P3 - Risk Management CH3 – Strategy risk

Chapter 3
Strategy risk

Chapter learning objectives:

Lead Component Indicative syllabus content

B1. Analyse risks (a) Analyse relevance of the • Analysis of strategic choice
associated with assumptions on which strategy is
formulating strategy based • Scenario planning
(b) Discuss potential sources and • Stress-testing strategy
types of disruptions to strategy

Page 1
 P3 - Risk Management CH3 – Strategy risk

1. What is strategy?
A course of action, including the specification of resources required, to achieve a specific
objective.’ - CIMA

Strategy is the direction and scope of an organisation over the long term, which achieves
advantage for the organization through its configuration of resources within a changing
environment, to meet the needs for markets and to fulfil stakeholders’ expectations.
- Johnson, Scholes and Whittington (Exploring Corporate Strategy)

The core of a company's strategy is about choosing:

• WHERE to compete
• HOW to compete
It is a means of achieving sustainable competitive advantage.

The strategic planning process

Rational Model:
• A logical step-by-step approach
• Requires the organisation to analyse its existing circumstances
• Requires the organisation to generate possible strategies

Page 2
 P3 - Risk Management CH3 – Strategy risk

Rational model:

Page 3
 P3 - Risk Management CH3 – Strategy risk

Advantages and disadvantages of deliberate long-term planning:

Advantages Disadvantages

• Forces manager to look ahead • Difficulty of setting strategic objectives

• Improved control • Short-term pressures

• Identifies key risks • Difficulty of forecasting accurately

• Encourages creativity • Bounded rationality

• Rigidity
• High costs
• Dishonesty and management distrust

Emergent approach (Mitzberg)

• The strategy built on the rational model quickly becomes outdated.
• Strategy tends to evolve rather than resulting from a logical, formal process.
• An emergent approach is evolving, continuous and incremental.

Incrementalism (Lindblom)
• Strategic managers do not evaluate all the possible options open to them but choose
between a relatively small number of alternatives.
• Strategy-selection does not normally involve an autonomous strategic planning team
that impartially sifts alternative options before choosing the best.
• Strategy-making tends to involve small-scale extensions of past policy.
Page 4
 P3 - Risk Management CH3 – Strategy risk

Problems with a lack of formal planning

• Failure to identify risks
• The organisation may not have an overall plan for the future
• Difficulty in raising finance
• High-level management skills are required

Which approach to strategy to adopt?

There is NO single correct approach.
More formal approaches suit organisations More informal approaches suit
that: organisations that:

• exist in relatively stable industries, • are in dynamic, fast-changing industries

meaning that there is sufficient time to where there is little time to undertake
undertake detailed strategic analysis formal strategic analysis
• have relatively inexperienced managers, • have experienced, innovative managers
as the formal planning approach helps to who are able to quickly identify and react
ensure they are familiar with the to changes in the organisation and its
organisation, as well as providing a series environment
of guidelines they can follow to help them
• do not need to raise significant external
develop a strategy
finance (external investors typically prefer
a formal planning approach)

Strategic planning for not-for-profit organisations (NFPs)

The strategic planning process can be more complex for NFPs since:
• multiple objectives are hard to prioritise
• objectives are more difficult to measure – usually non-financial
• influence/objectives of funding bodies
• recipients of the service are not the ones who pay for it

Many NFPs therefore focus on the concept of value for money – the 3Es model:
• economy – focuses solely on inputs to the NFP
• efficiency – looks at the link between inputs and outputs
• effectiveness – looks solely at the outputs of the NFP

Page 5
 P3 - Risk Management CH3 – Strategy risk

The risks of using the 3Es model

• Wrong choice of measures
• Contradictory results
• Internal confusion over prioritisation
• Ease of measurement

Test Your Understanding 1 on the 3Es

The Norwich University Art Department specialises in exhibits and has a particularly fine collection
of Ancient Greek sculptures. Traditionally, entrance to the department has been free to the public,
but three months ago the trustees decided to start charging an entry fee. This was approved on the
grounds that the primary objective of the museum was research within the department rather than
public education. The trustees are now meeting again to discuss whether or not the change was a
success and have decided to include the 3Es as a framework for assessment.
Match the following KPIs with the correct category within the 3Es framework. (Note: you can use
the same category more than once.)

