Porter’s Approach to Industry Analysis
31
Porter’s Approach to Industry Analysis
Capital requirements
Switching costs
Cost disadvantages
32
Porter’s Approach to Industry Analysis
Number of competitors
Rate of industry growth
Capacity
Diversity of rivals
33
Pressure from Substitute
Products
The threat from substitute products is high
when:
The price-performance tradeoff offered by
the substitute product is attracive.
The switching costs for prospective buyers
are minimal.
The substitute products are being produced
by industries earning superior profits.
34
Bargaining Power Buyers
integration.
35
Bargaining Power Suppliers
Suppliers have strong bargaining power when :
Few suppliers dominate and the supplier group is
products supplied.
The switching costs for buyers are high.
integration.
36
IFAS
37
EFAS
38
SFAS Matrix
39
SWOT analysis of strengths,
weaknesses, opportunities,and threats.
40
TOWS Matrix
41
CREATING STRATEGIC
MIND SET
42
Corporate Strategy
43
Initiation of Strategy
•New CEO
44
Corporate Strategy
Directional Strategy –
mergers, or alliances
3 Grand Strategies
Growth strategies
Stability strategies
Retrenchment strategies
45
Corporate Directional Strategies
COMBINATION STRATEGIES
DERIVED STRATEGIES
46
STRATEGIC VARIATIONS -
EXPANSION
INTERNAL: Add new product, product line, market,
functions, redefine/ reposition of product – market.
EXTERNAL : Take over, acquisition, merger.
RELATED : Synergic diversification.
UNRELATED: Non – synergic diversification.
HORIZONTAL: Supplementary/ Complementary
Expansion.
VERTICAL: Integration.
ACTIVE: R & D, Entrepreneurial development.
PASSIVE: Imitation, adoption & adaptation.
47
IGOR ANSOFF’S BUSINESS GROWTH MODEL
New products /New Markets
CO Unrelated
NEW CUSTOMERS BU RP
FOR EXISTING LINES SIN ORA Businesses
ES T
OF PRODUCTS S D E PL
NEW
E A
Related VELO NNI
MARKETS / CUSTOMERS
N
MARKET DEVELOPMENT Businesses – PME G
NT
Increase
Market Share NEW PRODUCT
Existing
SALES DEVELOPMENT, UPGRADES
Share of Business
MGMT.
EXISTING NEW
Products
PRODUCTS
* Corporate Strategy, I. Ansoff, Jan 1965, McGraw Hill, USA
48
Corporate Strategy
Growth Strategies --
External mechanisms
Mergers
Acquisitions
Strategic alliances
49
EXTERNAL GROWTH
STRATEGIES
50
WHY THE FIRM PURSURE EXTERNAL
EXPANSION
To increase the firm’s stock..
To increase the growth rate of the firm.
To make good investments.
To improve the firm’s earnings & stability.
To balance or fill out the product line.
To diversified the product line in mature state.
To reduce the competition.
To acquire the needed resources.
For Tax purpose.
To increase the efficiency and profitability.
To diversify the owner’s holding.
To deal with top management problems.
51
CRITICAL ISSUES RELATED TO M & A
STRATEGIC ISSUES:
It relates to the commonality of strategic interest. Strength of one
firm may be weakness of the other firm and vice versa. The firms
can create Synergy and complementing business situation.
FINANCIAL ISSUES:
These are related to (a) Valuation of selling firms based on assets,
market standing, share prices, earning potential etc. (b) Sources of
financing for merger.
MANAGERIAL ISSUES:
It relates to professional compatibility and acceptance of
managerial system of selling company.
LEGAL ISSUES:
It is related to various issues of legal provisions such as Chapter V
of the Companies Act, the MRTP Act, and section 72A (I) of the
Income Tax Act OR Anti Trust Act, Sherman’s Act.
CULTURAL ISSUES:
It relates to the cultural compatibility of the organization, society,
market etc.
LABOUR ISSUES: It relates to continuation of old staff and
subsequent relations.
SOCIETAL ISSUES: It relates to the benefits of society and Social
compatibility.
OTHER ISSUES: It relates to Political, Economic, Environmental
factors.
52
REASONS FOR FAILUR OF
EXTERNAL GROWTH
Paying too much for the acquired firm.
Assuming that a growing market or
product will be out standing in market.
