S4 Planificación Estratégica

8/4/2019 S4 Planificacin Estratgica

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8th edition

Steven P. RobbinsMary Coulter

PowerPoint Presentation by Charlie Cook

Copyright 2005 Prentice Hall, Inc.All rights reserved.


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Copyright 2005 Prentice Hall, Inc. All rights reserved. 82

L E A R N I N G O U T L I N EFollow this Learning Outline as you read and study this chapter.

The Importance of Strategic Management

Define strategic management.

Explain why strategic management is important.

Discuss what studies of the effectiveness of strategic

management have shown.

The Strategic Management Process

List six steps in the strategic management process.

Explain why its important to know an organizations

mission. Describe what managers do when they do external and

internal analyses.

Explain the role of resources, capabilities, and corecompetencies in the internal analysis.


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L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.

The Strategic Management Process (contd)

Define strengths, weaknesses, opportunities, and threats.

Discuss what happens during strategy formulation,implementation, and evaluation.

Types of Organizational Strategies Tell what strategies each level of management is typically

responsible for.

Describe the three major types of corporate strategies.

Explain the three growth strategies. Discuss when organizations might pursue a stability

strategy.

Describe two renewal strategies.


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Types of Organizational Strategies (contd)

Discuss the BCG matrix and how its used.

Define SBUs and business-level strategies.

Describe the role of competitive advantage in business-

level strategies. Explain Porters five forces model.

Describe three generic competitive strategies.

Tell what it means to be stuck in the middle.

Define functional-level strategies.


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Strategic Management in Todays Environment

(contd)

Discuss the implications of dynamic and uncertainenvironments on organizational strategy.

Explain the rule of three and its significance to strategicmanagement.

Describe strategies applying e-business techniques.

Explain what strategies organization might use to becomemore customer oriented.

Describe innovation strategies organizations might use.


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What Is Planning?

PlanningA primary functional managerial activity that involves:

Defining the organizations goals

Establishing an overall strategy for achieving those

goalsDeveloping a comprehensive set of plans to integrate

and coordinate organizational work.

Types of planning

Informal: not written down, short-term focus; specific toan organizational unit.

Formal: written, specific, and long-term focus, involvesshared goals for the organization.


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Why Do Managers Plan?

Purposes of PlanningProvides direction

Reduces uncertainty

Minimizes waste and redundancy

Sets the standards for controlling


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Planning and Performance

The Relationship Between Planning AndPerformance

Formal planning is associated with:

Higher profits and returns of assets.

Positive financial results.

The quality of planning and implementation affectsperformance more than the extent of planning.

The external environment can reduce the impact ofplanning on performance,

Formal planning must be used for several yearsbefore planning begins to affect performance.


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How Do Managers Plan?

Elements of PlanningGoals (also Objectives)

Desired outcomes for individuals, groups, or entireorganizations

Provide direction and evaluation performance criteria

Plans

Documents that outline how goals are to beaccomplished

Describe how resources are to be allocated andestablish activity schedules


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Types of Goals

Financial GoalsAre related to the expected internal financial

performance of the organization.

Strategic Goals

Are related to the performance of the firm relative tofactors in its external environment (e.g., competitors).

Stated Goals versus Real Goals

Broadly-worded official statements of the organization(intended for public consumption) that may beirrelevant to its real goals (what actually goes on inthe organization).


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Types of Plans

Strategic PlansApply to the entire organization.

Establish the organizations overall goals.

Seek to position the organization in terms of itsenvironment.

Cover extended periods of time.

Operational Plans

Specify the details of how the overall goals are to beachieved.

Cover short time period


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Types of Plans (contd)

Long-Term PlansPlans with time frames extending beyond three years

Short-Term Plans

Plans with time frames on one year or less Specific Plans

Plans that are clearly defined and leave no room forinterpretation

Directional PlansFlexible plans that set out general guidelines, provide

focus, yet allow discretion in implementation.


