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DHV 2004

DHV 2004. Corporate Strategy Professor Larry Matteson. This Morning. Course overview Course agenda Strategic alignment Formulating strategy Strategy and the organization. Objectives of the Course. Introduce a framework for creating and analyzing strategy

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DHV 2004

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  1. DHV 2004 Corporate Strategy Professor Larry Matteson DHV '04

  2. This Morning • Course overview • Course agenda • Strategic alignment • Formulating strategy • Strategy and the organization DHV '04

  3. Objectives of the Course Introduce a framework for creating and analyzing strategy Apply leading contemporary thought on strategy analysis and formation in class discussion and case studies Practice in synthesis of developing strategic alternatives DHV '04

  4. Course Overview Organization Framework for analysis Competitive Strategy Corporate Strategy Functional Strategy Implementation DHV '04

  5. Agenda For The Week DHV '04

  6. Generic Perspectives On Strategy OUTCOMES Profit-Maximizing Deliberate Emergent PROCESSES Pluralistic DHV '04

  7. Getting Off The Treadmill • Create And Dominate Emerging Opportunities • Quest For Competitiveness • Restructuring-smaller • Reengineering -Better • Reinventing-different • Organizational Transformation Required DHV '04

  8. Three Interplays, Three Tests Internal consistency Fit among strategic choices and policies Strategy External consistency Fit between the strategy and the outside world Dynamic consistency Fit between the strategy and the firm’s capabilities and resources Capabilities & Resources Landscape

  9. Strategic Alignment DHV '04

  10. Characteristics of Strategy • Objectives Which Are Long Term • Simple and Agreed to • Reflect a Profound Understanding of The Competitive Environment • Objective Appraisal of Resources DHV '04

  11. The Strategic Plan:adjusting the resource map to meet future requirements Strategy: (The ship is going generally west) Required resources Current resources DHV '04

  12. Strategy Formulation Process • Environmental Scanning • Internal Assessment • Strategic Alternatives • Valuation and Choice • Implementation DHV '04

  13. Role Of Top Management GOVERNMENT CUSTOMERS COMPETITORS TECHNOLOGY STRATEGY VISION VALUES AND BELIEFS POLICY STRUCTURE AND PROCEDURES DHV '04

  14. Environmental Scanning DEMOGRAPHICS ECONOMY • SUPPLIERS TECHNOLOGY • COMPETITORS • CUSTOMERS SOCIAL GOVERNMENT STRUCTURE DHV '04

  15. Organizational Alignment Operations Strategy and Implementation Business Units and Product- Markets Core Competencies Strategic Architecture Strategic Intent Basic Values and Beliefs Governance Structure Organizational Capabilities Administrative Processes and Formal Structure DHV '04

  16. Stakeholders of the Firm • Customers • Employees • Suppliers • Lenders • Communities • Shareholders DHV '04

  17. If the price mechanism is an efficient means of allocating resources why do firms exist? Why aren’t all transactions arms length market transactions? If organizing within a hierarchy of a firm reduce market costs why aren’t all transactions done within the hierarchy? Why isn’t there just one large firm? Is there an optimal size of a firm? What are the controlling factors? DHV '04

  18. Economies of Scale Cost Long Run Average Cost Size Minimum Efficient Scale DHV '04

  19. Firm Size Total cost Cost of congruent goals Technology economies of scale Cost Size DHV '04

  20. Four Basic Strategic Choices Global Transnational Value of Consolidation International Multidomestic Value of Local Responsiveness DHV '04

  21. Characteristics of Four strategies DHV '04

  22. Sustaining Competitive Advantage Profitability Consumer Surplus Firm’s Profitability Value Chain Surplus Firm’s portion of surplus Industry long term profitability Factor cost for the value chain Time DHV '04

  23. Takeaway The course will analyze and develop strategies in a variety of contemporary business situations. Strategies built on resources, markets and organization Impact of technology and globalization will be covered Mature and declining firms will be considered Frameworks and models will be introduced and used in analysis and synthesis of strategy Corporate strategic analysis will include Competitive strategic analysis Impact of government policy on corporate strategy Impact of corporate governance on strategy DHV '04

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