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What Is Strategy?
©McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.
The AFI Strategy Framework
©McGraw-Hill Education.
Learning Objectives
©McGraw-Hill Education.
Strategic Management
©McGraw-Hill Education.
Strategy
©McGraw-Hill Education.
Elements of a Good Strategy
• Analysis
– Diagnosis of the competitive challenge
• Formulation
– Guiding policy to address the competitive challenge
• Implementation
– A set of coherent actions to implement the firm’s guiding
policy
©McGraw-Hill Education.
Elements of a Good Strategy: Analysis
• Analysis
– Diagnosis of the competitive challenge
– Accomplished through strategy analysis of the firm’s
internal and external environments
Example: Twitter
• Competitive challenge: grow its user base
– Become more valuable for online advertisers
– Also: Facebook allows advertisers to target their online ads
precisely based on demographic data
©McGraw-Hill Education.
Elements of a Good Strategy: Formulation
• Formulation
– Guiding policy to address the competitive challenge
– Accomplished through strategy formulation, resulting in
the firm’s corporate, business, and functional strategies
Example: Twitter
• Rather than formulating a guiding policy to grow active core
users, Twitter defined its user base more broadly.
• Defined users into 3 types to compare with Facebook
• User types were hard to track and less valuable to advertisers.
©McGraw-Hill Education.
Elements of a Good Strategy: Implementation
• Implementation
– A set of coherent actions to implement the firm’s guiding
policy
– Accomplished through strategy implementation
Example: Twitter
• Different user definitions confused management and limited
guidance for employees.
• Consequences of the unclear mission:
• Frustration among managers and engineers
• Turnover of key personnel
• Internal turmoil resulted, including management demotions
and promotions of CEO friends.
©McGraw-Hill Education.
Competitive Advantage
©McGraw-Hill Education.
Competitive Advantage: Examples
©McGraw-Hill Education.
Competitive Advantage: Key Points
• Competitive Advantage
– Superior performance relative to other competitors in the
same industry or the industry average
• Sustainable Competitive Advantage
– Outperforming competitors or the industry average over a
prolonged period of time
• Competitive Disadvantage
– Underperformance relative to other competitors in the
same industry or the industry average
• Competitive Parity
– Performance of two or more firms at the same level
©McGraw-Hill Education.
Strategy Is About Creating Superior Value
©McGraw-Hill Education.
Strategic Positioning
©McGraw-Hill Education.
Strategic Positioning Requires Trade-offs
©McGraw-Hill Education.
Unique Positioning
©McGraw-Hill Education.
Strategy Highlight 1.1 (1 of 2)
©McGraw-Hill Education.
Strategy Highlight 1.1 (2 of 2)
©McGraw-Hill Education.
What Strategy Is Not
1. Grandiose statements
– Statements of desire
– Ex: “Our strategy is to win” or “We will be No. #1”
2. A failure to face a competitive challenge
– Managers must know whether they are making progress
in addressing the challenge.
3. Operational effectiveness, competitive
benchmarking, or other tactical tools
– These support competitive strategy, but are not
sufficient to sustain it.
©McGraw-Hill Education.
Industry Vs. Firm Effects In Determining Firm Performance
(1 of 3)
©McGraw-Hill Education.
Industry Vs. Firm Effects In Determining Firm Performance
(2 of 3)
©McGraw-Hill Education.
Industry Vs. Firm Effects In Determining Firm Performance
(3 of 3)
• Exhibit 1.1
©McGraw-Hill Education.
Stakeholders and Competitive Advantage
©McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.
Value Creation for Society (1 of 2)
©McGraw-Hill Education.
Strategic Failure is Expensive
©McGraw-Hill Education.
Black Swan Events (1 of 2)
©McGraw-Hill Education.
Black Swan Events (2 of 2)
©McGraw-Hill Education.
Stakeholders (1 of 2)
• Stakeholders:
• Organizations, groups, and individuals
• They can affect or are affected by a firm’s actions.
• Have a vested claim or interest in the performance
and continued survival of the firm.
– Internal stakeholders:
• Stockholders, employees (including executives, managers, and
workers), and board members
– External stakeholders:
• Customers, suppliers, alliance partners, creditors, unions,
communities, media, and governments at various levels
©McGraw-Hill Education.
Stakeholders (2 of 2)
©McGraw-Hill Education.
Exhibit 1.2 Internal and External Stakeholders in an Exchange
Relationship with the Firm
©McGraw-Hill Education.
Effective Stakeholder Management Benefits
Firm Performance
©McGraw-Hill Education.
“World’s Most Admired Companies”
©McGraw-Hill Education.
Stakeholder Impact Analysis (1 of 3)
©McGraw-Hill Education.
Stakeholder Impact Analysis (2 of 3)
©McGraw-Hill Education.
3
9
Exhibit 1.3 Stakeholder Impact Analysis (3 of 3)
©McGraw-Hill Education.
Step 1: Identify Stakeholders
©McGraw-Hill Education.
Step 2: Identify Stakeholder Interests
©McGraw-Hill Education.
