ONLY FOR MAESTRO
Strategic Planning
Chapter 5
After reading this chapter you should have a good understanding of:
The definition of strategy, strategic planning, and strategic management.
The strategic management process and its interrelated stages.
The impact of environmental analysis on strategy formulation.
How to use the SWOT analysis to formulate strategy.
Porter’s Five Force model and their effect on firm pricing and profitability.
The definitions of and differences in the vision statement and the mission statement.
Porter’s generic strategies: overall cost leadership, differentiation, and focus.
The definition of goals and objectives and the four distinct categories of objectives.
Chapter learning objectives
Nokia was the industry dominant player in the 1990’s -2005.
Sales increased fivefold from 96’-01’ …in 2005 Nokia sold its one billionth handset.
In 2007, Nokia’s market share dropped 51% and the stock lost 45% of its value.
During that same time Apple’s stock increase 234%.
What happened????
Customers needs changed….demanding interactive applications, web browsing, mail, and GPS…all of which was provided by Apple and the Blackberry.
Why is strategy important?
Strategy is the coordinated managerial action plan to pursue the organizational mission to reach its targeted goals and objectives.
Goal is to maximize long-term profitability
Strategy is a set of decision-making rules for guidance of organizational behavior.
What is strategy?
Tactics are the methods and actions use to accomplish the strategies
Tactics are more specific, the ‘how-to’ part of the process.
In an organization, the board of directors (as well as affected parties) decides strategy whereas the tactics are planned by department heads
Strategy helps a firm accomplish their goals by developing a competitive advantage
What is strategy?
Competitive Advantage
Exists when the firm is able to deliver the same benefits as the competition but at either a cost advantage or differentiation advantage
Both cost and differentiation advantage can be achieved through Operational effectiveness (quality, JIT, benchmarking, outsourcing, etc.) better than your rivals.
A company achieves a sustainable competitive advantage when an attractive number of buyers have a lasting preference for the company over the competition.
What is strategy?
Sustainable competitive advantage cannot be achieved only through operational effectiveness
A firm must perform different activities from its rivals or perform similar activities in different ways.
A company with good strategy is clear on its direction and avoids copying rivals
What is strategy?
Consider Wal-Mart, Southwest Airlines, and IKEA, each have developed unique, internally consistent, and difficult to imitate activities that have provided each with a sustained competitive advantage. A company with a good strategy is clear on its direction and avoids copying what rivals do. Imitating your rivals eventually leads to mutually destructive price competition and sub-optimal firm performance.
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Strategic Management is the systematic analysis, decisions, actions, and evaluations an organization undertakes in order to create and sustain a competitive advantage.
Analysis
managerial process of evaluating of the firm’s current competitive position, goal, vision, mission, and strategic objectives.
Decisions
Involves formulation, planning, and developing strategy
Actions
Taking necessary actions to implement strategies
Evaluate
Modify strategies as needed to create a competitive advantage
Strategic management
Strategic Management combines:
Strategic planning
Capabilities planning
Change management
Requires both near-term profit making and long-term strategic development
The creative tension managers experience in needing a vision for the future and focus on the present (think of finance and R&D)
Strategic management
Strategic Management includes in its decision-making those individuals, groups, and organizations that have a ‘stake’, hence, Stakeholders in the success of the organization, including the owners, employees, customers, suppliers, the community at large.
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Interdisciplinary
Does not focus on one specific unit of the firm
Externally focused
Considers the affects of the external environment on the strategic position of the firm
Internally focused
Awareness of the firms resources and functional and managerial capabilities
View of the future organization
Looking to understand what the future of the industry will look like and how the company will play a role in the future industry
4 - Characteristics of strategic management
Strategic Vision is the image a business must have of its aims and goals before it seeks to reach them, it describes the shape of the firm that the influential managers of the firm propose to develop.
Vision statement
Defines what your business will do and why it will exist tomorrow.
Inspiring, overarching, and long-term
A statement of the organizations future, what it is and what it is to become
Management vision
Management vision, alternatively called strategic vision or management creed,
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Is built on four elements:
Describes future course of the company to its stakeholders, it is the ‘where we are going’ statement.
Describe a purpose for the firm
Brief statement on what the firm does to achieve its purpose
Includes a statement of the broad goals for the firm.
