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Implementing Strategy: The Value Chain, the Balanced Scorecard, and the Strategy Map

Chapter Two. Implementing Strategy: The Value Chain, the Balanced Scorecard, and the Strategy Map. Learning Objectives. Explain how to implement a competitive strategy by using S trengths- W eaknesses- O pportunities- T hreats (SWOT) Analysis

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Implementing Strategy: The Value Chain, the Balanced Scorecard, and the Strategy Map

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  1. Chapter Two Implementing Strategy: The Value Chain, the Balanced Scorecard, and the Strategy Map

  2. Learning Objectives • Explain how to implement a competitive strategy by using Strengths-Weaknesses-Opportunities-Threats (SWOT) Analysis • Explain how to implement a competitive strategy by focusing on the execution of goals • Explain how to implement a competitive strategy using value-chain analysis

  3. Learning Objectives (continued) • Explain how to implement a competitive strategy using the Balanced Scorecard (BSC) • Explain how to expand a conventional Balanced Scorecard (BSC) by integrating sustainability

  4. Implementing a Strategy • There are two main competitive strategies: • cost leadership • differentiation • Once a firm chooses which strategy to follow, there are various means of implementation: • SWOT Analysis • Focus on execution • Value-chain analysis • Balanced scorecard (BSC)

  5. SWOT Analysis • Identification of critical success factors (CSFs) tied to strategy—for example: • Product innovation • Quality • Skill development • Identification of quantitative measures for the specified CSFs—for example: • Number of design changes or new patents • Number of defects or number of returns • Number of training hours or amount of skill performance improvement

  6. SWOT Analysis (continued) • The SWOT analysis has four areas: • S – strengths/internal • W – weaknesses/internal • O – opportunities/external • T – threats/external Look at product lines, management, R&D, manufacturing, marketing, and strategy Look at barriers to entry, intensity of rivalry among competitors, substitute goods, and customer/supplier bargaining power

  7. Execution • The CSFs a manager executes depend on the chosen strategy • Cost leadership: operational performance and quality • Differentiation: customer satisfaction and innovation • Differentiated firms must pay close attention to marketing and product development • Management accountants assist by gathering, analyzing, and reporting on relevant information • Can be improved through benchmarking and total quality improvement (e.g., Malcolm Baldrige Quality Award)

  8. Value-Chain Analysis • An analysis for better understanding the details of the organization’s competitive strategy • CSFs must be implemented in each and every phase of operations • Helps a firm better understand its competitive advantage by analyzing what processes add value (processes that do not add value can be deleted or outsourced) • Will include upstream (prior to manufacturing or operations) and downstream activities

  9. Value-Chain Analysis • Value-chain analysis has two steps: • Identify the value-chain activities at the smallest level possible • Develop a competitive advantage by reducing cost or adding value • To develop a competitive advantage, a firm must consider the following: • What is our competitive advantage (strategy)? • Where can we add value for the customer? • Where can we reduce costs? • Are any of our processes linked (linkages exploited)?

  10. Example: Value-Chain Analysis in Computer Manufacturing • Computer Intelligence Company (CIC) manufactures computers for small businesses • The company has an excellent reputation for service and reliability as well as a growing customer list: competes on differentiation • Is there any way to add value for the customer while reducing costs?

  11. Example: Value-Chain Analysis in Computer Manufacturing (continued) • The company is considering two options: • Option One is to continue functioning as is • Option Two includes two separate outsourcing decisions: (a) the purchase or manufacture of parts, and (b) providing service internally or outsourcing it • It is important to consider company strategy in outsourcing decisions

  12. Value-Chain Analysis in Computer Manufacturing (continued) 2-12

  13. Results of Value-Chain Analysis 2-13

  14. Results of Value-Chain Analysis (continued) • CIC can save $108,000 ($11,000 + $97,000) per month by manufacturing the parts and contracting out marketing, distributing, and servicing • The main factor driving the decision is company strategy, which in this case is quality and customer service • For a firm pursuing a differentiation strategy, the best option is not necessarily the one which provides the most savings (savings is a secondary consideration) • From a strategic viewpoint, Option One is preferred over Option Two 2-14

