strategic analysis fall 2009
TRANSCRIPT
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Martin [email protected]
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Introducing Strategy
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Exploring Corporate Strategy 8e, © Pearson Education 2008 and Marcel Truche, ESC Dijon 1-3
What is Strategy?
Strategy is the direction and scope of an organisation over the long term, which
achieves advantage in a changing environment through its configuration of
resources and competences with the aim of fulfilling stakeholder expectations.
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Exploring Corporate Strategy 8e, © Pearson Education 2008 and Marcel Truche, ESC Dijon
What is Strategy?
“Top management’s plans to achieve results based on the mission and objectives of
the firm.” (Wright)
Where and how to compete.
“Design a mission and define overall objectives for the firm, translate these
objectives into operational action plans, implement them, measure the actual
results, compare them with the expected results take corrective action.” (Truche)
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Characteristics of Strategic Decisions
Long-term direction
Complex and uncertain
Process and content
Competitive advantage
Strategic fit with business environment
Organisation resources and competences
Values and expectations of power players
All levels of the organization
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Implications of Strategic Decisions
Complexity
Uncertainty
Operational decisions
Integration
Relationships and networks
Change
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Levels of Strategy
Operational strategy
Business-level strategy
Corporate-level
strategy
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What is a Strategic Business Unit?
A strategic business unit (SBU) is a part of an organisation for which
there is a distinct external market for goods or services that is different
from another SBU.
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Vocabulary of Strategy
Mission
Vision
Goal
Objective
Strategic capability
Strategies
Business model
Control
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What is Strategic Management?
Strategic management includes understanding the strategic position of an organisation, making strategic choices for the future, and managing
strategy in action.
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Typical strategic management process
Evaluate capabilities
Strengths & weaknesses
Evaluate environment
Opportunities and threats
Vision and mission
Strategic directions and goals
Select resources and fundamental competencies
Formulate strategy
Implement strategy
Control and evaluate
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Strategic Analysis
The Organisation
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Exploring Corporate Strategy 8e, © Pearson Education 2008 and Marcel Truche, ESC Dijon
Evaluating the environment
PESTEL analysis
Analysis of the competitive environment
Rules of the game and margin of maneuver
Opportunities and threats
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Evaluating the Company’s Strategic Capabilities
Evaluating internal competencies
Situation
Value Chain, Business Model and KSFs
Competitive Advantage
Analysis of internal consistency
Portfolio of products
Strengths and weaknesses
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Formulating Strategy
MissionThe purpose of the firm, its very reason to
existVision
The envisioned future, the end point, the ultimate goal
StakeholdersWho influences the firm, who depends on
the firmWhat is their power
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Defining Strategic objectives
Determine measurable goals and objectives
Identify appropriate type of objectives Profit, growth, innovation, size, market share, etc.
Verify consistency with stakeholders’ objectives Shareholders
Employees
Third parties (suppliers, clients, NGOs, …)
Translate goals and objectives into actionable items Processes
All levels
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Translating Strategy into Action
Strategic goals translated into operational goals
Create action plans consistent with strategy
Define measurement system
If you can’t measure it, you can’t manage it.
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Control and evaluation Define indicators
Quantitative
Qualitative
Stage operations (steps)
Corrective actions / real time follow up
Use scoreboards
Identify gaps
Analyze causes
Define action points
Plan & implement follow-up
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The Environment
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Exhibit 2.1 Layers of the business environment
The Organisation
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PESTEL Framework
Political Economic
Technological
Environmental Legal
Social
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What Are Key Drivers for Change?
Key drivers of change are environmental factors that are likely
to have a high impact on the success or failure of strategy.
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Key Aspects of PESTEL Analysis
Not just a list of influences
Need to understand key drivers of change
Drivers of change have differential impact on industries, markets, and organisations
Focus is on future impact of environmental factors
Combined effect of some of the factors likely to be most important
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Exhibit 2.2 The Five Forces Framework
Competitive rivalry
Potential entrants
Buyers
Substitutes
Suppliers
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The Threat of Entry: Barriers to Entry
Scale and experience
Access to supply and distribution channels
Expected retaliation
Legislation or government action
Differentiation or branding
Patents
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Why Are Substitutes a Threat?
Substitutes can reduce demand for a particular class of products as customers switch to alternatives.
