Module 1 SM
Module 1 SM
Module 1 SM
Introduction to Strategic
Management
Strategy
Evolution of Strategic
Management
Business Policy & Strategic Management
• Business policy is the study of the roles and responsibilities of top- level
management, the significant issues affecting organizational success and
the decisions affecting organization in the long-run.
• Business Policy defines the scope or spheres within which decisions can
be taken by the subordinates in an organization.
• It permits the lower level management to deal with the problems and
issues without consulting top level management every time for decisions.
• The word “strategy” derives from the Greek word stratagos; which derives
from two words:
• "stratos" meaning army.
good design team which can influence the customers to a large extent.
Strategic Control
Benefits of S M
• Establish the mission • Establish procedures
• Formulate • Provide facilities
philosophy. • Provide capital
• Establish policies. • Set standards
• Develop strategy • Establish programs
• Planning the and plans
organizational • Control information
structure • Activate people
• Provide personnel
Comprehensive model of SM
Strategic Intent
• Strategic intent is defined as a compelling statement about
where an organization is going that briefly conveys a sense of
what that organization wants to achieve in the long term.
Mission
Business
Definition
Business Model
Objectives
“If u don’t know where you are going , any road will you take you
there.” - The Koran
“Management’s job is not to see the company as it is . . . but as it can
become.” – John W Teets
Vision
• The focus of vision is to reach out hungrily for the future and
drag it into the present.
– What are the company’s strengths that the company should try to encash
on if it wants to add new products or get into new business?
responsibilities.
– People: Being a great place to work where people are inspired to be the best they can be.
– Portfolio: Bringing to the world a portfolio of beverage brands that anticipate and satisfy
is trying to create and the market position the company’s striving to stake.
2. Directional: A well stated vision says something about the company’s journey or
destination and signals the kinds of business and strategic changes that will be forth
coming.
3. Focused: A well stated vision is specific enough to provide managers with guidance in
about a company’s future path may need to change as events unfold and circumstances
change.
5. Feasible: A well stated vision is within the realm of what the
company can reasonably expect to achieve in due time.
6. Desirable: A well stated vision appeals to the long term
interests of stakeholders particularly shareowners, employees,
and customers.
7. Easy to communicate: A well stated vision is explainable in
less than 10 minutes and ideally can be reduced to a simple ,
memorable slogan.
Benefits of having a good vision
1. Good visions are inspiring & exhilarating.
2. Good vision helps in the creation of a common
identity and a shared sense of purpose.
3. Good visions are competitive, original and
unique, they make sense in the market place.
4. Good vision foster risk taking and
experimentation.
5. Good vision fosters long term thinking.
Shortcomings in a vision statement
• Vague or incomplete
• Not forward looking.
• Too broad.
• Bland or uninspiring
• Not distinctive
• Too very superlatives.
Mission
Mission statement
• A mission statement is a
statement of the
• purpose of a company, or
organization or person;
• its reason for existing;
• a written declaration of an
organization's core
purpose and
• focus that normally
remains unchanged over
time.
• It provides the overview of the company’s
present business purpose and its geographic
coverage or standing as a market leader.
• Mission is that statement which defines the
role that an organization plays in the
society.
Components of a mission statement
• Customers: who are the firm’s customers?
• Products and services: what are the firm’s major products/services?
• Markets: Geographically, where does the firm compete?
• Technology: is the firm technologically current and viable?
• Concern for survival, growth and profitability: is the firm committed to
growth and financial soundness?
• Philosophy: what are the basic beliefs, values, aspirations and ethical priorities
of the firm?
• Self-concept: what is the firm’s distinctive competence or major competitive
advantage?
• Concern for public image: is the firm responsive to social, community, and
environmental concerns?
• Concern for employees: Are employees a valuable asset for a firm?
Few mission statements
• Microsoft: our mission and values are to help people
and businesses throughout the world realize their full
potential.
• Adidas: The Adidas Group strives to be the global
leader in the sporting goods industry with sports brands
built on a passion for sports and a sporting lifestyle.
• Nike: To bring inspiration and innovation to every
athlete* in the world.*If you have a body, you are an
athlete.
Characteristics of mission statement
1. It should be feasible: A mission should always aim high but should not be an
impossible statement, it should be realistic and achievable.
2. It should be precise: A mission statement should not be so narrow nor it
should be very broad. Ex. Manufacturing bicycles makes it very narrow and
mobility business makes it very broad.
3. It should be clear: The mission should be clear enough to lead to action. Ex.
Mission statement of India today is Making sense of India; HUL – Add
vitality to life
4. It should be motivating: A mission statement should be motivating for the
members of the organization and they should feel it worthwhile for working
in such an organization.
5. It should be distinctive: The mission statement should be distinct and should
create a feeling of distinct in the minds of the people concerned.
