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Chapter 5 Strategies in Action. Long-Term Objectives. Objectives --. Quantifiable Measurable Realistic Understandable Challenging. Long-Term Objectives. Objectives --. Hierarchical Obtainable Congruent Time-line. Long-Term Objectives. Financial vs. Strategic Objectives.

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Chapter 5Strategies in Action


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Long-Term Objectives

Objectives --

  • Quantifiable

  • Measurable

  • Realistic

  • Understandable

  • Challenging


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Long-Term Objectives

Objectives --

  • Hierarchical

  • Obtainable

  • Congruent

  • Time-line



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Financial vs. Strategic Objectives

Financial Objectives

  • Growth in revenues

  • Growth in earnings

  • Higher dividends

  • Higher profit margins

  • Higher Earnings per share

  • Improved cash flow


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Types of Strategies

Corp Level

A Large Company

Division Level

Functional Level

Operational Level


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The Balanced Scorecard

Robert Kaplan & David Norton --

  • Strategy evaluation & control technique

  • Balance financial measures with non-financial measures

  • Balance shareholder objectives with customer & operational objectives


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Types of Strategies

Forward Integration

Vertical IntegrationStrategies

BackwardIntegration

HorizontalIntegration


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Types of Strategies

MarketPenetration

IntensiveStrategies

MarketDevelopment

ProductDevelopment


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Types of Strategies

ConcentricDiversification

DiversificationStrategies

ConglomerateDiversification

HorizontalDiversification


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Types of Strategies

Retrenchment

DefensiveStrategies

Divestiture

Liquidation






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Michael Porter’s Generic Strategies

Cost Leadership Strategies

DifferentiationStrategies

Focus Strategies



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First Mover Advantages

  • Benefits a firm may achieve by entering a new market or developing a new product or service prior to rival firms.


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Outsourcing

Business-process outsourcing (BPO)

  • Companies taking over the functional operations of other firms


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