Efficiency Number of hours logged at the museum

by History Department researchers
Economy Funds raised

Effectiveness Research papers and articles published

Average cost per hour of research time
logged

2. Approaches to strategic planning

A traditional approach – stakeholders

• Starts by looking at the shareholders and their objectives
• Emphasis is on formulating plans to achieve these objectives
• Flawed because the objectives are set in isolation from market consideration and are
unrealistic
• Useful for not-for-profit organisations, where a discussion of mission and objectives is
key

Page 6
 P3 - Risk Management CH3 – Strategy risk

A market-led or positioning approach

• Starts with an analysis of markets and competitor actions before objectives are set and
strategies developed.
• The essence of strategic planning is to ensure that the firm has a good fit with its
environment.
• The idea is to be able to predict changes sufficiently far in advance to control change
rather than always having to react to it.
• The main problem with this approach lies in predicting the future, since some markets
are so volatile that it is impossible to estimate to further ahead than the immediate short
term.

A resource-based or competence-led approach

• Many firms that have found anticipating in the environment difficult have switched to a
competence- or resource-based approach, where the emphasis of a strategy is to look
at what the firm is good at – its core competences.
• Ideally, these correlate with the areas that the firm has to be good at in order to succeed
in its chosen markets.

3. Strategic analysis and choice

Remember – there is no one solution that fits all!

Page 7
 P3 - Risk Management CH3 – Strategy risk

4. Competitive strategy
As always, the focus for P3 is on the risks.

Cost leadership
The aim is to be the lowest-cost producer (the product is comparable to those of competitors
but is made more efficiently).

How can the price be lowered?

• Reduce costs by copying rather than originating designs, using cheaper materials and
other cheaper resources, producing products with 'no frills', reducing labour costs and
increasing labour productivity.
• Reach economies of scale through high-volume sales, allowing fixed costs to be spread
over a wider production base.
• Use high-volume purchasing to obtain discounts for bulk purchase.
• Operate in areas where a cost advantage exists or government aid is possible.
• Obtain learning and experience curve benefits.
Benefits Risks

• Price – higher margin if the price is the • No fall-back position if leadership on

same as competitors or the business cost is lost
can lower the price and win more sales
• Constant investment needed to adapt
• Is also a defence mechanism against to the changing market and
price war competitive threats
• Allows a price-penetration entry strategy • Failure to pass on cost savings to
into new markets customers may mean no advantage
• Enhances barriers to entry • Passing on cost savings can lead to
• Develops new market segments price wars with competitors

Page 8
 P3 - Risk Management CH3 – Strategy risk

Differentiation strategy
Our product is superior because of something unique.
Differentiation can be based:
• on product features or creating/altering consumer perception (i.e. through superior
brand development to rivals).
• upon process as well as product.
It is usually used to justify a higher price.

Benefits Risks
• Products command a premium price so • Significant marketing costs
higher margins • Smaller volumes
• Demand becomes less price-elastic and • Continuous investment to retain
so avoids costly competitor price wars differentiation
• Life cycle extends as branding becomes • More susceptible to economic
possible – hence strengthening the downturn
barriers to entry

Focus strategy
This strategy aims at a segment of the market rather than the whole market.
Also called niching.

Benefits Risks
• Smaller segment and so smaller • Success can attract major competitors
investment in marketing operations • Size of the market may be too small to
• Allows specialisation make sustainable returns
• Less competition
• Entry is cheaper and easier

Risks of the generic strategies in general

Many firms end up being what Porter refers to as ‘stuck in the middle’.

Page 9
 P3 - Risk Management CH3 – Strategy risk

5. Product-market strategy

Ansoff’s matrix
Ansoff’s matrix provides a commonly used model for analysing the possible strategic
directions that an organisation can follow.

The product/market growth framework

Products
Existing New
Existing Market penetration Product development
Markets
New Market development Diversification

Market penetration
Lowest risk => lowest trade-off.

Aim Approach Key notes

Increasing • Stimulate usage by existing Considered when:
market share customers
using existing • Overall market is growing
- New uses of advertising
products within - Promotions and sponsorship • Market not saturated
existing
- Quantity discounts • Weak or leaving competitors
markets
• Attract non-users and competitors’
• Strong brand presence with
customers
established reputation
- Pricing
- Promotion and activities • Strong marketing capabilities
exist within the company
- Process redesign

Market development
Risks involve:
• Costly entry to the market
• Failure to understand the new market
• Failure damages core brand

Page 10
 P3 - Risk Management CH3 – Strategy risk

Aim Approach Key notes

Increase sales • Add geographical areas • Slight product modifications may
by taking the • Add demographic areas be needed
present product
• New distribution channels • Advertising in different areas in
to a new market
different ways
• Primary research
• High switching costs exist for
transfer to other product types
• Strong market ability is needed

Product development
Risks include:
• Significant cost
• Not good enough
• Someone delivers product sooner or better
• Failure damages core brand

Aim Approach Key notes

Development • Develop product features of a • Company needs to be
of new significant nature innovative and strong in the
products for • Create different quality versions area of R&D
existing
• Should have an established
markets and reliable marketing
database