Step 3: Identify Opportunities and Threats
©McGraw-Hill Education.
Step 4: Identify Societal Responsibilities
©McGraw-Hill Education.
Exhibit 1.4 The Pyramid of Corporate Social
Responsibility
SOURCE: Adapted from A. B. Carroll (1991), “The pyramid of corporate social responsibility:
Toward the moral management of organizational stakeholders,” Business Horizons, July-August: 42.
©McGraw-Hill Education.
Strategy Highlight 1.2 (1 of 4)
©McGraw-Hill Education.
Strategy Highlight 1.2 (2 of 4)
©McGraw-Hill Education.
Strategy Highlight 1.2 (3 of 4)
©McGraw-Hill Education.
Strategy Highlight 1.2 (4 of 4)
©McGraw-Hill Education.
The AFI Strategy Framework
©McGraw-Hill Education.
Overview of AFI
©McGraw-Hill Education.
The AFI Strategy Framework (1 of 2)
©McGraw-Hill Education.
Strategy Formulation (F) Topics and Questions
• Business strategy:
– How should the firm compete: cost leadership,
differentiation, or integration? (Chapters 6 and 7)
• Corporate strategy:
– Where should the firm compete: industry, markets, and
geography? (Chapters 8 and 9)
• Global strategy:
– How and where should the firm compete: local, regional,
national, or international? (Chapter 10)
©McGraw-Hill Education.
Strategy Implementation (I) Topics and Questions
• Organizational design:
– How should the firm organize to turn the formulated
strategy into action? (Chapter 11)
• Corporate governance and business ethics:
– What type of corporate governance is most effective? How
does the firm anchor strategic decisions in business ethics?
(Chapter 12)
©McGraw-Hill Education.
Implications for the Strategist
©McGraw-Hill Education.
The Difference Between Success and Failure
Lies in a Firm’s Strategy
©McGraw-Hill Education.
Competition Is Everywhere
©McGraw-Hill Education.
The Strategist Follows a Three-step Process
©McGraw-Hill Education.
The Role of Uncertainty and Complexity
©McGraw-Hill Education.
Chapter 1 Summary
©McGraw-Hill Education.
Take Away Concepts (1 of 5)
©McGraw-Hill Education.
Take Away Concepts (2 of 5)
©McGraw-Hill Education.
Take Away Concepts (3 of 5)
©McGraw-Hill Education.
Take Away Concepts (4 of 5)
©McGraw-Hill Education.
Take Away Concepts (5 of 5)
©McGraw-Hill Education.
Chapter 1 Cases & Exercises
©McGraw-Hill Education.
Chapter Case 1: Consider This… (1 of 2)
• Launched in 2006
• Users send short messages: “tweets”
• Restricted to 140 characters
• 300 million worldwide active users
• Twitter’s business model:
– Grow its user base
– Charge advertisers for promotion
©McGraw-Hill Education.
Chapter Case 1: Consider This… (2 of 2)
©McGraw-Hill Education.
My Strategy Exercise
©McGraw-Hill Education.
Small Group Exercise
©McGraw-Hill Education.
End of Chapter 01
©McGraw-Hill Education.
Strategy Smart Videos
©McGraw-Hill Education.
Strategy Smart Videos (1 of 6)
©McGraw-Hill Education.
Strategy Smart Videos (2 of 6)
©McGraw-Hill Education.
Strategy Smart Videos (3 of 6)
©McGraw-Hill Education.
Strategy Smart Videos (4 of 6)
• Link:
– https://www.youtube.com/watch?v=q8NZfbcNMrM
• 1:35 Minutes
©McGraw-Hill Education.
Strategy Smart Videos (5 of 6)
©McGraw-Hill Education.
Strategy Smart Videos (6 of 6)
©McGraw-Hill Education.
Chapter Case 1
©McGraw-Hill Education.
Chapter Case 1: Twitter (1 of 2)
©McGraw-Hill Education.
Chapter Case 1: Twitter (2 of 2)
• Business model
– Grow user base (individual users pay nothing)
– Advertisers charged for promotion of goods/services.
– Companies pay for promoted tweets.
– Ads can be delivered real time.
• Twitter’s current challenges
– Turnover / reshuffling in management & engineering
– Struggles to grow its user base
• Twitter = 300 million; Facebook = 1.5 billion
• User growth continues to slow
– Could it be taken over?
©McGraw-Hill Education.
Appendix 1 The AFI Strategy Framework
This image shows several circles, representing the main themes from the textbook, as well as how the chapters map
into each theme. The important inside circle is titled "Gaining and Sustaining a Competitive Advantage" that is at the
very center of the image, with five different circles on the outside of it. Arrows go back and forth from the center circle
to each of the five outer circles. The five outer circles are labeled: (1) Getting Started, (2) External and Internal Analysis,
(3) Formulation: Business Strategy, (4) Formulation, Corporate Strategy, and (5) Implementation.
Each of these outer five circles have a brief description beside them to explain what the circle means:
Under the first outer circle titled "Getting Started", it says: Part 1, Strategy Analysis, "What is Strategy (Chapter 1)" and
"Strategic Leadership: Managing the Strategy Process (Chapter 2)."
