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New Tools for Strategic Planning Chapter. 4

New Tools for Strategic Planning Chapter. 4. T. A. Sgritta University of North Carolina at Charlotte. Corporate Organization Levels. Corporate Level Board of Directors Group Level Business Level Functional Level. Corporate Organization. Board of Directors President/CEO/COO

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New Tools for Strategic Planning Chapter. 4

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  1. New Tools for Strategic Planning Chapter. 4 T. A. Sgritta University of North Carolina at Charlotte

  2. Corporate Organization Levels • Corporate Level • Board of Directors • Group Level • Business Level • Functional Level

  3. Corporate Organization • Board of Directors • President/CEO/COO • Staff Functions Finance, Shareholder Relations, HR, Training, Legal, Planning … • Possible Line Functions

  4. Typical Corporate Organization

  5. Corporate Responsibilities • Overall strategy (Strategic Vision, Objectives) • Financial markets: banks, analysts • Raise capital • Major acquisitions/divestitures/licenses/JVs • Media • Auditors – internal & external • Training, key personnel, other HR • Legal • Dividends, compensation, major policies

  6. Group Level Responsibility What are groups? • Combinations of businesses that make sense • Synergy • Financial consolidation • Others per firm

  7. Group Organization • President • Staff Functions Finance, HR, IT, possibly legal, planning • Line Functions Possible common sales, marketing, engineering, other

  8. Business Level Responsibility • Focused on a mission statement • Target market segment(s) • Product or product ranges • Distribution and/or technological competitive advantage • Can change mission (yes, but)

  9. Typical Business Organization

  10. Business Level Organization – Functions • General Management • Marketing • Sales • Product Development/Engineering • Operations/Manufacturing • Human Resources • Information Technology • Finance • Planning/Legal

  11. Line General Management Marketing Sales Operations product development & procurement may be either Staff Finance Human Resources Legal Information Technology Line vs. Staff

  12. All management functions for the organization, leadership, strategy, key project management, planning, problem resolution, legal, coordination-both internal and with outside or higher levels. Coordination of all others, Situational analysis Stakeholder analysis Corporate level strategy Overview General Management ResponsibilitiesOperational Planning

  13. Product management Customer service and order entry Market research Product service Public relations Contracts Advertising & promotion Market size and forces Market share – current and projected Market growth potential 4 “Ps” Profitability-contribution Competitor analysis (KFS) Marketing ResponsibilitiesOperational Planning

  14. Sales planning Meeting with the customer and insuring meeting the customers needs Closing the order (making the sale) Market research Actions Sales forecasts Sales ResponsibilitiesOperational Planning

  15. Engineering/product design Research Testing IT support/interface Manufacturing support New product evaluation and test Customer problem resolution Project technical management, development (detail design) and scheduling R&D projects Organization requirements Product Development ResponsibilitiesOperational Planning

  16. Manufacturing/production or providing the service Purchasing Production planning Inventory control Quality control (may be separate function) Rework Repair Manufacturing (industrial) engineering Product Test Shipping Quality programs, both in-house and supplier New suppliers New product coordination Process improvements for quality or efficiency Employee improvement, empowerment & training programs Organization requirements Scheduling Operations ResponsibilitiesOperational Planning

  17. Recruiting Personnel administration Training Benefits Pay/salary administration Human resources legal (with legal dept.) OSHA and other government agencies Merger and acquisition integration Recruiting systems Training plans, especially in cooperation with operations Merger integration Major HR programs – TQM, Six Sigma, etc., in cooperation with operations Human Resources ResponsibilitiesOperational Planning

  18. Treasury (accounts receivable, payable) Accounting Forecasting Stockholder relations IT (frequently) Planning (occasionally) Stockholder relations Banking Wall Street Taxes Capital accounting Profit & Loss Balance Sheet Capital budget Cash flow Financial risks and opportunities Finance ResponsibilitiesOperational Planning

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