Strategic vision
Is the organizations vision statement translated into written form and provides a sense of direction to guide the actions and decision making in its present business purpose.
Defines the overall goals and serves to motivate the people within the firm.
Answers the question of ‘What business are we in?’
Mission statement
A mission statement should:
Define what the company is
Define the limitations (what it is not)
Broad enough to allow for creative growth
Define what distinguishes the company from others
Define framework to evaluate current activities
Defined clearly for all to understand, in a limited amount of statements
Mission statement
Vision statement describes the company’s future business
Answers ‘where are we going’…future
Mission statement describes the company’s present business
Answers ‘who we are, what we do, and why we are here’…present
Mission statement versus vision statement
The strategic management process
Consists of five interrelated stages:
Every manager carries around in his or her head a set of biases, assumptions, and presuppositions about the structure of the relevant industry.
How to make money in the industry.
Who the competition is and isn't.
Who the customers are and are not.
Environmental analysis requires managers to continually question such assumptions.
Industry assumptions
Environmental scanning is the internal communication of external information about issues potentially influencing an organizations decision-making process.
Surveillance of a firm’s external environment to identify and predict changes to come and detect current changes affecting the firm’s future
Creating an environmentally aware organization
The information gathered, including the events, trends, and relationships that are external to an organization, is provided to key managers within the organization and is used to guide management in future plans.
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Four areas of environmental scanning
Economic scanning
Industrial scanning
Basic external factors
Technology scanning
Creating an environmentally aware organization
Economic Scanning
Capturing the existing and future trends and conditions that characterize the economic activity in all geographic areas that the firm conducts business
Industrial Scanning
Analyzing business sectors the firm desires to enter into through trends such as market growth rate and the current / future life cycle of the industry
Creating an environmentally aware organization
Basic external factors
Uncontrollable factors including legal, political, and social
Important to define the past and future attractiveness when considering potential industry sector
Technology scanning
Ongoing studies and assessments tracking trends, technologies, and innovations that could influence next-generation intelligent systems within 5-7 years.
Creating an environmentally aware organization
Is the recording of the evolution of environmental trends, sequences of events, frequency of events, and predictability of events
Allows for evaluation of level of changeability
Competitive Intelligence
Helps a firm define and understand their industry, identify strengths and weaknesses, capitalize on opportunities and mitigate threats
Environmental monitoring
SWOT Analysis
Tool analyzing the firms and its industry’s conditions
Internally it assesses the strengths and weaknesses
Factors you can control and affect
Externally it assesses the opportunities which the environment presents and threats which are factors largely out of your control
Useful to do for your firm and your competitors
SWOT Analysis
You can also think of SWOT analysis as the process of asking four important questions.
First, what makes us strong?
Second, what makes us weak?
Third, what opportunities are in the marketplace of which we can capitalize upon?
Fourth, what type of threats are out there that can undermine our organization, its goals and its mission?
SWOT Analysis
External opportunities provide an organization a means to improve its performance and competitive advantage in a market environment.
Some opportunities can be foreseen (expanding franchising into a new city, taking advantage of newly developed technology)
External threats are anything from your organization's outside environment that can adversely affect its performance or achievement of its goals.
SWOT factors
Macro Environments
General environment factors that have a dramatic effect on a firm’s strategy
Six sections comprise the macro environment:
demographic,
sociocultural,
political/legal,
technological,
economic,
and global
Macro Environment
Demographics include population, affluence of the society, ethnicity, geographic distribution, education, income levels.
Sociocultural include the factors that influence the lifestyle of a society.
Example: percentage of women in the workforce and a concern for healthy diets and physical fitness
Macro Environment
Political forces are governments and unilateral bodies that declare certain rules, regulations, laws or restrictions with regards to the way a country is run
Example: Taxation
Legal forces are the laws and legislation that a political body introduces
Both of these forces influence industry competitiveness and profitability
Macro Environment
Technological forces can significantly alter the demand for a product or service, dramatically effecting the environment of a firm
May help the firm forecast and identify relevant developments, assess the impact of these developments on existing operations, and define opportunities
Economic analysis is a comprehensive study of national, regional, and global economic performance and trends that have direct impact on the potential attractiveness of business ventures
Example: interest rates, inflation rates, stock market trends
Macro Environment
Global factors provide firms opportunities, such as larger markets, and ricks such as political, social and economic
Example: currency exchange rate, increasing global trade
SWOT Analysis Framework
Environmental Scan
Internal Analysis
External Analysis
Strengths Weaknesses
Opportunities Threats
SWOT Matrix
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How to complete a SWOT Analysis
List the firm’s key external opportunities
List the firm’s key external threats
List the firm’s key internal strengths
List the firm’s key internal weaknesses
How to complete a SWOT Analysis
Match internal strengths with external opportunities, and record the SO Strategies in the appropriate cell.