• Price/performance ratio
• Extra-industry effects
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Bargaining power of suppliers
Degree of concentration and volume
Differentiation
Impact on firm’s costs
Switching costs
Existence of alternatives
Threat of forward integration from supplier of backward integration from focal firm
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Bargaining power of buyers
Concentration and volume
Differentiation
Information asymmetry
Price sensitivity
Vertical Integration
Substitutive product / distributors
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Degree of Competitive Rivalry
Competitor balance
Industry growth rate
High fixed costs
High exit barriers
Low differentiation
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Key Aspects of 5-Forces Analysis
Use at level of strategic business units (SBU)
Define the industry/market/sector
Don’t just list the forces: derive implications for industry/organisation
Note connections between competitive forces and key drivers in macroenvironment
Establish interconnections between the five forces
Competition may disrupt the forces rather than accommodate them
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Managerial Implications
Which industries should we enter or leave?
What influence can we exert?
How are competitors differently affected?
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Exhibit 2.5 Comparative Industry Structure Analysis
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The Environment (Session 2)
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Exhibit 2.3 The Industry Life Cycle
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Typology of competitive environments (2nd BCG matrix)
Potential advantage in terms of cost, importance of barrier to entry, price elasticity
low high
Sources of differentiation, low
price elasticity
high Fragmented systemLarge number of companies, frequent entries and exit, multiple strategic options
Specialization systemSeveral players are profitable, unit margin is high, strong competition, lower profits for followers
low
Dead end systemNo dominant player, no long term advantage, low industry profitability
Volume systemFew competitors, size is an advantage; leader is very profitable, price is a major KSF
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What are Strategic Groups?
Strategic groups are organisations within an industry
with similar strategic characteristics, following similar
strategies or competing on similar bases.
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Characteristics for Identifying Strategic Groups
Scope of activities
Extent of product diversity
Extent of geographic coverage
Number of segments served
Distribution channels
Resource commitment
Extent of branding
Marketing effort
Extent of vertical integration
Product quality
Technological leadership
Organisational size
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Benefits of Identifying Strategic Groups
Understanding competition
Analysis of strategic opportunities
Analysis of mobility barriers
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What is a Market Segment?
A market segment is a group of customers who have similar needs
that are different from customer needs in other parts of the market.
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Exhibit 2.7 Some Bases of Market Segmentation
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Managerial Issues in Market Segmentation
How do customer needs vary by market?
What is the relative market share within market segments?
How can market segments be identified and ‘serviced’?
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What is a Strategic Customer?
A strategic customer is the person(s) at whom the strategy is primarily addressed because they
have the most influence over which goods or services are purchased.
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What are Critical Success Factors?
Critical success factors (CSFs) are those product features with which a organisation must outperform the
competition because they are particularly valued by a group of
customers.
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The Value-Adding Process
1-44
The Industry
Raw materials + RD + Production + Distribution
The Suppliers
Raw materials + RD + Production + Distribution
The Client
Raw materials + RD + Production + Distribution
Input
Input
Specific competences
or KSFs
Specific competences
or KSFs
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The Company
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What is Strategic Capability?
Strategic capability refers to the resources and competences
of an organisation needed for it to survive and prosper.
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What are Core Competences?
Core competences are the skills and abilities by which resources are deployed through an organisation’s activities and
processes such as to achieve competitive advantage in ways that others cannot
imitate or obtain.
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Exhibit 3.1 Strategic Capabilities and Competitive Advantage
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Strategic Capability- the terminology
Exhibit 3.2
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Core Competences Lead to Competitive Advantage When…
They relate to an activity that underpins the value in the product features
They lead to levels of performance that are significantly better than competitors
They are difficult for competitors to imitate
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Exhibit 3.5 Criteria for Inimitability
Robustness of strategic capability
Complexity Culture andhistory
Causal ambiguity
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Exhibit 3.3 Sources of Cost Efficiency
Costefficiency
Economiesof scale
Experience
Productdesign
Supply costs
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Exhibit 3.4 The Experience Curve
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The Experience Curve
Competences in activities develop over time based on experience, resulting in cost efficiencies
Growth may not be optional
Unit costs should decline year on year
First mover advantage is important
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What is Organisational Knowledge?
Organisational knowledge is the collective experience accumulated
through systems, routines, and activities of sharing across the
organisation.
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Identifying KSF’s
Resources
Threshold competences
Core Resources
Core competences
Competitive advantage
Client interfaceValue proposition Distribution channels Target clients
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Identifying KSFs
Client expectations
KSFs
Core competencies
1-57
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Strategic Capability(Session 3)
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Diagnosing Strategic Capability
Activity maps
Benchmarking SWOT analysis
Business Model/Value chain
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Exhibit 3.6 The Value Chain
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What is a Value Chain?
A value chain describes the categories of activities within and
around an organisation, which together create a product or
service.
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Value Configuration (Value Chain)(Osterwalder)
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Exhibit 3.7 The Value Network
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What is a Value Network?
A value network is the set of interorganisational links and
relationships that are necessary to create a product or service.