Diversification

Approach – new products to a new market

Key notes:
• Appropriate when existing markets are saturated
• Appropriate when products are reaching the end of their lifecycle
• Can spread risk by broadening the portfolio
• Leads to synergy-based benefits, allegedly
• Company has excess cash and powerful shareholders
• Objectives can no longer be met in known markets - possibly due to a change in the
external environment

Page 11
 P3 - Risk Management CH3 – Strategy risk

Benefits
• Diversification promises higher returns
• Greater use of distribution systems and corporate resources
• Possible to brand stretch, and benefits from past advertising and promotion in other
SBUs

Key risks
• The riskiest option
• Over-reliance on one market if it is related diversification
• Lack of skills or knowledge if it is unrelated

6. Acquisition
• More expensive than organic growth
• Owners of the acquired company will need to be paid for the risks they have already
taken
• There is a trade-off between cost and risk
• A company can gain synergy by bringing together complementary resources in their
own business and the business acquired
“Synergy is defined as the advantage to a firm gained by having existing resources that
are compatible with new products or the market the company is developing.”

Acquisition Vs Organic Growth

Advantages of acquisition over organic Disadvantages of organic growth over
growth acquisition

• High-speed access to resources • Acquisition may be more costly than

• Avoids barriers to entry internal growth
• Less reaction from competitors • There is bound to be a cultural
• Can block a competitor mismatch between the organisations
• Can help restructure the operating • There may be differences in the
environment managerial salaries
• High disposal of assets
• Risk of not knowing all about the
business is minimised
• Reduction in return on capital
employed

Page 12
 P3 - Risk Management CH3 – Strategy risk

Acquisition risks
• Cost
• Strategic fit
• Cultural issues
• Competition legislation
• Lack of knowledge

Acquisition control
It is not the only control by any means, but due diligence is a key control for any acquisition.
• Due diligence is an investigation of a business prior to signing a contract.
• It relates to the process through which a company will evaluate a target and their
assets prior to acquisition.
• It should provide information that allows for more informed decision-making
regarding the acquisition.

7. Joint methods of expansion

Joint venture
A joint venture is a separate business entity whose shares are owned by two or more
business entities. Assets are formally integrated and jointly owned. It is a useful approach
for:
• Sharing cost • Sharing risk • Sharing expertise

Page 13
 P3 - Risk Management CH3 – Strategy risk

Strategic alliance
This is defined as a cooperative business activity formed by two or more separate
organisations for a strategic purpose that allocates ownership, operational responsibilities,
financial risk and reward to each member while preserving their separate identities and
autonomy.
Seven characteristics of a well-formed alliance:
• Strategic synergy
• Positioning opportunity
• Limited resource availability
• Reduced risk
• Cooperative spirit
• Clarity of purpose
• Win-win

Franchising
Franchising is the purchase of a right to exploit a business brand in return for a capital sum
and a share of profit or turnover.
• The franchisee pays the franchisor an initial capital sum and thereafter the
franchisee pays the franchisor a share of profit or royalties.
• The franchisor provides marketing, research and development, advice and support.
• The franchisor normally provides the goods for resale.
• The franchisor imposes strict rules and controls to protect its brand and reputation.
• There is lower risk, as the franchisee buys a successful formula.
• The franchisor gains capital as the number of franchises grow.

Licensing
Licensing is the right to exploit an invention or resource in return for a share of proceeds.
Licensing differs from franchising, as there will be little central support.

Outsourcing
Outsourcing means contracting out aspects of the work of the organisation, previously done
in-house, to specialist providers. Almost any activity can be outsourced.

Page 14
 P3 - Risk Management CH3 – Strategy risk

KEY RISKS OF JOINT DEVELOPMENT METHODS

• Strategic fit
• Cost sharing
• Knowledge sharing
• Profit sharing
• Loss of control
• Loss of development opportunities

8. International growth
• Exporting strategy – the firm sells products made in its home country to buyers
abroad.
• Overseas manufacture – the firm manufactures its products in a foreign country
and then either imports them back to its home country or sells them abroad.
• Multinational – these firms co-ordinate their value-adding activities across national
boundaries.
• Transnational – these are ‘nation-less’ firms that have no ‘home’ country.
Employees and facilities are treated identically, regardless of where they are in the
world. The company may be listed on several national stock exchanges.

Risks:
• Political risk - government policy may make it difficult to operate in the new country
• Foreign exchange risk – earnings could be reduced by currency fluctuations
• Need for capital investment – this will be lower if an exporting strategy is used
• Risks to customer relationships
• Increased risks in the supply chain – bigger distance, higher transportation costs
• Ethical risks – if operating in countries with less developed labour laws, should the
company take advantage of this to keep costs low?
• Cultural risks – differences in language, customs and even marketing

Test Your Understanding 2 on development methods

Manolo is a high-end shoe retailer operating in France. Manolo is the market leader there, but in
the last three years, its market share has fallen due to increased price competition from its three
nearest competitors from Italy. As a result, in the last 9 months Manolo has expanded its operations
into Spain and the UK through the acquisition of established small shoe retailers.