Leaping into merger without carefully
studying the consequences.
Diversifying in to areas in which the firm
had too little knowledge.
Buying too large a firm and thus incurring
an excessively large debt.
Trying to merge disparate corporate
cultures.
Counting on key personnel staying after
the merger.
53
Corporate Strategy
2 Basic forms
Concentration
Diversification
54
Corporate Strategy
Vertical growth
Horizontal growth
55
Corporate Strategy
Vertical Growth --
Vertical integration
Fullintegration
Taper integration
Quasi-integration
Long-term contract
Backward integration
Forward integration
56
Corporate Strategy
Concentration --
Horizontal Growth
Horizontal integration
57
Corporate Strategy
Concentric Diversification
Conglomerate Diversification
58
Corporate Strategy
Concentric Diversification --
59
Corporate Strategy
Conglomerate diversification --
60
DERIVED BUSINESS STRATEGIES
61
STRATEGIC ALLIANCE
(Partnering):
It is a partnership of two or more corporations or business units to
achieve strategically significant objectives which can be mutually
beneficial. Some alliance are short term till the product is
established, while the others are longer lasting, resulting in merger.
The reasons for alliance are:
62
SPECIFIC ALLIANCE
Production Alliance: Two or more companies share the
common manufacturing facilities, existing or new facilities.
Marketing Alliance: Two or more companies share
marketing services expertise and facilities.
Financial Alliance: Companies joint together in order to
reduce financial risks associated with the activities & share
the profit in proportion to financial contribution.
Research & Development Alliances: Fast changing
technology, high cost of R & D and need of being ahead of
changes, force companies to form alliance in R & D area.
Human Resources Alliance: Alliance for outsourcing
63
BREAK – UP OF ALLIANCE:
Incompatibility between/among partners
in management style, financial position,
culture, business interest.
Access to information.
Distribution of Income.
Change in business environment.
Acquiring the strength of partner: The
companies over a period of alliance,
acquire the strengths of the partner and
starts new operations in competitions.
64
STRATEGIC JOINT VENTURE
Joint ventures (JV) are partnership in which two or
more firms carry out a specific project or business in a
selected area of industry in a form of new venture.
Ownership of the original firms remains unchanged.
Actually, corporate partnership are formed with
specific and time bound objectives which, once
achieved, leaves little reasons for the alliance to
continue. Joint venture can be temporary or it can be
long term. JV that last longer do so because their
objectives have been redesigned.
Every JV:
1. Has a scheduled life – cycle, which will end sooner or later (5 to 10
years)
2. Has to be dissolved when it has outlived its life – cycle.
3. Change in environment forces joint venture to be redesigned
regularly
4. Translations seek to absorb their partner’s competencies.
5. It is a contractual obligation on fragile platform.
65
Corporate Strategy
Stability Strategies --
No change
Profit strategies
66
Corporate Strategy
Retrenchment Strategies --
Turnaround
Captive Company Strategy
Selling out
Bankruptcy
Liquidation
67
RETRENCHMENT STRATEGY
Common Retrenchment Strategies: Turnaround, restructuring,
Divesting, Bankruptcy, Liquidation
WHY FIRM GO FOR RETRENCHMENT:
Prevalence of poor economic conditions.
Competitive pressure may also cause firms to curtail their
operations.
The comp. is not doing well or perceive itself as doing poorly.
The comp. has not met its objectives and there is pressure
from shareholders, customers, or others to improve
performance.
The external environment poses threats and internal strengths
are insufficient to face the threats.
Better opportunities in the environments are perceived else
where were firms strength can be utilized.
Inability to implement latest technology cause by tech.
revolution.
68
Strategic reasons for
Formation of JV
1. Foreign firms are allowed to operate only if they enter
into a JV with local partner.
2. Size of the project may be very large and one company
accomplish it.
3. Some projects require multidimensional technology
that no one firm possesses. Firm with different, but
compatible technology may join together.
4. One firm with technology competence and another with
managerial competence join together.
5. A foreign firm with technology competence joins with a
domestic firm with marketing competence.
6. While setting up of an organization requires
surmounting hurdles such as import quota, tariffs,
nationalistic political interest and cultural road block,
Government’s support for the JV.
