please click here for the presentation
DESCRIPTION
TRANSCRIPT
Strategic Management
Dr. Hala Hattab
November 21-23
Venue
Course Introduction
Welcome About Me About You (why you?) Why Strategy? Overview of Topics and Calendar Expectations Introduction of Concepts
2
Who are You? Self Introduction
Name Company Undergraduate Studies Work experience, if any What are you interested in? What do you hope to gain from this
course?
3
Why You?
You will be principals in firms You will have to decide what to do:
What markets?
What services?
Where to dedicate your time?
What kinds of people?
You probably will be part of a team.
4
Why Strategy?
It’s about how businesses compete. How to earn above average returns. Selection of industries Selection of segments Choice of tactics How to IMPLEMENT!
5
6
Overview of Topics and Calendar Day 1
Introduction to Strategic Planning and Management
Why strategic management is important? Strategic Management: Key Concepts Strategic Planning for SMEs
Day 2 Design a business plan for your organization
Day 3 Design a business plan for your organization
Expectations for the Course: You Will…
Struggle with figuring out what to do
Be prepared to participate in planning for your own firms
Study real business situation
7
8
Introduction of Concepts
Strategic Management: The set of managerial decisions and actions that determines the long-run performance of an organisation.
Strategic Planning: The process of determining a company's long-term goals and then identifying the best approach for achieving those goals
9
Why is strategic management important?
Gives everyone a role Makes a difference in performance
levels Provides systematic approach to
uncertainties Coordinates and focuses employees
10
Basics of Strategic Management
Four aspects that set strategic management apartInterdisciplinary
• Capstone of the Business degree
External focus• Competition
Internal focusFuture direction
11
Strategic Management Process
Strategic Management Process Step 1: Identifying the organisation’s current mission,
objectives, and strategies Mission: the firm’s reason for being
• Who we are,• What we do, and • Where we are now
Goals: the foundation for further planning• Measurable performance targets
Step 2: Conducting an external analysis The environmental scanning of specific and general
environments Focuses on identifying opportunities and threats
12
Strategic Management Process (cont’d) Step 3: Conducting an internal analysis
Assessing organisational resources, capabilities, activities and culture:
• Strengths (core competencies) create value for the customer and strengthen the competitive position of the firm.
• Weaknesses (things done poorly or not at all) can place the firm at a competitive disadvantage.
Steps 2 and 3 combined are called a SWOT analysis (Strengths, Weaknesses,
Opportunities, and Threats)
13
Strategic Management Process (cont’d) Step 4: Formulating strategies
Develop and evaluate strategic alternatives
Select appropriate strategies for all levels in the organisation that provide relative advantage over competitors
Match organisational strengths to environmental opportunities
Correct weaknesses and guard against threats
14
Strategic Management Process (cont’d) Step 5: Implementing strategies
Implementation: effectively fitting organisational structure and activities to the environment
Effective strategy implementation requires an organisational structure matched to its requirements.
Step 6: Evaluating results How effective have strategies been? What adjustments, if any, are necessary?
15
16
Levels of strategy
17
End of part One
18
Part Two:Business Plan
What is a BP ?
A written document that (1)outlines an organization's overall
direction, philosophy, and purpose(2)examines its current status in terms of its
strengths, weakness, opportunities, and threats
(3)sets long-term objectives, and(4) formulates short-term tactics to reach
them.
19
The Strategic Mind behind BP Focus the strategic parts of your plan
related to:
Time and Energy to attain goals (predefine what is to be achieved)
Resource allocation (Count chickens before they hatch don’t take in too much. Promise what can be delivered)
Your Business and Competition (Analyze your strengths and weakness)
Employee communication (nice trick, don’t take the blame over you)
20
Extended Tricks
Divide the work. Take The Correspondence.
Editable BP – make BP in revisions as you go in depth, make it finalized when you are sure about zero loopholes
Make another BP as a Plan 2, so that anytime you can seek in more resource (handy but a tough trick)
21
How to Draft a Simple BP
Work on These lines: Vision of organisation Goal of future Clients, Users, Target market Edge of you / your team / company Barriers to achieve the target Better serve clients..how ?? Ad more to target..possible ?? Adding new customers / users / target market
share Accountings Starting of the plan dates
22
In theory, there is no difference between theory and practice. But, in
practice, there is."
- Jan L.A. van de Snepscheut
23
Simply Stated...
Make your points clearly and crisply.
Style counts…
Use bulleted or enumerated points whenever possible.
Leave a wide margin.Try to utilize meaningful graphs
and diagrams throughout the entire plan
25
Basic Structure
Executive Summary The Market The Product The Team The Strategy The Forecasts Appendices
Market Analysis
It should be as useful for you as it is for the investor. Situation AnalysisMarket OpportunityCompetitive FactorsTechnical FeasibilityRisk/Reward Assessment
The Product
Know when “less is more” Readability geared for layman Deep technical points can be reserved
for an appendix
“Market Driven Engineering”
The Forecasts
Let’s be realistic! 4 year model Monthly detail only in years #1 and #2 Drive data from “unit model” Use ordinal numbers for months Understand your DCF
Executive Summary
This may be the only document that gets read; distill the most important points
Write it after the rest of the document, but put it 1st
Use same terminology, wording, and images
Provide your sense of valuation and likely deal structure
Appendices
Stuff you wanted to put in the planTechnical white-paper(s)More detailed financial analysis, DCF,
etc.Additional competitive dataAdditional market data/published
reportsArticles about the company, product,
market, team, etc…
Concluding Remarks
Impress the reader with the thoroughness of your understanding of the market.
Make it understandable.
Value white-space.
Develop realistic, flexible financial forecasts