Strategic Planning and Implementation

Strategic Planning and
Implementation
Chapter 1: Strategic Management and
Competitiveness
Nature of Competition: Basic concepts
• Strategic Competitiveness
• Achieved when a firm formulate & implements a value-creating strategy
• Strategy
• Integrated and coordinated set of commitments and actions designed to
exploit core competencies and gain a competitive advantage
• Competitive Advantage (CA)
• Implemented strategy that competitors are unable to duplicate or find too
costly to imitate
• Above Average Returns
• Returns in excess of what investor expects in comparison to other
investments with similar risk
Nature of Competition: Basic concepts
(Cont’d)
• Risk
• Investor’s uncertainty about economic gains/losses resulting from a particular
investment
• Average Returns
• Returns equal to what investor expects in comparison to other investments
with similar risk
• Strategic Management Process (SMP)
• Full set of commitments, decisions and actions required for a firm to achieve
strategic competitiveness and earn above average returns
The Strategic Management Process
The Competitive Landscape
• Introduction: The Competitive Landscape (CL)

• Pace of change is rapid
• Industry boundaries are blurring
• Financial capital is more scarce and markets are increasingly volatile
• Other CL characteristics: Economies of scale, advertising budgets not as
effective as before, change in managerial mind-set from “traditional” to more
flexible and innovative
The Competitive Landscape (Cont’d)
• Technology and Technology Changes (Cont’d)

• Technology diffusion
• Perpetual innovation: describes how new information-intensive technologies are
replacing older forms
• Speed to market may be primary competitive advantage
• 12 – 18 month timeframe to gather info re: competitor R&D
• Disruptive technologies
• Technologies that
• Destroy value of existing technology
• Create new markets
Industrial Organizational (I/O) Model of
Above-Average Returns (AAR)
Industrial Organizational (I/O) Model of
Above-Average Returns (AAR)
• Five-Forces Model (Michael Porter)
• The 5 Forces includes
• Suppliers, buyers, competitive rivalry, product substitutes and potential entrants
• Reinforces the importance of economic theory
• Analytical tool previously lacking in the field of strategy
• Determines the nature/level of competition and profit potential in an industry
• Suggests an industry’s profitability is an interaction between these 5 forces
The Resource-Based Model of AAR
The Resource-Based Model of AAR (Cont’d)
• Resources
• Inputs into a firm's production process
• Includes capital equipment, employee skills, patents, high-quality managers, financial
condition, etc.
• Basis for competitive advantage: When resources are valuable, rare, costly to
imitate and nonsubstitutable
• Internal/firm-specific resources can be classified into three categories:
• Physical
• Things you can touch/feel = tangible
• Human
• People / employees
• Organizational capital
• Relative to the firm itself
The Resource-Based Model of AAR (Cont’d)
• Capability
• Capacity for a set of resources to perform a task or activity in an integrative
manner
• Core Competency
• A firm’s resources and capabilities that serve as sources of competitive
advantage over its rival
• Summary
• A firm has superior performance because of
• Unique resources and capabilities, and the combination makes them different, and
better, than their competition – driving the competitive advantage
Vision and Mission
• Vision
• Picture of what the firm wants to be and, in broad terms, what it ultimately
wants to achieve
• An effective vision statement is the responsibility of the leader who should
work with others to form it
• Foundation for the mission
• Mission
• Specifics business(es) in which firm intends to compete and customers it
intends to serve
• More concrete than the vision
Stakeholders
• Basic Premise – a firm can effectively manage stakeholder

relationships to create a competitive advantage and outperform its
competitors
• Stakeholders are both individuals and groups
• They can affect, and are affected by, the strategic outcomes/performance a
firm achieves
• Firms are not equally dependent on all stakeholders
The Three Stakeholder Groups
Stakeholders (Cont’d)
• Classifications of Stakeholders
• Capital Market
• Expect returns commiserate with risk accepted by investments
• Higher the dependency relationship, the more direct and significant firm’s response
• Product Market
• Customers, suppliers, host communities, unions
• Organizational
• The employees
•
Strategic Leaders
• People located in different parts of the firm using the strategic

management process to help the firm reach its vision and mission
• Decisive and committed to nurturing those around them
• Organizational culture emerges from & sustained by leaders
• Complex set of ideologies, symbols and core values shared throughout the firm
• Affects leaders/their work which in-turn shapes culture
• Influences how the firm conducts business
Strategic Leaders (Cont’d)
• The Work of Effective Strategic Leaders

• Hard work, thorough analysis, desire for accomplishment, tenacity
• Must be able to “think seriously and deeply…about the purposes of the
organizations they head or functions they perform, about strategies,
tactics,…..and people…and about the important questions … they need to
ask.”
• Predicting Outcomes: Profit Pools (PP)
• Anticipates their decisions relative to the PP
• PP entails the total profits earned in an industry at all points along the value
chain

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Strategic Planning and

• Introduction: The Competitive Landscape (CL)

• Technology and Technology Changes (Cont’d)

• Basic Premise – a firm can effectively manage stakeholder

• People located in different parts of the firm using the strategic

• The Work of Effective Strategic Leaders

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