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Understanding the Capabilities in Relation to the Value Network
Which activities are central to an organisation’s strategic capability?
Where are the profit pools?
What should be outsourced?
Who might be the best partners in the parts of the value network?
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SWOT Analysis
Strengths Weaknesses
Opportunities Threats
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SWOT: definition and examples
Strengths: resources and competencies present in the organization that can be used to build a competitive advantage
Weaknesses: what is missing to do so
A strength in a context can become a weakness when the context changes (rigidity)
Opportunities are changes in the environment that open new avenues for profit and success
Threats are events or changes in the environment that limit the organization’s ability to reach its objectives
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The SWOT analysisOpposing
The internal characteristics of the organization (Strengths and Weaknesses) to
The environment (Opportunities and Threats)
Objective is to measure the ability of the organization to reduce threats and profitably seize opportunities
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Strategic Capability (Session 4)
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Business Model Configuration
Source: A. Osterwalder, « The business model ontology ».
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The Business Model (Osterwalder)
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The Business Model (Osterwalder)
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The Business Model (Osterwalder)
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The Business Model (Osterwalder)
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The Business Model (Osterwalder)
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The Business Model (Osterwalder)
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Exhibit 3.8 An Activity System Map
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Lessons Learned from Activity Maps
Consistency and reinforcement
Difficulties of imitation
Trade-offs
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Approaches to Benchmarking
Historical benchmarking
Industry/sector benchmarking
Best-in-class benchmarking
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SWOT Matrix Analysis
STRENGTH
SWEAKNESSES
W
OPPORTUNITES
OStrategy S-O
Target opportunities that match the firm’s strengths
Strategy W-OReduce weaknesses that
prevent the firm from benefiting from opportunities
THREATS
T
Strategy S-TIdentify resources for the
firm to reduce exposure to threats
Strategy W-TDefine defensive plan
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Competitive Advantage and Strategy (Session 5)
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Exploring Corporate Strategy 8e, © Pearson Education 2008 and Marcel Truche, ESC Dijon
Which positioning?P
erce
ived
Val
ue
Price
High
LowLow High
Low cost leadership
Differentiation
Niche
The firm’s environment is illustrated through Porter’s competitive grid
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Exhibit 6.2 The Strategy Clock
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Route 1: No Frills Strategy
Low price combined with low perceived product benefits focusing on price-sensitive market segments
Commodity markets
Price-sensitive customers
High power, low switching costs among buyers
Opportunity to avoid major competitors
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Route 2: Low-Price Strategy
Lower price than competitors while offering similar product benefits
Pitfalls
Margin reductions
Inability to reinvest
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Route 3: Hybrid Strategy
Seeks to simultaneously achieve differentiation and low price relative to competitors
Advantageous when
Greater volumes can be achieved
Cost reductions outside differentiated activities are available
Used as an entry strategy
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Route 4: Differentiation Strategy
Seeks to provide products that offer benefits that differ from those offered by competitors
Dependent upon
Identifying and understanding strategic customer needs
Identifying key competitors’ strategies
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Route 5: Focused Differentiation
Seeks to provide high perceived product benefits, justifying price premiums
Key issues
Choice between focus strategy and broad differentiation
Tensions between focus strategy and other strategies
Market changes
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Routes 6-8: Failure Strategies
6 – Increase prices without increasing service/product benefits
7 – Reduction in product/service benefits with increase in relative price
8 – Reduction in benefits whilst maintaining price
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Exploring Corporate Strategy 8e, © Pearson Education 2008 and Marcel Truche, ESC Dijon
Which competitive advantage?
Competitive advantage based on costs. Concentration on
volume / market share
Competitive advantage based on differentiation and
specialization. Distinctive competencies.
Competitive advantage based on anticipation of demand. Ability to innovate.
Quick response to market changes
COSTS VALUE
TIME
or
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Exhibit 6.3 Sustaining Competitive Advantage
Sustainablecompetitiveadvantage
Price-based strategies
Lock-in
Differentiation
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Achieving Low Prices
Operate with lowermargins
Develop a unique cost structure
Create efficiency inorganisational
capabilities
Focus on market segments with
low expectations
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Ways of attempting to Sustain Advantage through Differentiation
Create difficultiesof imitation
Create a situation of imperfect mobility
Establish a lowercost position
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Establishing Strategic Lock-In
Size or marketdominance
First-moverdominance
Self-reinforcingcommitment
Insistence on preservation
of position
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Strategy Formulation(Session 6)
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You need direction…
`Would you tell me, please, which way I ought to go from here?'
`That depends a good deal on where you want to get to,' said the Cat.
`I don't much care where--' said Alice.
`Then it doesn't matter which way you go,' said the Cat.
