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Contemporary Strategy Analysis: Concepts, Techniques, Applications. Week 1: Intro. Instructor: Steven Gilman v: 415-387-0449 e: sgteach@ satoritrading.com www.satoritrading.com/ggu362 hrs: 2 - 7p m-f. Introduction. intro course syllabus teams case study overview chap 1 assignments

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Presentation Transcript
slide2

Instructor: Steven Gilman

v: 415-387-0449

e: sgteach@ satoritrading.com

www.satoritrading.com/ggu362

hrs: 2 - 7p m-f

introduction
Introduction
  • intro
  • course syllabus
  • teams
  • case study overview
  • chap 1
  • assignments
  • team selection
  • wrap
chapter 1

CHAPTER 1

Concept

the concept of strategy
The Concept of Strategy

OUTLINE

  • The role of strategy in success
  • A framework for strategy analysis
  • The evolution of strategic management
  • Corporate strategy and business strategy
  • Strategy making: Design or process?
  • The role of strategy
elements of success
Elements of Success

MADONNA GIAP & NORTH ALEX FERGUSON

VIETNAMESE MILITARY & MAN UNITED

GOALS Single-minded quest for Reunification of Vietnam Success in soccer—an

stardom. under Communist rule. escape route from

poverty in Glasgow

UNDERSTANDING Identified emerging trends Intimate knowledge of terrain. Clear recognition of

THE in popular culture. Understanding U.S. political importance of discipline, ENVIRONMENT Recognized power of sex. system. training, motivation, & Understood showbiz competitive intelligence

distribution channels.

RESOURSE Recognized limited raw Recognized economic and Combined internal devel-

APPRAISALtalent. Relied on strengths military weaknesses and opmentof skills with

in self-promotion, image- political strengths. acquisition of key players.

creation, relationship Nurturing of team

management capabilities

IMPLEMENT- Commitment to hard work. Tight control. Long-term Effectiveness in motivating

ATION Disciplined, inspirational commitment. Effective players, demonstrating

Leadership. Attention to propaganda. Inspirational commitment.

detail. leadership.

slide7

Common Elements in Successful Strategy

Successful

Strategy

EFFECTIVE IMPLEMENTATION

Long-term, simple and agreed objectives

Profound understanding of the competitive environment

Objective appraisal of resources

what is strategy
What is Strategy?
  • Distinguishing strategy from tactics:
    • Strategy is the overall plan for deploying resources to establish a favorable position.
    • Tactic is a scheme for a specific maneuver.
  • Characteristics of strategic decisions:
    • Important.
    • Involve a significant commitment of resources.
    • Not easily reversible.
slide9

The Evolution of Strategic Management

1950s 1960s Early-mid Late1970s Late 1980s Late 1990s

1970s early 1980searly 1990s early 2000s

Budgetary Corporate Corporate Analysis of Quest for Strategic

planning & planning strategy industry & competitive innovation

control competition advantage The “New

Economy”

Financial controlPlanning growth Diversifica- Positioning Competitive Innovation &

ion advantage knowledge

Budgeting Forecasting & Portfolio Analysis of Resource Dynamic project appraisal investment planning. industry & analysis. sources of planning Synergy competition Case advantage market competences Knowledge share management

cooperation

Emphasis on Rise of Diversifi- Industry/market Restructuring Virtual orga-

financial corporate planning cation. selectivity.BPR. nization.

management departments Quest for Active asset Refocusing Alliances & formal global management Outsourcing Quest for

planning market sharecritical mass

DOMINANT

THEME

MAIN

ISSUES

CONCEPTS

&

TECHNIQUES

IMPLEMENT-

ATION

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The Turbulent 90s

The Death of

Communism

The Turmoil

in Russia

The End of

Apartheid

Sclerosis in Japan

International

competition intensifies

Stock Market Goes Bananas

DJIA 1/1/90: 2,765

31/12/99: 11,425

The Horror of

Yugoslavia

Financial Crisis in Asia

Volatile Oil

9/1990: $34

12/1998: $10

12/1999: $30

Advent of the

Internet

Bloodbath in Rwanda

Unstable Currencies

Yen/$ from 87 to 148 (1997-98)

the basic framework strategy the link between the firm and its environment
The Basic FrameworkStrategy: the Link between the Firm and its Environment

THE FIRM

Goals &

Values

Resources &

Capabilities

Structure &

Systems

THE

INDUSTRY

ENVIRONMENT

Competitors

Customers

Suppliers

STRATEGY

STRATEGY

slide12

Sources of Superior Profitability

INDUSTRY

ATTRACTIVENESS

Which businesses should we be in?

CORPORATE STRATEGY

RATE OF PROFIT ABOVE THE COMPETITIVE LEVEL

How do we make money?

COMPETITIVE ADVANTAGE

How should we compete?

BUSINESS STRATEGY

strategy making design or process
Strategy Making : Design or Process?

Strategy as Design

Strategy as Process

Planning and

rational choice

Many decision makers

responding to multitude of

external and internal forces

INTENDED

STRATEGY

EMERGENT

STRATEGY

REALIZED STRATEGY

  • Mintzberg’s Critique of Formal Strategic Planning:
    • The fallacy of prediction –the future is unknown
    • The fallacy of detachment -- impossible to divorce formulation from
    • implementation
    • The fallacy of formalization --inhibits flexibility, spontaneity,
    • intuition andlearning.
strategy making processes within the company multiple roles of strategy
Strategy Making Processes within the Company: Multiple Roles of Strategy

Strategy as Decision

Support

Improves the quality

of decision making

Strategy as Coordination

and Communication

Creates consistency

and unity

Improves perform-

ance by setting

high aspirations

Strategy as Target

the role of analysis
The Role of Analysis
  • Strategy analysis improves decision processes, but doesn’t give answers.
  • Strategy analysis assists us to identify and understand the main issues.
  • Strategy analysis helps us to manage complexity.
  • Strategy analysis can enhance flexibility and innovation by supporting learning.