6. It should indicate the major components of strategy: A
mission statement along with organizational purpose should
indicate the major components of the strategy to be
adopted.
7. It should indicate how objectives are to be accomplished:
a mission statement should also provide clues regarding the
manner in which their objectives will be accomplished.
Mission of LG Electronics: Become 2 by 10 which means
that double the sales volume and profit by the end of 2010.
Strategic Vision vs. Mission
A strategic vision concerns a firm’s The mission statement of most
future business path - “where we are companies focuses on current
going” business activities - “who we are
• Markets to be pursued and what we do”
• Future technology-product- • Current product and service
customer focus offerings
• Kind of company management is • Customer needs being served
trying to create • Technological
and business
capabilities
BUSINESS DEFINITION
• Defined along 3 parameters
• CUSTOMER GROUPS: WHO is being satisfied
Ex Modi Xerox
• Customer groups are individual organizations government department and
the expert market
• Customer function is to provide communication with ease of production
• Technology is of high quality and the latest available from Rank Xerox of
the US.
Objectives
• Objectives are the ends that state
specifically how the goals shall be achieved.
• Organization always has a potential set of
goals. It has to exercise a choice from
among these goals.
• This choice must be further elaborated and
expressed as operational and financial
objectives.
Importance of objectives
1. Justify the organization – indicates the purpose and
aims and thereby the social justification for the
existence of the organization.
2. Provide direction – direction for the functioning of the
organization. When objectives are clear, the aims of
the activities of different people in the organization
converge for the achievement of the common purpose.
3. Basis for Management by Objectives - Management
for results.
4. Help strategic planning/management - a means to
achieve objectives, thus help effective function of the
organization in a given environment.
5. Help coordination – the attention of the
employees to desirable standards of behavior
6. Provide standards for assessment and control-
Making clear what the results should be, provide
the basis for control and assessment of
organizational performance.
7. Help decentralization – by assigning decision-
making to lower level personnel, given a
subordinate executive or operator considerable
scope in deciding how to perform his work.
Objectives
• A company in the course of achieving its
strategic and financial objectives, it is
necessary to set itself both short term and long
term objectives.
• Having quarterly or annual objectives focuses
attention on attaining its immediate
performance targets..
• Short range objectives serve as the stair steps or
milestones in achieving the long term
objectives.
Role of objectives
1. Objectives define the organization's
relationship with its environment.
2. Objectives help an organization pursue its
vision and mission.
3. Objectives provide the basis for strategic
decision making.
4. Objectives provide the standards for
performance appraisal.
Characteristics of objectives
• Objectives should be understandable to those
who have to achieve them. A CEO who says
something ought to be done to set right
something is not clear as it does not convey
what needs to be done to the employees.
• Objectives should be concrete and specific:
our objective is to achieve a 12% increase in
sales is anyway better than saying we want to
increase sales
• Objectives should be related to a time frame:
for the above objective if it is related to time
ie. To achieve 12% increase in sales in two
years would be specific and time bound than
just to increase sales.
• Different objectives should be correlated to
one another: If there is no correlation between
the objectives of two different departments,
then this would lead to some performance
related problems.
• Objectives should be measurable and
controllable
• Objectives should be challenging:
Objectives that are either too difficult or too
easy are both equally demotivating,
therefore the objectives should be
challenging enough to motivate the
employees.
• Objectives should be set within the
constraints: Both internal and external
constraints has to be considered and the
objectives has to be set.
Issues in Objective setting
• Specificity
• Multiplicity
• Periodicity
• Verifiability
• Reality
• Quality
Types of Objectives
Examples: Financial
Objectives
• X % increase in annual revenues
• X % increase annually in after-tax profits
• X % increase annually in earnings per share
• Annual dividend increases of X %
• Profit margins of X %
• X % return on capital employed (ROCE)
• Increased shareholder value
• Strong bond and credit ratings
• Sufficient internal cash flows to fund 100% of new
capital investment
• Stable earnings during periods of recession
Examples: Strategic
Objectives
• Winning an X % market share
• Achieving lower overall costs than rivals
• Overtaking key competitors on product performance or quality
or customer service
• Deriving X % of revenues from sale of new products introduced
in past 5 years
• Achieving technological leadership
• Having better product selection than rivals
• Strengthening company’s brand name appeal
• Having stronger national or global sales and distribution
capabilities than rivals
• Consistently getting new or improved products to market ahead
of rivals
Unilever’s Strategic and Financial
Objectives
• Grow annual revenues by 5-6% annually
• Increase operating profit margins from 11% to 16%
within 5 years
• Trim company’s 1200 food, household, and personal
care products down to 400 core brands
• Focus sales and marketing efforts on those brands
with potential to become respected,
market-leading global brands
• Streamline company’s supply chain
Differences between goals and
objectives
Goals Objectives