Strategic Management and Strategic Competitiveness

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CHAPTER 1
STRATEGIC MANAGEMENT INPUTS
Strategic Management and Strategic Competitiveness
Strategic Management
PowerPoint Presentation by Charlie Cook The University of West Alabama 2007 Thomson/South-Western. All rights reserved.
Competitiveness and Globalization: Seventh edition Concepts and Cases
Michael A. Hitt R. Duane Ireland Robert E. Hoskisson
Important Definitions
Strategic Competitiveness
When a firm successfully formulates and implements a value-creating strategy.
Strategy
An integrated and coordinated set of commitments and actions designed to exploit core competencies and gain a competitive advantage.
Competitive Advantage
When a firm implements a strategy that its competitors are unable to duplicate or find too costly to try to imitate.
2007 Thomson/South-Western. All rights reserved.
12
Important Definitions (contd)

Risk
An investors uncertainty about the economic gains or losses that will result from a particular investment.
Average Returns
Returns equal to those an investor expects to earn from other investments with a similar amount of risk.
Above-average Returns
Returns in excess of what an investor expects to earn from other investments with a similar amount of risk.
13
Important Definitions (contd)

Strategic Management Process
The full set of commitments, decisions, and actions required for a firm to achieve strategic competitiveness and earn above-average returns.
14
The 21st-Century Competitive Landscape

A Perilous Business World
Rapid changes in industry boundaries and markets Conventional sources of competitive advantage losing effectiveness Enormous investments required to compete globally
Severe consequences for failure
Developing and Implementing Strategy

Allows for planned actions rather than reactions Helps coordinate business unit strategies
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Global Economy
The Global Economy
Goods, people, skills, and ideas move freely across geographic borders. Movement is relatively unfettered by artificial constraints. Expansion into global arena complicates a firms competitive environment.
Short-term: Where is the fastest growth likely to occur? Long-term: Where will sustainable growth occur?
16
Global Economy (contd)

The March of Globalization
Increased economic interdependence among countriesthe flow of goods and services, financial capital, and knowledge across country borders
Higher performance levelsquality, cost, productivity, product introduction time, and operational efficiency
Increased range of opportunities for companies competing in the 21st-century competitive landscape
Liability of foreignnessthe risks of participating outside of a firms domestic country in the global economy The amount of time required for firms to learn how to compete in markets that are new to them.
2007 Thomson/South-Western. All rights reserved. 17
Technology and Technological Changes

Technology Diffusion
The speed at which new technologies become available
Disruptive Technologies
Technologies that destroy the value of existing technology and create new markets
Perpetual Innovation
The rapidity and consistency with which new, information-intensive technologies replace older ones
18
Technological Changes
The Information Age
The ability to effectively and efficiently access and use information has become an important source of competitive advantage. Technology includes personal computers, cellular phones, artificial intelligence, virtual reality, massive databases, electronic networks, internet trade.
19
Technological Changes (contd)

Increasing Knowledge Intensity
Knowledge as a critical organizational resource for creating an intangible competitive advantage Strategic flexibility: the set of capabilities used to respond to various demands and opportunities in dynamic and uncertain competitive environments Organizational slack: slack resources that allow the firm flexibility to respond to environmental changes Organizational capacity to learn
110
I/O Model of Above-Average Returns

Dominance of the External Environment
The industry in which a firm competes has a stronger influence on the firms performance than do the choices managers make inside their organizations.
Industry Properties Determining Performance

Economies of scale Barriers to market entry Diversification Product differentiation Degree of concentration of firms in the industry
111
Five Forces Model of Competition

Industry Profitability
The industrys rate of return on invested capital relative to its cost of capital
An industrys profitability results from interaction among:

Suppliers Buyers Competitive rivalry among firms currently in the industry Product substitutes Potential entrants to the industry
The Resource-Based Model of AboveAverage Returns

