1 / 36

Chapter 6

Chapter 6. Organizational Strategy. Resources. The assets, capabilities, processes, information, and knowledge that the organization controls. Competitive Advantage. Sustainable Competitive Advantage. Providing greater value for customers than competitors can.

kailey
Télécharger la présentation

Chapter 6

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Chapter 6 Organizational Strategy

  2. Resources The assets, capabilities, processes, information, and knowledge that the organization controls Competitive Advantage Sustainable Competitive Advantage Providing greater value for customersthan competitors can A competitive advantage that othercompanies have tried unsuccessfullyto duplicate Sustainable Competitive Advantage 1

  3. ValuableResources RareResources SustainableCompetitive Advantage ImperfectlyImitableResources Non-SubstitutableResources Requirements forSustainable Competitive Advantage 1 Adapted from Exhibit 6.1

  4. Strategy-Making Process Assess need forstrategic change Conduct a Situational Analysis ChooseStrategicAlternatives 2

  5. Assessing the Need for Strategic Change Step 1Assess need for strategic change • Avoid Competitive Inertia • a reluctance to change strategies or competitive practices that have been successful in the past • Look for Strategic Dissonance • a discrepancy between a company’s intended strategy and the strategic actions managers take when implementing that strategy 2.1

  6. Is Ethics an Overlooked Source ofCompetitive Advantage? • Volvo’s reputation for safe cars has been a source of competitive advantage • Johnson & Johnson is admired for its responseto the Tylenol cyanide contamination incidence Should ethics be the first source of competitive advantage? Probably not… • Start with low costs, good service, or unique product capabilities. Use ethics as a way to differentiate your company from the competition. DOING THE RIGHT THING Doing the Right Thing 2.1

  7. S Strengths Internal W Weaknesses O Opportunities External T Threats Situational Analysis 2.2

  8. Strengths INTERNAL • Distinctive Competence • Core Capability Opportunities • Environmental Scanning • Strategic Groups • Shadow-Strategy Task Force EXTERNAL Weaknesses Threats Situational Analysis 2.2 Adapted from Exhibit 6.4

  9. Strategic Groups • Core Firms • central companies in a strategic group • Secondary Firms • firms that follow related, but somewhat different, strategies than do core firms • Transient Firms • companies whose strategies change from one strategic position to another • Shadow-strategy task force • seeks out its own company’s weaknesses and determine how other companies could exploit them 2.2

  10. Choosing Strategic Alternatives • Risk-Avoiding Strategy • protect an existing competitive advantage • Risk-Seeking Strategy • extend or create a sustainable competitive advantage • Strategic Reference Points • targets used by managers to determine if the firm has developed the core competencies it needs to achieve a sustainable competitive advantage 2.3

  11. Menard’s : Risk Seeking

  12. Biz Flix: Seabiscuit What aspects of strategic planning do you see in the clip? Does Pollard suggest his friend be risk seeking or risk averse during the race? Take Two Video Click

  13. Strategic Reference Points 2.3 Adapted from Exhibit 6.6

  14. Corporate-Level Strategy The overall organizational strategythat addresses the question “What business(es) are we in or should webe in?” Corporate-Level Strategies 3

  15. PORTFOLIO STRATEGY GRAND STRATEGIES • Acquisitions, unrelated diversification, related diversification, single businesses • BCG Matrix • Stars • Question marks • Cash cows • Dogs • Growth • Stability • Retrenchment/recovery Corporate-Level Strategies 3 Adapted from Exhibit 6.7

  16. BCG Matrix Question Marks Stars High Market Growth Dogs Cash Cows Low Small Large 3.1 Relative Market Share

  17. Stars companies with a large share of a fast-growing market QuestionMarks companies with a small share of a fast-growing market Cash Cows companies with a large share of a slow-growing market Dogs companies with a small share of a slow-growing market BCG Matrix 3.1

  18. Company D Company A Question Marks Stars Company C Company B    Company E Company G Dogs Cash Cows Company F Company H  BCG Matrix  High Market Growth Low Small Large 3.1 Relative Market Share Adapted from Exhibit 6.8

  19. Diversification and Risk Relationship BetweenDiversification and Risk High Risk Low Single Business Related Diversification Unrelated Diversification 3.1 Adapted from Exhibit 6.9

  20. Problems with Portfolio Strategy • Unrelated diversification does not reduce risk. • Present performance is used to predict future performance. • Cash cows fail to aggressively pursue opportunities and defense themselves from threats. • Being labeled a “cash cow” can hurt employee morale. • Companies often overpay to acquire stars. • Acquiring firms often treat stars as “conquered foes.”

