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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 5 strategies in action
Chapter 5Strategies in Action


Long-Term Objectives

Objectives --

  • Quantifiable

  • Measurable

  • Realistic

  • Understandable

  • Challenging


Long-Term Objectives

Objectives --

  • Hierarchical

  • Obtainable

  • Congruent

  • Time-line



Financial vs. Strategic Objectives

Financial Objectives

  • Growth in revenues

  • Growth in earnings

  • Higher dividends

  • Higher profit margins

  • Higher Earnings per share

  • Improved cash flow


Types of Strategies

Corp Level

A Large Company

Division Level

Functional Level

Operational Level


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


Types of Strategies

Forward Integration

Vertical IntegrationStrategies

BackwardIntegration

HorizontalIntegration


Types of Strategies

MarketPenetration

IntensiveStrategies

MarketDevelopment

ProductDevelopment


Types of Strategies

ConcentricDiversification

DiversificationStrategies

ConglomerateDiversification

HorizontalDiversification


Types of Strategies

Retrenchment

DefensiveStrategies

Divestiture

Liquidation






Michael Porter’s Generic Strategies

Cost Leadership Strategies

DifferentiationStrategies

Focus Strategies



First Mover Advantages

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


Outsourcing

Business-process outsourcing (BPO)

  • Companies taking over the functional operations of other firms


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