Match internal weaknesses with external opportunities, and record the WO Strategies.
Match internal strengths with external threats, and record the ST Strategies
Match internal weaknesses with external threats, and record the WT Strategies.
SWOT Analysis
Five competitive forces determining the intensity of competition and profitability and attractiveness of an industry
Assists management in deciding how to exploit particular characteristics of their industry
Porters five forces model of industry competition
Bargaining Power of Supplier
The power is determined by how much suppliers can impose pressure on margins and volumes
Suppliers are more powerful when:
They are concentrated and well organized
Only a few substitutes are available to supplies
Their product is most effective or unique
Switching cost, from one suppliers to another, is high
You are not an important customer to Supplier
Bargaining Power of Buyers
The power is determined by how much customers can impose pressure on margins and volumes
Buyers have more power when:
There are few buyers with many suppliers
Buyer purchases in large volume
The supplying industry is made up of a large number of small companies
Buyers product is not unique or differentiated and can be replaced by substitutes
Buyer’s suffers no cost of switching to a competitors’ product
The supplying industry operates with high fixed costs increasing the imperative for sales
Buyers have low margins and are price sensitive
Buyer knows about the suppliers production costs of the product
Threat of New Entrants
New entrants can raise the level of competition and market environment, while also reducing its attractiveness
Threat of entry is high when:
Capital requirements to start the business are low
Customers can easily switch (low switching cost)
Your product is not unique or differentiated
Barriers created by the Government are low
No protection for patents, licensing, trademarks or other proprietary knowledge
Little brand franchising exists
Little to no brand loyalty
Threat of Substitutes
Exists when there are alternative products with lower prices offering better performance for the same purpose
Threat is high when:
There are many substitute products available
Customers can easily find the product or service that you’re offering at the same or less price
The Quality of the substitute product is equal or better
The Substitute product is provided by a company that is earning high profits on other product(s) and as such can reduce prices on the substitute to the lowest level.
Industry Rivalry
Intensity of competition between existing companies in an industry
Rivalry is high when:
There are a large number of small or equally capable competitors
There is little differentiation between the competitors and their products
Customers have low switching costs
All of the competitors are pursuing similar strategies
Industry has low growth rate hence growth is achieved at expense of competitor
Exit barriers from industry are high and rivals must stay and compete
Fixed cost are high resulting huge production and reduction in prices
The 6th Force of Porter
Complementors
Companies that sell or offer goods or services that are complementary to and have potential impact on the goods and services sold in a given industry
Complementarity
When a product or service complements another that exists
6th Force Example
Coffee and Coffee Creamer and hot dogs and hot dog buns are examples of complementary goods
Capabilities
Firm’s ability to transform inputs to outputs in order to meet the firm’s objectives and exploit resources
Expressed through:
People: enough people, with the necessary competencies and experience?
Physical resources: the necessary machinery, equipment, and buildings?
Financial resources: enough money and credit?
Business systems: processes and infrastructure sufficient?
Information: the necessary knowledge, data, and information systems?
Intellectual property: copyrights, patents, and designs adequately protected?
Supplier relationships: reliability and continuity of supply?
Firm capabilities
Competency is a cross-functional integration and coordination of firm capabilities and is the product of organizational learning and experience representing proficiency in performing internal activities
Core Competency is a collection of competencies that crosses divisional boundaries
When a firm’s core competencies are superior to competition they become distinct competency
competency
distinctive competencies are those competitively significant activities that a company performs better than its competition that cannot be easily matched or imitated by its competitors.