  15. The Five Steps of Strategic Decision Making for CIC • Determine the Strategic Issues Surrounding the Problem: CIC competes on differentiation • Identify the Alternative Actions: two options • Obtain Information and Conduct Analyses of the Alternatives: calculate the relevant costs • Based on Strategy and Analysis, Choose and Implement the Desired Alternative – support CIC’s strategy, this is the key to the analysis • Provide an On-going Evaluation of the Effectiveness of implementation in Step 4.

  16. The Balanced Scorecard (BSC) • A performance report based on a broad set of financial and nonfinancial measures that is crucial to understanding and implementing a strategy • This report groups a firm’s CSFs into four areas: • Financial perspective (financial measures) • Customer perspective (customer satisfaction) • Internal process perspective (e.g., productivity and speed) • Learning and growth (e.g., training and number of new patents or products)

  17. The Balanced Scorecard (continued) • Benefits • Provides a means for implementing strategy • Provides a means to achieve a desired organizational change in strategy • Can be used to determine management’s compensation and rewards • Aligns managers’ efforts with strategy • Coordinates efforts within the firm to achieve CSFs

  18. The Balanced Scorecard (continued) • A properly constructed BSC can be used to infer a company’s strategy • BSC → Strategy, and Strategy → BSC • The emphasis placed on each performance perspective reflects the strategy of the firm • For a cost leader, the operations perspective might be the most important; for a differentiator, the customer perspective…

  19. Strategy Map A strategy map is a cause-and-effect diagram of the relationships embodied in a BSC: • Shows how the achievement of CSFs in one perspective should affect the achievement of goals in another perspective • The financial perspective is the target in the strategy map because financial performance is the ultimate goal for most profit-seeking organizations • Success in the other perspectives leads directly to improved financial performance and shareholder value

  20. An Example Strategy Map

  21. Sustainability • The fifth perspective for many organizations • The balancing of short-term and long-term goals in all three dimensions of the company’s performance–economic, social, and environmental: • Environmental reports use environmental performance indicators (EPIs) to measure sustainability • These indicators are in three areas: • Operational (measure stresses to the environment/regulatory compliance issues) • Management (try to reduce environmental effects) • Environmental condition (measure environmental quality)

  22. Example Sustainability Scorecard

  23. The BSC and Not-For-Profit Organizations • Competitive strategy is different: • Must satisfy funding authorities, political leaders, and the general public • The BSC can still be used to monitor CSFs related to internal processes, customer satisfaction, financial measures, and human resources measures • Value-chain analysis can still be used to determine at what points costs can be reduced or value added on the value chain

  24. The Role of Cost Management Three cost-management resources for implementing strategy are discussed in this chapter: • SWOT analysis provides a system and structure to identify CSFs • Value-chain analysis builds on the CSFs by breaking them down into detailed activities • The BSC provides a way to implement the detailed strategy developed through the previous two analyses; it provides the processes for evaluating the organization’s achievement of CSFs

  25. Chapter Summary • Strengths-Weaknesses-Opportunities-Threats (SWOT) Analysis provides a system and structure in which to identify a firm’s critical success factors (CSFs) • Execution of goals is important in implementing a strategy • Execution depends on the competitive strategy a firm is pursuing • Management accountants assist management by gathering, analyzing, and reporting on relevant information

  26. Chapter Summary (continued) • Value-chain analysis builds on the CSFs identified in SWOT analysis by breaking them into detailed activities • The balanced scorecard (BSC) provides the processes for evaluating a firm’s achievement of CSFs • Sustainability builds on the conventional BSC by balancing short-term and long-term goals • Sustainability focuses on economic, social, and environmental issues

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