Page 15
 P3 - Risk Management CH3 – Strategy risk

Which form of international expansion strategy has Manolo undertaken through the acquisition
of the small shoe retailers in Spain and the UK?
A. A transnational strategy
B. An exporting strategy
C. A franchising strategy
D. A foreign direct investment strategy

9. Disruption

Disruptive innovation
One of the key risks to an organisation’s strategy in the modern business world
Where a new development (often involving technological advancements) changes an
existing market or even creates a new market, which means that the old market is no longer
viable, potentially leading to a significant drop in sales.

Successful disruption
Not all disruptions are successful. Here are some key considerations for why a disruption
may or may not work.
• Simplicity - making life easier or making the process of buying easier
• Resources - sustainability is often a selling point for innovations
• Cost - the option to buy something that costs less is always attractive
• Accessibility - the more people have access to the disruption, the more likely it is
to be successful
• Quality - if a product/service is better than the alternatives, it will be attractive

10. Scenario planning

Process:
1. Identify high-impact, high-certainty factors in the environment
2. For each factor, identify different possible features
3. Cluster together different factors to identify various consistent future scenarios
4. Write the scenarios
5. For each scenario, identify and assess possible courses of action for the firm
6. Monitor reality to see which scenario is unfolding
7. Revise (redeploy) scenarios and strategic options as appropriate

Page 16
 P3 - Risk Management CH3 – Strategy risk

Construction of scenarios:
The following are considered:
• Use a team for a range of opinions and expertise
• Identify time-frame, market, products and budgets
• Stakeholder analysis – who will be most influential in the future?
• Trend analysis and uncertainty identification
• Building initial scenarios
• Consider organisational learning implications
• Identify research needs and develop quantitative models

The upside of scenario planning The downside of scenario planning

• Focuses management attention on the • Costly and inaccurate

future and possibilities
• Tendency towards cultural distortion and
• Encourages creative thinking people getting carried away
• Can be used to justify a decision • Risk of self-fulfilling prophecy
• Encourages communication via the • Many scenarios considered will not
participation process actually occur
• Can identify the sources of uncertainty
• Encourages companies to consider
fundamental changes in the external
environment

Game theory
In many markets, it is important to anticipate the actions of competitors as there is a high
interdependency between firms.
Game theory is concerned with the interrelationships between the competitive moves of a
set of competitors and, as such, can be a useful tool for analysing and understanding
different scenarios.

Key principles:
• Strategists can take a rational, informed view of what competitors are likely to do
and formulate a suitable response.
• If a strategy exists that allows a competitor to dominate the firm, the priority is to
eliminate that strategy.

Page 17
 P3 - Risk Management CH3 – Strategy risk

Example – prisoners’ dilemma:

11. Stress testing

An organisation must now go further than scenario planning and look at extreme (and
potentially unlikely) situations that could affect it.

Key considerations in stress testing

• Prioritisation: Who is the organisation selling to?
How do you prioritise your stakeholders?
• Measurement What is the scope of your organisation?
What KPI should be measured?
• Productivity How committed are your employees to helping each other?
How are you using creative tension?
• Flexibility What uncertainties affect your organisation?

Stress testing in non-financial companies

Stress testing has become commonplace in financial institutions, particularly since the
financial crash in 2007. It should not be solely limited to these types of organisations, though,
as in the modern business world unexpected and extreme disruption can occur in any
industry.
Page 18
 P3 - Risk Management CH3 – Strategy risk

Those organisations that have thought about what this might be and how they would react
will be best-placed to survive.

12. Solutions to TYUs

Solution to Test Your Understanding 1 on the 3Es

Number of hours logged at the museum by

Effectiveness
History Department researchers
Economy Funds raised

Effectiveness Research papers and articles published

Efficiency Average cost per hour of research time logged

Solution to Test Your Understanding 2 on development methods

The correct answer is D.
The acquisition of the overseas companies is an example of foreign direct investment. This can
happen either via buying a company in the target country or by expanding the operations of an
existing business in that country.
Franchising would have involved working with franchisees to share the capital costs of expansion.
A transformational business conducts operations in several countries with varying degrees of
coordination and integration of strategy and operations. Manolo seems to have a single degree of
control.
An export strategy would have involved shipping domestic goods overseas for sale.

Page 19
 P3 - Risk Management CH3 – Strategy risk

13. Chapter summary

Page 20