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Competitive advantage
Exists when the superiority gained by the distinctive competencies are exploited
Allows the firm to provide same value as competitors at a lower price or charge higher price for greater value
Sustainable competitive advantage
Long-term competitive advantage that is not easily duplicated or surpassed by competition
Competitive advantage
Two dimensions of Porter’s generic strategies
Strategic scope
Demand-dimension
Looks at the size and composition of the market
Strategic strength
Supply-side
Looks at core competencies of the firm
Porter’s generic strategies
Three generic strategies
Overall Cost Leadership
Creating low-cost position through value-chain
Focus is to become the lowest cost producer within the industry
Experience curve is gained as a firm learns through experience
Porter’s generic strategies
Porter’s generic strategies
Differentiation
Creating products and/or services that are unique and valued
Striving to be unique industry-wide
Focus on the ‘non-price’ attributes
Focus
Directing ‘focus’ toward a narrow product line, buyer segment, or targeted geographic market
Targeting a niche market
Must achieve competitive parity in order to achieve above average performance
Porter’s generic strategies
Industry Life Cycle
Stages of the Industry Life Cycle:
Emergence (E)
Turbulent period when industry is born
Accelerating Growth (G1)
Demand growth outpaces growth of supply
Decelerating Growth (G2)
Supply begins to exceed demand
Maturity (M)
Saturation is reached and there is substantial overcapacity
Decline (D)
Lower volume of demand
History has shown that both business and products experience periods of growth interrupted by periodic recessions, and subsequent recoveries restored to pre-recession growth rates. History has also shown that some industries the growth continued to occur and for others, the growth slowed down and even declined.
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Strategic Groups within an Industry
Strategic Group Mapping illustrates the competitive forces within your industry, your competitive position, and your competitors position
Strategic Group
Are industry members with similar competitive approaches and positions in the market
Strategic Groups within an Industry
Using different competitive approaches allows for industries to find a competitive niche position
Propitious niche is an extremely favorable niche because it is so well suited to the internal and external environment of the firm that competitors are not likely to challenge or dislodge it
How to create a Strategic Group Map
List your five to ten nearest competitor
Identify the top two competitive factors in your market
Create groups of competitors that fall into the same strategic space
Plot firms on a two-variable map based on their strategic approach
List your five to ten nearest competitor – they can be direct or indirect but should be companies that compete closely with your product or service.
Identify the top two competitive factors in your market – Typically, variables used include; price/quality (high, medium, low), geographic coverage (local, regional, national, global), degree of vertical integration (none, partial, full), product line breadth (wide, narrow), choice of distribution channels (retail, wholesale, internet, multiple channels), level of service offered (none, limited, full), brand image (low, medium, high).
Create groups of competitors that fall into the same strategic space – Reviewing the list created in Step 1 and using the criterion established in Step 2, assess each competitors strengths and weaknesses against the competitive factors. You should have 2-3 groups including your own company in one of the groups. Consider the strengths of each company as well as unique characteristics in product or services, market share, marketing approach, or any relevant industry specific factor.
Plot firms on a two-variable map based on their strategic approach – Draw circles around each strategic group, making circles proportional to the size of each group’s share of total industry sales revenue.
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Quality
Reliability
Aircraft Utilization
Passenger load %
Turnover %
Seat Productivity
Yield per seat mile
Price
Level of Service
Example of Competitive Factors for an Airline
Strategic Group Map Example
Strategic Group Map
Reliability
Low Medium High
Quality
Low Medium High
Koala Worldspan Aloha
Beyond
Northwest
Air Azusa
Panorama
Serge
Positioning refers to the perception of a product in the minds of consumer in relation to its competing product.
Positioning map is a graphical device to study and analyze the positions or perception of each of a group of competing products in respect of two specific product characteristic.
It is a basically a graph that represents the strength or extent of the two product characteristics on x and y-axis.
Positioning Map
Positioning Map
Price
Low High
Quality
Low High
Atlas
Panorama
Brooklyn
Worldspan
Serge
Northwest
Assesses business units on the basis of market share and growth rate of the industry in which they compete to identify growth cycle stages
Seeks to evaluate the company’s competitive strength within an industry
Helps identify areas with most attractive future profits and areas of limited prospects
Portfolio analysis techniques
BCG Growth-Share Matrix
GE McKinsey Business Screen
Portfolio analysis
BCG Matrix
The BCG Matrix graphically portrays differences among divisions in terms of relative market share position and industry growth rate.
The BCG Matrix allows a multi-divisional organization to manage its portfolio of businesses relative to all other divisions in the organization.