7. JV are undertaken for a variety of reasons like political,
economic or technological
TYPES OF JV:
(A) SPIDER WEB
(B) GO-TOGATHER & SPLIT
(C) SUCCESSIVE INTEGRATION
69
Business Level Strategy
70
Value-Chain Analysis
71
Value-Chain Analysis
72
Corporate Value Chain
73
Porter’s Generic Competitive Strategies
74
What is a Business level strategy
• Business level strategies are firm-specific business model
that will allow a company to gain a competitive
advantage over its rivals in a market or industry.
• It aims at improving the effectiveness of a company’s
operations and thus its ability to attend superior
efficiency, quality, innovation and customer
responsiveness .
• Its ability to improve company’s operations helps in
achieving cost leadership or helps the company in
differentiating its product from the rival company.
75
Distinctive Competencies…
2) Capabilities
76
Cost Leadership
It is based on the intent to outperform competitors by
doing every thing to establish a cost structure that allows it
to produce or provide goods or services at a lower unit
cost.
Cost leader chooses a low to moderate level of product
differentiation relative to its competitors.
Aims for a differentiation not markedly inferior to that of
the differentiator but a level obtainable at a low cost.
Frequently ignores the many different market segments in
industry to appeal the average customers.
77
Advantages and Disadvantages
Advantages Disadvantages
80
Advantages and Disadvantages
Advantages Disadvantages
Differentiation safeguards a Strategic manager’s long
company against competitors to term ability to maintain a
the degree that customers develop
brand loyalty for its product product’s perceived
Suppliers are rarely a problem as distinctness in customers’
company’s strategy is geared eyes.
more toward the price it can The ease with which
charge than toward costs
competitors imitate the
Distinct product solves the
differentiator’s product
problem of strong buyers
The threat of substitutes depends
on the ability of the competitors’
product.
81
Focus Strategies
Focus Strategies position a company to
compete for customers in a particular market
segment, which can be defined
geographically, by type of customers, or by
region or even by locality.
82
Focus Strategies
Focused Cost Leadership Strategy :
If a company uses a focused low – cost approach, it
competes against the cost leader in the market
segment in which it has no cost disadvantage.
Focused Differentiation Strategy :
If a company uses a focused differentiation
approach, then all the means of differentiation that
are open to the differentiator are available to the
focused company.
83
Advantages
A focused company’s competitive advantage stem
from the source of its distinctive competency:
efficiency, quality, innovation, or responsiveness to
customers.
The company is protected from rivals to the extent
that it can provide a product or service they cannot.
This ability also gives the focuser power over its
buyers because they cannot get the same things
from anyone else.
84
Disadvantages
Powerful suppliers
The focuser’s niche can suddenly disappear
because of technological change or change in
customer’s tastes.
The focuser is vulnerable and has to defend its
niche constantly.
85
Risks of Generic Strategies
86
Industry Generic Strategies
Force
Cost Leadership Differentiation Focus
Ability to cut price in retaliation deters Customer loyalty can discourage Focusing develops core
Entry potential entrants. potential entrants. competencies that can act as an
Barriers entry barrier.
Ability to offer lower price to powerful Ability to offer lower price to powerful Ability to offer lower price to
Buyer buyers. Large buyers have less power to buyers. Large buyers have less power powerful buyers. Large buyers have
Power negotiate because of few close alternatives. to negotiate because of few close less power to negotiate because of
Large buyers have less power to negotiate alternatives. Large buyers have less few close alternatives. Large
because of few alternatives. power to negotiate because of few buyers have less power to
alternatives. negotiate because of few
alternatives.
Better insulated from powerful suppliers. Better insulated from powerful Better insulated from powerful
Supplier Better able to pass on supplier price suppliers. Better able to pass on suppliers. Better able to pass on
Power increases to customers. Suppliers have supplier price increases to customers. supplier price increases to
power because of low volumes, but a Suppliers have power because of low customers. Suppliers have power
differentiation-focused firm is better able to volumes, but a differentiation-focused because of low volumes, but a
pass on supplier price increases. firm is better able to pass on supplier differentiation-focused firm is
price increases. better able to pass on supplier
price increases.
Can use low price to defend against Can use low price to defend against Can use low price to defend against
Threat of substitutes. Customer's become attached to substitutes. Customer's become substitutes. Customer's become
Substitute differentiating attributes, reducing threat of attached to differentiating attributes, attached to differentiating
substitutes. Specialized products & core reducing threat of substitutes. attributes, reducing threat of
s competency protect against substitutes. Specialized products & core substitutes. Specialized products &
competency protect against core competency protect against
substitutes. substitutes.