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Types of Plans (contd)

Single-Use PlanA one-time plan specifically designed to meet the

need of a unique situation.

Standing Plans

Ongoing plans that provide guidance for activitiesperformed repeatedly.


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Approaches to Establishing Goals

Traditional Goal SettingBroad goals are set at the top of the organization.

Goals are then broken into subgoals for eachorganizational level.

Assumes that top management knows best becausethey can see the big picture.

Goals are intended to direct, guide, and constrainfrom above.

Goals lose clarity and focus as lower-level managersattempt to interpret and define the goals for theirareas of responsibility.


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Approaches to Establishing Goals(contd)

Maintaining the Hierarchy of Goals

Means-Ends Chain

The integrated network of goals that results from a

establishing a clearly-defined hierarchy oforganizational goals.

Achievement of lower-level goals is the means by whichto reach higher-level goals (ends).


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Strategic Management

The set of managerial decisionsand actions that determines

the long-run performanceof an organization.

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Why Strategic Management Is Important

1. It results in higher organizationalperformance.

2. It requires that managers examine and

adapt to business environment changes.3. It coordinates diverse organizational units,

helping them focus on organizationalgoals.

4. It is very much involved in the managerialdecision-making process.


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Visin

http://www.usem.org.mx/ebiblioteca/index.php? mod=ebiblioteca&id=173

Parte 2:http://mx.youtube.com/watch?v=uv0ybqi-g_y

Parte 3:

http://mx.youtube.com/watch?v=hhzf35vevas

Parte 4:http://mx.youtube.com/watch?v=n73exjlgdb4

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Strategic Management Process

Step 1: Identifying the organizations currentmission, objectives, and strategies

Mission:the firms reason for being

The scope of its products and services

Goals: the foundation for further planning

Measurable performance targets

Step 2: Conducting an external analysis

The environmental scanning of specific and generalenvironments

Focuses on identifying opportunities and threats


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Strategic Management Process (contd)

Step 3: Conducting an internal analysisAssessing organizational resources, capabilities,

activities, and culture:

Strengths (core competencies) create value for the

customer and strengthen the competitive position of thefirm.

Weaknesses (things done poorly or not at all) can placethe firm at a competitive disadvantage.

Steps 2 and 3 combined are called a SWOT analysis.(Strengths, Weaknesses, Opportunities, and Threats)


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Misin y valores

http://www.youtube.com/watch?v=_alt0jn2R38

Anlisis FODA

http://www.youtube.com/watch?v=el7I3Np4-Ao&feature=related (8 min)

http://www.youtube.com/watch?v=csQuI0xzw34&feature=related (4 min)

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Step 4: Formulating strategiesDevelop and evaluate strategic alternatives

Select appropriate strategies for all levels in theorganization that provide relative advantage overcompetitors

Match organizational strengths to environmentalopportunities

Correct weaknesses and guard against threats


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Step 5: Implementing strategies Implementation: effectively fitting organizational

structure and activities to the environment

The environment dictates the chosen strategy;

effective strategy implementation requires anorganizational structure matched to its requirements.

Step 6: Evaluating Results

How effective have strategies been?

What adjustments, if any, are necessary?


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Organizational Strategies

Corporate StrategiesTop managements overall plan for the entire

organization and its strategic business units

Types of Corporate Strategies

Growth: expansion into new products and markets

Stability: maintenance of the status quo

Renewal: redirection of the firm into new markets


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Corporate-Level Strategies

Growth StrategySeeking to increase the organizations business by

expansion into new products and markets.

Types of Growth Strategies

Concentration

Vertical integration

Horizontal integration

Diversification


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Growth Strategies

ConcentrationFocusing on a primary line of business and increasing

the number of products offered or markets served.

Vertical Integration

Backward vertical integration: attempting to gaincontrol of inputs (become a self-supplier).

Forward vertical integration: attempting to gain controlof output through control of the distribution channel

and/or provide customer service activities (eliminatingintermediaries).


