Chapter 6 Organizational Strategy

1. MGMT3 Chuck Williams Chapter 6Organizational Strategy Designed & Prepared byB-books, Ltd.

2. Sustainable Competitive Advantage 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 1

3. ValuableResources RareResources SustainableCompetitive Advantage ImperfectlyImitableResources Non-SubstitutableResources Requirements for Sustainable Competitive Advantage 1

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

5. Assessing the 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. S Strengths Internal W Weaknesses O Opportunities External T Threats Situational Analysis 2.2

7. Strengths INTERNAL • Distinctive Competence • Core Capability Opportunities • Environmental Scanning • Strategic Groups EXTERNAL Weaknesses Threats Situational Analysis 2.2

8. Strategic Groups • Core Firms • central companies in a strategic group • Secondary Firms • firms in a strategic group that follow strategies related to but somewhat different from those of the core firms 2.2

9. 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

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

11. 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

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

13. BCG Matrix 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 3.1

14.  Company D Company A High Question Marks Stars Company C Company B   Market Growth  Company E Company G Low Dogs Cash Cows Company F Company H  Small Large Relative Market Share BCG Matrix 3.1 Adapted from Exhibit 6.3

15. Relationship BetweenDiversification and Risk High Risk Low Single Business Related Diversification Unrelated Diversification Diversification and Risk 3.1

16. 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 defend 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.”

17. GrowthStrategy focuses on increasing profits, revenues, market share, or numberof places to do business Stability Strategy RetrenchmentStrategy focuses on improving the way the company sells the same products or 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

18. Industry-Level Strategies Five Industry Forces Positioning Strategies AdaptiveStrategies 4

19. Threats ofNew Entrants Character of Rivalry BargainingPower ofSuppliers BargainingPower ofBuyers Threat of Substitutes Porter’s Five Industry Forces 4.1

20. Positioning Strategies Cost Leadership Differentiation Focus Strategy 4.2

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

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

23. DIRECTCOMPETITION STRATEGICMOVES OFDIRECT COMP. Market commonality Attack Resource similarity Response Firm-Level Strategies 5

24. Market Commonality Resource Similarity Attack Response Firm B Firm A 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. Firm-Level Strategies 5

25. 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

26. Strategic Moves of Direct Competition 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. 5.2

27. 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

28. 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