Better able to compete on price.Brand Better able to compete on price.BrandBetter able to compete on
Rivalry loyalty to keep customers from rivals.Rivals loyalty to keep customers from price.Brand loyalty to keep
cannot meet differentiation-focused rivals.Rivals cannot meet customers from rivals.Rivals cannot
customer needs. differentiation-focused customer meet differentiation-focused
needs. customer needs.
87
Functional Strategy
88
Marketing Strategy – Functional Strategy
FRONTAL ASSAULT
FLANKING MANEUVER
BYPASS ATTACK
ENCIRCLEMENT
GUERRILLA WARFARE
Pricing
Skim pricing
Penetration pricing
Dynamic pricing
Selling
Distribution
Product development
Line extension
Financial Strategy –
Leveraged buyout
Reversed stock split
Tracking stock
90
Functional Strategy
R&D Strategy –
Technological leader
Technological follower
Open innovation
91
Functional Strategy
Operations Strategy –
Job shop
Connected line batch flow
Flexible manufacturing systems
Dedicated transfer lines
Mass production
Continuous improvement system
Modular manufacturing
92
Functional Strategy
Purchasing Strategy –
Multiple sourcing
Sole sourcing
Just-in-time (JIT)
Parallel sourcing
93
Functional Strategy
Logistics Strategy –
Centralization
Outsourcing
Internet
94
Functional Strategy
HRM Strategy –
95
Functional Strategy
Outsourcing errors –
96
Proposed Outsourcing Matrix
97
Functional Strategy
Strategies to Avoid –
98
Functional Strategy
99
Strategic Choice
Mutual exclusivity
Success
Completeness
Internal consistency
100
PORTFOLIO
ANALYSIS
101
Corporate Strategy
Portfolio Analysis --
102
Stages of the Industry Life Cycle
103
104
PRODUCT LIFE CYCLE
Most product sales observed over long periods can be portrayed
as bell shaped curves – Product life cycle curves which can be
typically divided into four stages: Introduction, Growth, Maturity
and Decline.
Product Life Cycle asserts four things.
1. Products have limited life.
2. Product Sales pass through distinct stages, each posing
different challenges, opportunities and problems to the seller.
3. Profits rise and fall through different stages of the life cycle.
4. Products require different marketing, financial, manufacturing,
purchasing and H.R. strategies in each life cycle stage.
Growth-Slump-Maturity pattern (small kitchen appliances)
Cycle Recycle Pattern
Scalloped Pattern (succession of PLC’s; eg: Nylon)
105
INTRODUCTION - STRATEGIES
•Sales growth tends to be slow - Delays in production capacity
expansion /technical problems; Distribution/retail chains being put up;
sales expensive as conversion rates are lower (innovators).
•Promotion at the highest ratio to sales – inform customers, induce
trial and secure distribution in retail outlets.
•Prices tend to be high as costs are higher.
Hi
SLOW RAPID
SKIMMING SKIMMING
PRICE
SLOW RAPID
PENETRATION PENETRATION
Lo Hi
PROMOTION 106
PLC - GROWTH STAGE
Introduction is followed by a stage marked by rapid climb in
sales. Companies starts to eye for market share.
Growth is a period of rapid market acceptance & substantial
profit improvement.
Innovators, early adaptors like the product and continue to
buy the product while middle majority starts trying.
New competition as sales and profits are growing. The stage
where we see entry of competition in large numbers.
Prices remain where they are or fall slightly to allow better
penetration or for entry into other segments.
Time noted for the introduction of variants/ brand extensions.
Companies maintain promotion at same or higher level.
Profits increase even with higher promotion costs as it gets
spread over higher sales volume.
107
107
PLC - GROWTH STAGE
MARKETING STRATEGIES
Firm improves product quality and adds new features and
models.
Enters new market segments.
Enters new distribution channel.
Advertising focus shifts from awareness / knowledge to
Interest/desire/conviction.
Prices should be reduced (or low priced variants launched)
at the right time to attract the next level of price sensitive
customers.
Faces tradeoff between high market share to high current
profit.
Firm that pursues market expansion strategy will improve its
competitive position.