Model Assumptions
Each organization is a collection of unique resources and capabilities that provides the basis for its strategy and that is the primary source of its returns. Capabilities evolve and must be managed dynamically. Differences in firms performances are due primarily to their unique resources and capabilities rather than structural characteristics of the industry. Firms acquire different resources and develop unique capabilities.
Criteria for Resources and Capabilities That Become Core Competencies
Valuable
Rare
Core Competencies
Nonsubstitutable
Costly to Imitate
114
Vision and Mission

Vision
A enduring picture of what the firm wants to be and, in broad terms, what it wants to ultimately achieve. Stretches and challenges people and evokes emotions and dreams.
Effective vision statements are:

Developed by a host of people from across the organization. Clearly tied to external and internal environmental conditions. Consistent with strategic leaders decisions and actions.
Vision and Mission (contd)

Mission
Specifies the business or businesses in which the firm intends to compete and the customers it intends to serve. Is more concrete than the firms vision. Is more effective when it fosters strong ethical standards.
Above-average returns are the fruits of the firms efforts to achieve its vision and mission.
116
Stakeholders
Individuals and groups who can affect, and are affected by, the strategic outcomes achieved and who have enforceable claims on a firms performance.
Claims on the firms performance are enforced by the stakeholders ability to withhold participation essential to the firms survival. The more critical and valued a stakeholders participation, the greater a firms dependency on it.
Managers must find ways to either accommodate or insulate the organization from the demands of stakeholders controlling critical resources.
Strategic Leaders
Strategic Leaders
People located in different parts of the firm who are using the strategic management process to help the firm reach its vision and mission.
Prerequisites for Effective Strategic Leadership

Hard work Thorough analyses Honesty Desire for accomplishment Common sense
118
Strategic Leaders (contd)

Organizational Culture
The complex set of ideologies, symbols, and core values that are shared throughout the firm and that influence how the firm conducts business.
The Value of a Functional Organizational Culture

Supports effective delegation of strategic responsibilities
Provides support for strategic leaders
Encourages social energy

Fosters of respect for others
Predicting Outcomes of Strategic Decisions: Profit Pools

Profit Pool
The total profits earned in an industry at all points along the value chain
Identifying the components of a profit pool:

Define the pools boundaries. Estimate the pools overall size. Estimate size of each value-chain activity in the pool. Reconcile the calculationswhich activity provides the most profit potential?

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Student Version

STRATEGIC MANAGEMENT INPUTS

Strategic Management and Strategic Competitiveness

Competitiveness and Globalization: Seventh edition Concepts and Cases

Michael A. Hitt R. Duane Ireland Robert E. Hoskisson

2007 Thomson/South-Western. All rights reserved.

Important Definitions (contd)

2007 Thomson/South-Western. All rights reserved.

Important Definitions (contd)

2007 Thomson/South-Western. All rights reserved.

The 21st-Century Competitive Landscape

Severe consequences for failure

Developing and Implementing Strategy

2007 Thomson/South-Western. All rights reserved.

2007 Thomson/South-Western. All rights reserved.

Global Economy (contd)

Technology and Technological Changes

2007 Thomson/South-Western. All rights reserved.

2007 Thomson/South-Western. All rights reserved.

Technological Changes (contd)

2007 Thomson/South-Western. All rights reserved.

I/O Model of Above-Average Returns

Industry Properties Determining Performance

2007 Thomson/South-Western. All rights reserved.

Five Forces Model of Competition

An industrys profitability results from interaction among:

The Resource-Based Model of AboveAverage Returns

Criteria for Resources and Capabilities That Become Core Competencies

2007 Thomson/South-Western. All rights reserved.

Vision and Mission

Effective vision statements are:

Vision and Mission (contd)

2007 Thomson/South-Western. All rights reserved.

Prerequisites for Effective Strategic Leadership

2007 Thomson/South-Western. All rights reserved.

Strategic Leaders (contd)

The Value of a Functional Organizational Culture

Encourages social energy

Predicting Outcomes of Strategic Decisions: Profit Pools

Identifying the components of a profit pool:

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