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Organisational Purposes
Values
Mission statement
Vision statement
Objectives
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What are Core Values?
Core values are the underlying principles that guide
an organisation’s strategy.
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Core ValuesWhat matters is not what they are but how
they are lived
Must be shared
Must translate into behaviors and actions
VALUES ACTIONS
“Innovation” (3M but not P&G)
“Risk taking” (Sony, but not HP)
“Customers” (Wal-Mart, but not Sony)
“Employees” (HP, but not Nordstom)
“Products” (Ford, but not IBM)
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What are Mission and Vision Statements?
A mission statement provides employees and stakeholders with clarity
about the overall purpose of the organisation.
A vision statement is concerned with what the organisation
aspires to be.
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Vision and mission
A clear vision is a crucial step in formulating and implementing a strategy for a firm
The vision defines how the firm will use its resources to reach its goals
Evaluating a strategy makes no sense unless you compare achieved results and expected results
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102
PRESERVE
STIMULATE
• Values• Purpose
• Operating modes• Objectives and strategies
Why vision?Jim Collins in “Built to Last”: research
on companies with decades of excellent performance, compared to laggards
Gap can be explained by existence of clearly articulated vision and values
Preserve the core / stimulate progress
Vision = values, purpose/mission, long term objective
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ExampleCore Values
Passion for what we do
Integrity in how we do it
Pride in winning
Respect for our Partners
Core Purpose / Mission
A company that inspires and nurtures the human spirit, providing people an uplifting daily experience every day
25-Year BHAG (Big Hairy Audacious Goal)
Turn the Starbucks brand into the most recognized and respected brand in the world
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A Few Mission Statements “To grow more rapidly than our competitors by
providing customers with the solutions they need to capture, store, process, output and communicate images—anywhere, anytime.”
To protect the lives and dignity of victims of war and internal violence and to provide them with assistance.
To improve human and animal health, directly and through its joint ventures.
To educate leaders who make a difference in the world
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Mission statement: who, what and how?
“Visible flag” for all stakeholders
Expression the long term strategic choices = coherent with strategic positioning
Reference point, particularly for employees, to base decisions upon
Ensurse consistency of decisions at all levels of the firm
Must be communicated to and shared by employees
Public commitment by the firm
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What are Objectives?
Objectives are statements of specific outcomes
that are to be achieved.
The goal is to translate a mission into performance and to define tools to
measure it.
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e professional
Listen to clients
Make profits
Motivate and involve em
ployees
Be international
Be big
Think global, act local
AXA To be the world’s
reference in financial protection
Source : S. Auvé
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Objectives must be measurable
Strategic directions Measurable objectives
• Be professional
• Listen to clients
• Make profits
• Motivate and involve employees
• Be international
• Be big
• Think globally, act locally
• 0 defect
• Satisfaction rate = 100%
• Return on investment = 20%
• 10% of capital owned by employees
• 60% of revenue from international
• 60% of share of all active markets
• 100% of local talent internationally
AXA example, source: Auvé
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Operational Action Plans
Each operational manager proposes action plans to reach the general objectives of the firm
Strategic objectives are translated into complementary and converging operational objectives
The strategic process must involve all levels and all functions of the firm
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Aligning operational action plans and overall strategy
Level 1
Company
Mission and strategic direction
Main objectives (measurable)
Action plans
Level 2
SBUMission for
Business UnitsOperational objectives
Level 3 Functions Mission for
Functions Operational objectives
Level 4 Operations
Mission for Factories or divisions
Operational objectives
Action plans
Action plans
Action plans
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1. Identify what can be improved
2. Identify root causes
3. Propose alternative solutions
4. Agree on action plan
5. Implement
6. Measure results
Gap must be clear and measurable
Validate one or more causes
Select a solutionBest options
Roles and responsibilities
Demonstrate effectiveness
Management by Fact or PBS
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Objective of MBF
Targeted use of competencies
Common tools and measurement methods
Analysis and actions based on fact
Accountability at all levels
Align individuals’ and groups’ objectives with those of the company
Ensure learning (individual and organizational)
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Mission statement
General and specific objectives
SB
SB = story board
SB SB
SB SB SBSB SB SB
Intra-functionalmeetings
Intra-functionalmeetings
Intra-functionalmeetings
Cross-functional meetings
Stra
tegi
c ad
just
men
tsMBF = Measurable
implementation of strategy
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What are Stakeholders?
Stakeholders are those individuals or groups who depend on an
organisation to fulfil their own goals and on whom, in turn, the
organisation depends.
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Exhibit 4.7 Stakeholders of a Large Organisation
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Exhibit 4.9 The Power/Interest Matrix