108
108
PLC - MATURITY STAGE
Many products which we see around us are in the maturity
stage of PLC.
A stage characterized by the slow down in the growth rate.
Most of practical Marketing management deals with a
mature product. Hence the most important phase in PLC.
Three Phases
1. Growth Maturity: Sales growth starts to fall due to
distribution saturation. Growth predominantly due to trial by
laggards.
2. Stable Maturity: Most potential customers have tried the
product. Future sales governed by population growth and
replacement demand.
3. Decaying Maturity: Absolute level of sales decline.
Slow down in sales growth causes over-capacity -----
Intensified competition ----- price wars ---- profit Erosion----
weak exit. 109
MATURITY STAGE STRATEGIES
R&D spends are increased to find better versions.
Increased advertising spends.
More Consumer / Dealer cuts.
Three types of interventions are taken up by Marketers.
1. Market Modification:
Company should not try to conserve but should try &
expand market for its Brand.
Sales vol. = No. of users X usage rate.
Try expand the no. of Brand Users by:
Convert non users: Attempts to convert non coffee drinkers
to try coffee.
Enter new market segments: Johnson & Johnson baby
shampoo for adults, Cerelac adapted for the senile.
Win competitors customers: Pepsi/Coke, NIIT/Apple.
110
MATURITY STAGE STRATEGIES
Volume can also be increased by focusing on the Current
Users – convincing them to use more.
More frequent use: Biscuits an all time snack, Coke instead
of coffee/tea, clinic shampoo, variety of SKU, vending
machines.
More usage per Occasion: Shampoo giving better results in
two rinsing, more SKU’s.
New more varied uses: Recipe route tried out by microwave
oven manufacturers, Sachets by shampoo manufacturers
for travelers, Arm & Hammer Baking soda as a refrigerator
deodorant.
2. PRODUCT MODIFICATION
Stimulate sales by modifying the product’s characteristics
by improvements in quality, feature and style.
111
STRATEGIES FOR MATURE STAGE
2. PRODUCT MODIFICATION
Quality Improvement:
Functional performance improved- for cars, TV, white
goods - New Improved eg: Santro Xing, Indica V2.
Plus launch - from FMCG manufacturers --------- stronger,
bigger, better,– Lifebuoy Plus.
Aimed at triggering Brand switching
Style Improvement:
Aimed at increasing aesthetic appeal.
Periodic intro of color variants by auto manufacturers.
Consumer/packaged food bringing packaging /color
variants.
Advantages: Unique identity / can secure loyal customers.
Major disadvantage arises from the fact that it is difficult to
judge customer preferences --- risk of losing those who
liked earlier version
112
STRATEGIES FOR MATURE STAGE (contd.)
Advantages of feature improvements
Build progressive and leadership image for co. (Maruti)
New features can be made optional (adapted or dropped
easily).
Helps to win loyalty of some segments.
Cost effective publicity.
Can generate enthusiasm for sales force and dealers.
Main disadvantage is that many of these can be easily
imitated.
3. Marketing Mix Modifications:
Product Manager should also try to stimulate sales by
modifying Mktg. Mix.
Price: Decision whether a price cut will attract new
customers.
Trying price specials, early bird discounts, easier credit
terms to retain loyal customers..
113
MATURITY STAGE STRATEGIES
3. Marketing Mix Modifications:
Advertising: Change message- copy, media- vehicle mix,
timing/frequency, to target new audience.
Build new brand identity / image.
Direct comparison Ads about competition.
Sales Promotion: Step up trade discount
Price offs, Rebates, warranties, festival offers, gifts etc.
Personal selling: should the quality of sales people or their
area of specialization need to be changed.
Questions on territory revisions; incentive plans; planning of
sales call etc.
Services: can the company speed up delivery. Extending
technical services.
Disadvantages: can be easily copied. Mass distribution and
penetration efforts may not help – can lead to profit erosion.
114
STRATEGIES FOR DECLINE STAGE
Sales of most products/brands eventually decline –.
1. Technological advancements in the product category.
2. Consumer shifts in taste & perception.
3. Increased domestic & foreign competition------
price cutting/ over capacity/ profit erosion.
Product Oriented:
Fails to understand the changes in the requirement
of customers / strategies of competitors,
attractiveness of new market to competitors/
Emergence of technologies etc.