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Growth Strategies (contd)

Horizontal IntegrationCombining operations with another competitor in the

same industry to increase competitive strengths andlower competition among industry rivals.

Related DiversificationExpanding by merging with or acquiring firms in

different, but related industries that are strategic fits.

Unrelated Diversification

Growing by merging with or acquiring firms inunrelated industries where higher financial returns arepossible.


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Stability StrategyA strategy that seeks to maintain the status quo to

deal with the uncertainty of a dynamic environment,when the industry is experiencing slow- or no-growth

conditions, or if the owners of the firm elect not togrow for personal reasons.


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Renewal StrategiesDeveloping strategies to counter organization

weaknesses that are leading to performance declines.

Retrenchment: focusing of eliminating non-critical

weaknesses and restoring strengths to overcomecurrent performance problems.

Turnaround: addressing critical long-term performanceproblems through the use of strong cost elimination

measures and large-scale organizational restructuringsolutions.


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Corporate Portfolio Analysis

BCG MatrixDeveloped by the Boston Consulting Group

Considers market share and industry growth rate

Classifies firms as:

Cash cows: low growth rate, high market share

Stars: high growth rate, high market share

Question marks: high growth rate, low market share

Dogs: low growth rate, low market share


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Matriz BCG


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Business-Level Strategy

Business-Level StrategyA strategy that seeks to determine how an

organization should compete in each of itsbusinesses (strategic business units).

Low-cost providerDifferentiation

Focus/Niche


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The Role of Competitive Advantage

Competitive AdvantageAn organizations distinctive competitive edge that is

sourced and sustained in its core competencies.

Quality as a Competitive Advantage

Differentiates the firm from its competitors.

Can create a sustainable competitive advantage.

Represents the companys focus on quality

management to achieve continuous improvement andmeet customers demand for quality.


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The Role of Competitive Advantage(contd)

Sustainable Competitive Advantage

Continuing over time to effectively exploit resourcesand develop core competencies that enable an

organization to keep its edge over its industrycompetitors.


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Five Competitive Forces

Threat of New EntrantsThe ease or difficulty with which new competitors can

enter an industry.

Threat of Substitutes

The extent to which switching costs and brand loyaltyaffect the likelihood of customers adopting substitutesproducts and services.

Bargaining Power of Buyers

The degree to which buyers have the market strengthto hold sway over and influence competitors in anindustry.


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Bargaining Power of SuppliersThe relative number of buyers to suppliers and

threats from substitutes and new entrants affect thebuyer-supplier relationship.

Current Rivalry Intensity among rivals increases when industry

growth rates slow, demand falls, and product pricesdescend.


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Competitive Strategies

Cost Leadership StrategySeeking to attain the lowest total overall costs relative

to other industry competitors.

Differentiation StrategyAttempting to create a unique and distinctive product

or service for which customers will pay a premium.

Focus Strategy

Using a cost or differentiation advantage to exploit aparticular market segment rather a larger market.


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Strategic Management Today

The Rule of ThreeThe competitive forces in an industry, if unfettered,

will inevitably create a situation where threecompanies (full-line generalists) will dominate any

given market

Some firms in the same market become super nicheplayers and while others end up as stuck-in-the-ditchdwellers.


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Strategies for Applying e-BusinessTechniques

Cost Leadership

On-line activities: bidding, order processing, inventorycontrol, recruitment and hiring

Differentiation Internet-based knowledge systems, on-line ordering

and customer support

Focus

Chat rooms and discussion boards, targeted websites


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Customer Service Strategies

Giving the customers what they want. Communicating effectively with them.

Providing employees with customer service

training.


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Innovation Strategies

Possible EventsRadical breakthroughs in products.

Application of existing technology to new uses.

Strategic Decisions about Innovation

Basic research

Product development

Process innovation

First MoverAn organization that brings a product innovation to

market or use a new process innovations


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Plan estratgico Peugeot

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S4 Planificación Estratégica

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