BCG Relative Market Share
Relative market share can be calculated in terms of revenues or market share. It is calculated by dividing your own brand’s market share (revenues) by the market share (or revenues) of your largest competitor in that industry.
For example, if your competitor’s market share in refrigerator’s industry was 25% and your firm’s brand market share was 10% in the same year, your relative market share would be only 0.4.
Relative market share is given on x-axis. It’s top left corner is set at 1, midpoint at 0.5 and top right corner at 0.
BCG Market Growth Rate
The Market growth rate can be calculated by looking at average revenue growth of the leading industry firms and is measured in percentage terms.
The midpoint of the y-axis is usually set at 10% growth rate, but this can vary. Some industries grow for years but at average rate of 1 or 2% per year.
Therefore, when doing the analysis you should find out what growth rate is seen as significant (midpoint) to separate cash cows from stars and question marks from dogs.
BCG Example
| Brands | Revenues | % of Corp. earnings | Largest competitor's mkts share | Your brand’s market share | Relative Market Share | Market Growth Rate |
| 1 | 500,000 | 54% | 25% | 25% | 1 | 3% |
| 2 | 350,000 | 38% | 30% | 5% | 0.17 | 12% |
| 3 | 50,000 | 6% | 45% | 30% | 0.67 | 13% |
| 4 | 20,000 | 2% | 10% | 1% | 0.1 | 3% |
Relative Market Share
1.0 .50 0.0
Market Growth Rate
0.0 .10 .20
Stars
High growth / high market sharee
Question marks
High growth / low market share
Cash Cows
Low growth / high market share
Dogs
Low growth / low market share
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2
3
4
Backward/Forward Integration
Market Penetration
Market Development
Product Development
Market Penetration
Market Development
Product Development
Divestiture
Product Development
Diversification
Retrenchment
Divestiture
Retrenchment
Divestiture
Liquidation
Categories of BCG Growth Share Matrix
Stars –(high growth/high market share) have high market share in a growing market that still requires considerable resource support. Maintaining market share, Stars can grow into Cash Cows.
Question Marks –(high growth, low market share) typically these are new products in a growing market where buyers have not yet discovered them. Question marks have high demand and low return due to low market share and without significant investment, can quickly turn into dogs.
Cash Cows –(low growth, high market share) typically companies strive for these products. Ones that have high market share in a mature market and if a competitive advantage exists, generate substantial cash flow. Because of low growth, marketing and placement investments are also low.
Dogs – (low growth, low market share) are to be avoided and divested as soon as possible. Typically, turnarounds are expensive and unsuccessful.
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Improvements from BCG Growth Share Matrix:
Uses nine cells to add a further dimension of relationship
Uses Industry Attractiveness vs market growth and Business Unit Strength vs. market share as its axes
Each SBU is represented by a circle with market size reflecting the circle size and a portion of the market share the SBU has in indicated by a ‘pie slice’ of the circle
The arrow reflects the future position of the SBU
GE/mckinsey matrix
GE/mckinsey matrix
Industry Attractiveness factors:
Market Growth rate
Demand Variability
Industry Rivalry
Political Factors
Social Factors
Business Unit Strength Factors:
Access to Distribution channels
Growth in Market Share
Profit margin vs. competition
Market Size
Industry Profitability
Global Opportunities
Market Share
Production Capacity
Environmental Factors
Technological Factors
Brand equity
Market Niche
Supply Chain Management
GE McKinsey Matrix
Industry attractiveness and business unit strength are calculated by first identifying criteria for each, determining the value of each parameter in the criteria, and multiplying that value by a weighting factor.
The resulting is a quantitative measure of industry attractiveness and the business unit’s relative performance in that industry.