Under the second outer circle titled "External and Internal Analysis", it says: Part 1, Strategy Analysis, "External
Analysis: Industry Structure, Competitive Forces and Strategic Groups (Chapter 3)", "Internal Analysis: Resources,
Capabilities and Core Competencies (Chapter 4)", and "Competitive Advantage, Firm Performance, and Business
Models (Chapter 5)."
Under the third outer circle titled "Formulation: Business Strategy", it says: Part 2, Strategy Formulation, "Business
Strategy: Differentiation, Cost Leadership and Integration (Chapter 6)" and "Business Strategy, Innovation and
Entrepreneurship (Chapter 7)."
Under the fourth outer circle titled "Formulation: Corporate Strategy", it says: Part 2, Strategy Formulation, "Corporate
Strategy: Vertical Integration and Diversification (Chapter 8)", "Corporate Strategy: Strategic Alliances, Mergers and
Acquisitions (Chapter 9)", and "Global Strategy: Competing Around the World (Chapter 10)."
Under the fifth outer circle titled "Implementation", it says: Part 3, Strategy Implementation, "Organizational Design:
Structure, Culture and Control (Chapter 11)", and "Corporate Governance and Business Ethics (Chapter 12)."
Return to slide
©McGraw-Hill Education.
Appendix 2 Exhibit 1.2 Internal and External Stakeholders in
an Exchange Relationship with the Firm
This image shows a firm in the middle, with External Stakeholders on the left
side of it and Internal Stakeholders on the right. An arrow points from the
firm to External Stakeholders named "Benefits," and an arrow points from
External Stakeholders to the firm named "Contributions." Under External
Stakeholders are the following sub-bullets: customers, media, suppliers,
alliance partners, creditors, unions, communities and governments. An arrow
points from the firm to Internal Stakeholders named "Benefits,” and an arrow
points from Internal Stakeholders to the firm named "Contributions." Under
Internal Stakeholders are the following sub-bullets: employees, stockholders,
and board members.
Return to slide
©McGraw-Hill Education.
Appendix 3 Exhibit 1.3 Stakeholder Impact Analysis (3 of 3)
Return to slide
©McGraw-Hill Education.
Appendix 4 Exhibit 1.4 The Pyramid of
Corporate Social Responsibility
This image depicts a pyramid, with four separate sections. The bottom (and
broadest) section is named Economic Responsibilities, the next smaller one
up is labeled Legal Responsibilities, the next smaller one up is named Ethical
Responsibilities, and at the top of the pyramid is Philanthropic
Responsibilities. A brief clarification for each section of the pyramid is
provided:
Economic responsibilities - gain and sustain competitive advantage
Legal responsibilities - laws and regulations are society's codified ethics.
Define minimum acceptable standard
Ethical responsibilities - do what is right, just, and fair
Philanthropic responsibilities - corporate citizenship
Return to slide
©McGraw-Hill Education.
Appendix 5 Exhibit 1.5 The AFI Strategy Framework (2 of 2)
This image shows several circles, representing the main themes from the textbook, as well as how the chapters map into each
theme. The important inside circle is titled "Gaining and Sustaining a Competitive Advantage" that is at the very center of the
image, with five different circles on on the outside of it. Arrows go back and forth from the center circle to each of the five outer
circles. The five outer circles are labeled: (1) Getting Started, (2) External and Internal Analysis, (3) Formulation: Business Strategy,
(4) Formulation, Corporate Strategy, and (5) Implementation.
Each of these outer five circles have a brief description beside them to explain what the circle means:
Under the first outer circle titled "Getting Started", it says: Part 1, Strategy Analysis, "What is Strategy (Chapter 1)" and "Strategic
Leadership: Managing the Strategy Process (Chapter 2)".
Under the second outer circle titled "External and Internal Analysis", it says: Part 1, Strategy Analysis, "External Analysis: Industry
Structure, Competitive Forces and Strategic Groups (Chapter 3)", "Internal Analysis: Resources, Capabilities and Core
Competencies (Chapter 4)", and "Competitive Advantage, Firm Performance, and Business Models (Chapter 5)".
Under the third outer circle titled "Formulation: Business Strategy", it says: Part 2, Strategy Formulation, "Business Strategy:
Differentiation, Cost Leadership and Integration (Chapter 6)" and "Business Strategy, Innovation and Entrepreneurship (Chapter
7)".
Under the fourth outer circle titled "Formulation: Corporate Strategy", it says: Part 2, Strategy Formulation, "Corporate Strategy:
Vertical Integration and Diversification (Chapter 8)", "Corporate Strategy: Strategic Alliances, Mergers and Acquisitions (Chapter
9)", and "Global Strategy: Competing Around the World (Chapter 10)".
Under the fifth outer circle titled "Implementation", it says: Part 3, Strategy Implementation, "Organizational Design: Structure,
Culture and Control (Chapter 11)", and "Corporate Governance and Business Ethics (Chapter 12)".
Return to slide
©McGraw-Hill Education.