Technologies, needs/ demands, product categories
have different driving forces.
118
P.L.C WEAKNESSES
No Uniform Shape: An s shaped curve describes only shape
of PLC while most of them vary or are unique.
Unpredictable Turning Points: While most products do peak
and then fall there is no specific turning point.
Difficult to Decide the Stages : A dormant sales (flat)
pattern may denote the product has reached maturity while
it may be just that the product has touched a plateau before
another growth period. Tendency to drop a product due to
such readings can turn out to be fatal due to the risks
involved in new product development
Unclear Implications: Growth phase may or may not be
associated with high profit margin. Say rapid growth can be
associated with low profits and decline can be very
profitable.
Product Oriented: Fails to understand the changing
requirement of customers / strategies of competitors,
attractiveness of new market to competitor-ors /
Emergence of technologies etc.
Technologies, needs/ demands, product categories have
different driving forces.
119
Boston Consulting Group
(BCG) Matrix
When a firm’s divisions compete in different
industries, a separate strategy often must be
developed for each business.
To enhance and formulate strategies.
To manage its portfolio of businesses
Focuses on relative market share position and
the industry growth rate.
120
BCG Matrix
Relative Market Share Position
High Medium Low
1.0
High
Industry Sales Growth Rate
Med
121
BCG Matrix
Pie Chart corresponds to corporate
revenue generated by that business unit.
The pie slice indicates the proportion of
division’s profit.
Divisions located
Quadrant I is called Cash Cows,
Quadrant II is called Dogs.
Quadrant III is called Question Marks,
Quadrant IV is called Stars,
122
BCG Portfolio Matrix
MARKET SHARE DOMINANCE
HIGH LOW
MARKET GROWTH RATE
$$
LOW
123
Cash Cows
High relative market share but compete in a
low-growth industry
Generate cash in excess of their needs
Milked i.e. cash for other purposes
Manages to maintain strong position as long
as possible
Product development
Concentric diversification
Retrenchment or divestiture if the division
becomes weak
124
Dogs
Low relative market share and
compete in a slow- or no-growth
industry
Weak internal and external position
Liquidation
Divestiture
Retrenchment
125
Question Marks
Low relative market share—compete
in a high growth industry
Cash needs are high
Cash generation is low
Decision: strengthen by pursuing an
intensive strategy, e.g. to sell them.
126
Stars
High relative market share and a high
industry growth rate
Represent the organization’s best
long-run opportunities for growth and
profitability.
Substantial investment to maintain or
strengthen their dominant position.
Integration strategies
Intensive strategies
Joint ventures
127
BCG Matrix
128
BCG Portfolio Matrix
Example
MARKET SHARE DOMINANCE
HIGH LOW
Sub-Notebooks Integrated
MARKET GROWTH RATE
PROBLEM
STAR CHILD
CASH
COW DOG
129
BCG Matrix & Benefit
Setting the path for growth
Knowing dead investments
Draws attention to the cash flow,
Investment characteristics
Needs of an organization’s various
divisions.
To achieve a portfolio of divisions
that are Stars.
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BCG Matrix Limitations
Viewing every business as a star, cash cow,
dog, or question mark is overly simplistic.
Middle of the BCG matrix is not easily classified.
The BCG matrix does not reflect whether or not
various divisions or their industries are growing
over time.
Other variables besides relative market share
position and industry growth rate in sales are
important in making strategic decisions about
various divisions.
131
G.E Strategic Planning Model
Business Strength
Strong Average Weak
Industry Attractiveness
High
Medium
Low
C
Winners Winners
A Question
High B Marks
Winners
Industry Attractiveness
E Average
Businesses
F
Medium
Losers
H
Losers
G
Low
Profit
Producers Losers
Low
Heartland
MISFIT between critical success
Ballast
Edge of
characteristics
Heartland
and parenting
Alien
Territory
factors
Value Trap
High
Low High
FIT between parenting opportunities
and parenting characteristics
135
Corporate Strategy
Strategic factors
performance improvement
Analyze fit
136
137
Leader - major resources are focused upon the
SBU.
Try harder - could be vulnerable over a longer
period of time, but fine for now.
Double or quit - gamble on potential major SBU's
for the future.
Growth - grow the market by focusing just enough
resources here.
Custodial - just like a cash cow, milk it and do not
commit any more resources.