Both industry attractiveness/business unit strength are calculated as follows;
Factor value 1 x factor weighting 1
Factor value 2 x factor weighting 2
“ “ x “ “
Factor values must total 1.00
Factor weighting range 1 (poor), 2.5 (average), 4 (excellent)
| Industry Attractiveness | Weight | Rate | Weighted Score |
| Market Growth Rate | 0.20 | 4 | 0.8 |
| Global Opportunities | 0.25 | 4 | 1.0 |
| Industry Rivals | 0.20 | 4 | 0.8 |
| Industry Profitability | 0.15 | 3 | 0.45 |
| Market Size | 0.20 | 4 | 0.8 |
| Total | 1.00 | 3.85 | |
| Business Unit Strength | Weight | Rate | Weighted Score |
| Supply Chain Mgmt | 0.25 | 4 | 1.0 |
| Production Capacity | 0.15 | 3 | 0.45 |
| Market Niche | 0.20 | 4 | 0.8 |
| Capital Utilization | 0.20 | 4 | 0.8 |
| Brand Image | 0.20 | 3 | 0.6 |
| Total | 1.00 | 3.7 |
GE/McKinsey Matrix
GE/McKinsey Matrix
Visually represents the relative strength of the SBU in its industry
Can help management determine how to allocate resources to Invest, Manage, or Harvest
Invest – strong/average SBU’s in attractive industries and strong SBU’s in average industries
Manage – average SBU’s in average industries, strong SBU’s in weak industries, and weak SBU’s in attractive industries
Harvest – Weak SBU’s in average and unattractive industries and average SBU’s in unattractive industries
Ge/mckinsey matrix
The Business Unit Strength is then determined by assigning a weighting that is appropriate for the industry in the same manner used to determine the Industry Attractiveness.
The matrix is a useful tool for management as it visually represents the relative strength of the SBU in its industry. From this information, management can determine to allocate resources enabling SBU growth, maintain resources to hold the position, or withdraw resources and harvest the unattractive SBU.
Grow – strong and average SBUs in attractive industries, and strong SBUs in average industries.
Hold – average SBUs in average industries, strong - SBUs in weak industries, and weak SBUs in attractive industries.
Harvest – weak SBUs in average and unattractive industries and average SBUs in unattractive industries.
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Advantages:
Encourages decision makers to evaluate each of the firm’s businesses separately, setting objectives and allocating resources for each.
Inspires using externally oriented data to supplement management’s judgment.
Raises the issue of cash flow availability for use in expansion and growth.
Provides graphic depictions to facilitate communication.
Ge/mckinsey matrix
Limitations:
Difficult to define products and market segments
Provides generic strategic advice that could potentially cause the firm to fall short of performance optimality
Unclear what makes an industry attractive or where a product is on its life cycle
May reduce the firm’s performance if naively followed without considering input and other analyses results
Ge/mckinsey matrix
After analyzing the firm environment, decision makers now have the foundation in which to formulate a strategy.
There are Three common directional strategies that management can choose based on their analysis of the firm.
Growth Strategies
Designed to achieve growth in sales, assets, or profits
Aimed at winning larger market share
Stability Strategies
Continuing current activities without change
Suitable for organizations in a stable, predictable environment
Retrenchment Strategies
Organizations in a weak competitive position or poor performance
Reducing diversity or overall size of the organizational operations
Used to cut expenses in order to become more financially stable
Organizational strategies
It is at the corporate level that the determination on how capital, staffing, and other resources are allocated for firms. This includes decisions regarding the flow of financial and other resources to and from a company’s product lines and business units. Additionally, market definition, diversification strategies, and decisions to add new products or services to the existing offerings, falls under the purview of corporate level strategy.
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End Chapter 5
Establishing Organiza/onal Direc/on (Vision
& Mission Statement)
Environmental Analysis (Se>ng
Goals and Objec/ves)
Strategic Formula/on
Strategic Implementa/on
Strategic Control (Monitor, Evaluate, Control)
Feedback
Establishing
Organizaonal
Direcon (Vision
& Mission
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Environmental
Analysis (Seng
Goals and
Objecves)
Strategic
Formulaon
Strategic
Implementaon
Strategic Control
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Feedback
Emergence G1 G2 Maturity Decline
Domes6c
Interna6onal
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Decelerated Growth
Typical Evolu-on of Compe--ve Strategy
Emergence G
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Maturity Decline
Domesc
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Accelerang
Growth
Decelerated
Growth
Typical Evoluon of Compeve Strategy
Invest
Invest
Manage
Selec.vely for Earnings
Invest
Manage
Selec.vely for Earnings
Harvest or Divest
Manage
Selec.vely for Earnings
Harvest or Divest
Harvest or Divest
INDUSTRY ATTRACTIVENESS STRONG MEDIUM WEAK 4 3 2 1
BU SI N ES S U N IT S TR
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HIGH MEDIUM WEAK
1 2 3 4
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Invest
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Earnings
Harvest or
Divest
Manage
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Harvest or
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Harvest or
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