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MGT492: Managing People & Organizations

MGT492: Managing People & Organizations. Lecture 12: Chapter 5 : The Strategic and Operational Planning Process Instructor: Dr. Aisha Azhar COMSATS Virtual Campus. Last lecture overview. Industry and Competitive Situation Analysis Five Competitive Forces (Porter) SWOT Analysis

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MGT492: Managing People & Organizations

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  1. MGT492: Managing People & Organizations Lecture 12: Chapter 5: The Strategic and Operational Planning Process Instructor: Dr. Aisha Azhar COMSATS Virtual Campus

  2. Last lecture overview • Industry and Competitive Situation Analysis • Five Competitive Forces (Porter) • SWOT Analysis • Competitive Advantage • Management by Objective (MBO)

  3. Grand Strategies Growth Stability Turnaround and retrenchment Combination Growth Strategies Concentration Backward and forward integration Related and Unrelated diversification Corporate-Level Strategy

  4. Corporate Grand and Growth Strategies Exhibit 5–10

  5. Portfolio Analysis: BCG Matrix Exhibit 5–11

  6. The Entrepreneurial Strategy Matrix Exhibit 5–12a

  7. The Entrepreneurial Strategy Matrix: Appropriate Strategies Exhibit 5–12b

  8. Business-Level Strategies • Adaptive Strategies • Prospecting • Aggressively offering new products and/or entering new markets. • Defending • Staying with the present product line and markets, and maintaining or increasing customers. • Analyzing • A midrange approach between prospecting and defending, moving cautiously into new markets.

  9. Selecting Adaptive Strategies Exhibit 5–13

  10. Competitive Strategies • Differentiation • Competing on the basis of features that distinguish one firm’s products or services from those of another. • Cost Leadership • The firm with the lowest total overall costs has a competitive advantage in price-sensitive markets. • Focus • Concentrating competitive efforts on a particular market segment, product line, or buyer group.

  11. Product Life Cycle: Starbucks Exhibit 5–14

  12. Functional-Level Operational Strategies • Marketing • Which products to produce; how will they be packaged, advertised, distributed, and priced? • Operations • Which processing systems to use to convert inputs into outputs with quality and efficiency? • Human Resources • How to recruit, select, train, evaluate, and compensate the workforce?

  13. Functional-Level Operational Strategies (cont’d) • Finance • How to acquire the necessary equity or debt capital, meet the investment returns expectations of investors and shareholders; maintain an accounting system that optimizes the use of financial resources. • Other Functional Strategies • Research and development (R&D) is important to remaining competitive.

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