Cash Generator - Even more like a cash cow, milk
here for expansion elsewhere.
Phased withdrawal - move cash to SBU's with
greater potential.
Divest - liquidate or move these assets on a fast as
you can.
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McKinsey’s 7 S Model
Strategy
Structure Systems
Super
Ordinate
Goals-
Shared
Values
Style Skills
Staff 139
140
Constructing Corporate Scenarios
141
Implementation of a
strategy
142
Strategy Implementation
Sum total of the activities
and choices required for
the execution of a
strategic plan.
Process by which strategies
and policies are put into
action through programs,
budgets, and procedures.
The toughest phase in
Strategy Management
143
Strategy Implementation
144
DESIGN OF OBJECTIVES
IS STRATEGY & COMMUNICATE TO
CONCERNED
FUNCTIONAL?
EVALUATION OF
OUT COME STRATEGIC ORGANISATION DESIGN
IMPLEMENTATION & DEVELOPMENT
TRAINING & &
DEVELOPMENT OF CONTROL
MANAGERS PROCESS DELEGATION OF TASK &
AUTHORITIES &
RESPOSIBILITIES
DESIGN OF SIS /MIS
RESOURCES
MOBILISATION &
DESIGN OF ALLOCATION
PERFORMANCE
STANDARD
145
The Nature of Strategy Implementation
146
The Nature of Strategy Implementation
Strategy Implementation can have a low success rate
147
The Nature of Strategy
Implementation
Successful Strategy Implementation
148
Formulation vs. Implementation
Formulation focuses on effectiveness
Implementation focuses on efficiency
• Formulation is primarily an intellectual process
• Implementation is primarily an operational process
• Formulation requires good intuitive & analytical skills
• Implementation requires special motivational &
leadership skills
• Formulation requires coordination among a few
individuals
• Implementation requires coordination among many
individuals
149
Nature of Strategy
Implementation
Strategy Implementation
150
Nature of Strategy
Implementation
Implementation Activities
151
Nature of Strategy
Implementation
Management Perspectives
Shift in responsibility
Division or
Strategists Functional
Managers
152
Management Issues
Annual Objectives
Resources
Management
Issues Organizational structure
Restructuring
153
Management Issues (cont’d)
Resistance to Change
Management
Issues Production/Operations
154
Management Issues
Purpose of Annual Objectives --
155
Management Issues
Resource Allocation
enables resources to be allocated
according to priorities established by
annual objectives.
156
Management Issues
4 Types of Resources
1. Financial resources
2. Physical resources
3. Human resources
4. Technological resources
157
Management Issues
158
Structure should be designed to
facilitate the strategic pursuit of a firm
Organizational
New strategy New administrative
performance
Is formulated problems emerge
declines
Organizational
New organizational
performance
structure is established
improves
159
Management Issues
Restructuring
160
Management Issues
Reengineering
In reengineering, a firm uses
information technology to break down
functional barriers and create a work
system based on business
processes… Reconfiguring or
redesigning work, jobs, & processes to
improve cost, quality… (alteration of
Scott Morton’s value chain) Think of
an example.
161
Management Issues
Resistance to Change -- Single
greatest threat to successful strategy
implementation
Raises anxiety; fear concerning:
economic loss, Inconvenience or Uncertainty
163
Marketing Issues
1. Market segmentation
2. Product positioning
164
Marketing Issues
Market Segmentation: Subdividing of a
market into distinct subsets of customers
according to needs and buying habits
165
Marketing Mix – Component Factors
Product Place Promotion Price
Distribution
Quality Advertising Level
channels
Distribution Discounts &
Features Personal selling
coverage allowances
Inventory
Packaging
levels/locations
Transportation
Product line
carriers
Warranty
Service level
166
166
Marketing Issues
Product Positioning
167
Finance/Accounting Issues
168
Research & Development
Issues
169
Research & Development
Issues
170
Management Information
Systems (MIS) Issues
• MIS used to :
• Information collection, retrieval, & storage
• Keeping managers informed
• Coordination of activities among divisions
• Allow firm to reduce costs
171
Evaluation and Control
Return on
Investment
(ROI)
Earnings per
Traditional
Share
Financial (EPS)
Measures
Return on
Equity
(ROE)
172
THANK YOU.
ANY QUESTIONS?
…….JANAK V. SHELAT
173