  21. GrowthStrategy focuses on increasing profits, revenues, market share, or numberof places to do business Stability Strategy RetrenchmentStrategy focuses on improving the way in which the company sells the same productsor services to the same customers focuses on turning around very poorcompany performance by shrinking the size or scope of the business Grand Strategies 3.2

  22. Industry-Level Strategies Five Industry Forces Positioning Strategies AdaptiveStrategies Answers the question: How should we compete in this industry? 4

  23. Threats ofNew Entrants Character of Rivalry BargainingPower ofSuppliers BargainingPower ofBuyers Threat of Substitutes Porter’s Five Industry Forces Easy to start a company in this industry? How intense is the competitive behavior between companies in your industry? Do your suppliers control you? Do your customers control you? Easy to find substitute products/services? 4.1 Adapted from Exhibit 6.12

  24. Positioning Strategies Cost Leadership Differentiation Focus Strategy Use one of the above strategies for a specific group of customers in a specific geographic region or market segment. 4.2

  25. Differentiation

  26. Adaptive Strategies • Defenders • seek moderate growth • retain customers • Prospectors • seek fast growth • emphasize risk taking innovation Analyzers • blend of defender &prospector strategies • imitate other’s successes Reactors • use an inconsistent strategy • respond to changes THE END 4.3

  27. Firm-Level Strategies Basics ofDirectCompetition Strategic Moves inDirect Competition EntrepreneurshipandIntrapreneurship 5

  28. DIRECTCOMPETITION STRATEGICMOVES OFDIRECT COMP. ENTREPRENEURIAL INTRAPRENEURIAL ORIENTATION Market commonality Attack Autonomy Resource similarity Response Innovativeness Risk taking Proactiveness CompetitiveAggressiveness Firm-Level Strategies 5

  29. Attack Response Firm A Firm B Firm-Level Strategies Market Commonality Resource Similarity Entering market is most forceful attack. Exiting market is clear defensive signal of retreat. Entrepreneurship is strategy of entering established markets or developing new market. 5 Adapted from Exhibit 6.13

  30. McDonald’s Wendy’s McDonald’s BurgerKing High II I Market Commonality McDonald’s III IV McDonald’s Low Subway Luby’s Cafeteria Low High Resource Similarity Direct Competition 5.1 Adapted from Exhibit 6.14

  31. Attack A competitive move designed to reduce a rival’s market share or profits. Response A competitive countermove, prompted by a rival’s attack, to defend or improve a company’s market share or profit. Strategic Moves of Direct Competition 5.2

  32. 1. Match or mirror your competitor’s move. 2. Respond along a different dimension fromyour competitor’s move or attack. Strategic Moves of Direct Competition Types of Responses 5.2

  33. Competitor Analysis Interfirm Rivalry: Action & Response Less Likelihood of an Attack Strong Market Commonality Greater Likelihood of an Attack Weak Market Commonality Less Likelihood of a Response Strong Resource Commonality Low Resource Commonality Greater Likelihood of a Response Strategic Moves of Direct Competition 5.2 Adapted from Exhibit 6.15

  34. Entrepreneurship and Intrapreneurship • Entrepreneurship • the process of entering new or established markets with new goods or services • Intrapreneurship • entrepreneurship within an existing organization • Entrepreneurial orientation • the set of processes, practices, and decision-making activities that lead to new entry 5.3

  35. Risk Taking Autonomy Innovativeness Proactiveness CompetitiveAggressiveness Key Dimensions of Entrepreneurial Orientation 5.3

  36. Entrepreneurship

More Related