Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Make your likes visible on Facebook?

Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.

No, thanks

Team A: Strategic Plan Presentation

No description
by

Kim Griffith

on 3 April 2014

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of Team A: Strategic Plan Presentation

University of Poenix
SC12BSB02
MGT/498
April 2, 2014
Dr. Jay Deb

TEAM A:
Andreea Clemente
Marena Estes
Kim Griffith
Elizabeth Jenkins
Samantha Ventura

STRATEGY FORMULATION
Mission:
Focus on acheiving and maintaining reasonable profitability to assure that the financial and human capital is available for sustained growth
STRATEGY IMPLEMENTATION - INTERNAL DYNAMICS
STRATEGY FORMULATION - OBJECTIVES
STRATEGY FORMULATION - ECONOMIC LOGIC
Arenas
Areas
Where will be active? Channels, segments, geographic areas, core technologies, value-creation
Vehicles
Means of participation
How will we get there? Internal development, joint ventures, licensing and francising, alliances, acquisitions
Differentiators
Understands why customers choose
How will we win in the marketplace? Image, customization, price, styling, reliability, speed to market
ASSESSMENT CONTROLS & FEEDBACK
Evaluates and selects measures to assess the performance based on the organization’s objectives / goals to be achieved. 
Ensures that an organization is achieving what is set out to accomplish.
...continued
Environmental concerns
Ecological footprint

...continued
Staging and pacing
Timing and pace
What will be our speed and sequence of moves? Lowest costs through scale advantages, replication, unmatchable service, propriety product features
Economic logic
For profit firm
How will we obtain our returns? Speed of expansion, sequence of intitiatives
When is it time to alter the strategic plan?
When the implemented plan does not meet the desired results.
CLOSING
Walked through every step of the strategic management process
Discussed why Riordan needs a plan
Ethical considerations
Environmental scanning for a competitive advantage
Innovation and sustainability considerations
Internal dynamics and resource considerations for strategy implementation
Feedback considerations

INNOVATION & SUSTAINABILITY
Improve innovation and sustainability
Blend of differentiation and low-cost business strategies
Provide quality products at reasonable price

STRATEGIC MANAGEMENT PROCESS
STRATEGIC PLAN
INTERNAL DYNAMICS
Understanding the area and guiding employees
Communication and connection between Teams and Plans
Strategically maneuver the Culture Align
Questions to be asked
Mold Structural Leadership
ENVIRONMENTAL SCANNING
Monitoring, evaluating and disseminating of information from the external and internal environments to key people within the corporation.
STRATEGY FORMULATION
The development of long-range plans for the effective management of environmental opportunities and threats, in light of corporate strengths and weaknesses.
STRATEGY IMPLEMENTATION
A process by which strategies and policies are put into action through the development of programs, budgets, and procedures.
EVALUATION & CONTROL
A process in which corporate activities and performance results are monitored so that actual performance can be compared with desired performance.
INTERNAL
EXTERNAL
COMPANY OVERVIEW
INTRODUCTION
ENVIRONMENTAL SCANNING
COMPETITIVE ADVANTAGE/INNOVATION/SUSTAINABILITY
STRATEGY FORMULATION
STRATEGY IMPLEMENTATION
EVALUATION AND CONTROLS
CLOSING

RIORDAN MANUFACTURING INC.
SINCE 1991
DR. RIORDAN
CHEMIST
PATENTS IN POLYMER
550 EMPLOYEES
$46 MILLION IN REVENUES
$1 BILLION IN REVENUES
PROCESS
COMPANY OVERVIEW
STRATEGIC PLAN
MANAGERIAL DECISIONS & ACTIONS
PLANS ARE A NECESSITY
EMPHASIZE TWO ISSUES
PROBLABLE SCENARIOS
CONTINGENCY STRATEGIES
ULTIMATE GOAL
FOCUS ON SMALL SET OF DESIRABLE, CLEARLY ARTICULATED OUTCOMES
HIGHLY RECOGNIZABLE BENEFITS
CLEAR VISION
ABILITY TO CONCENTRATE
IMROVED UNDERSTANDING OF ENVIRONMENT
IDENTIFY CHALLENGES
BIGGEST BENEFIT
ACTUAL PROCESS ITSELF - THE PROCESS OF STRATEGIC THINKING
INTRODUCTION
S
STRENGTHS
W
WEAKNESSES
O
OPPORTUNITIES
T
THREATS
ADVANTAGES
DISADVANTAGES
ENVIRONMENTAL SCANNING
INTERNAL ENVIRONMENT
Chain of Command
Lower employee grievances
Training
Unfair assessment
Culture of Riordan
Beliefs, expectations, values
Ethics

EXTERNAL ENVIRONMENT
ETHICS
Individual and group
Decision to behave ethically
Corporate culture
Ethical Beavior
Positive perception of Rirodan
Attract stakeholders
Investors
Customers
Industry Analysis
Societal
Environmental concerns
Technological
CAD system
Economics
Emerging markets
Ecological
Enviromental concerns
COMPETITIVE ADVANTAGES
Popularity of product
Hard to be copied

Distribution networks
Customer Support
Use environmentally friendly products
Increase cash flow for product development and marketing
Implement virtual training for all employees, regardless of location
Implement virtual training for all employees, regardless of location
Create a system to better assess the performance of employees
Set up a new CAD system for the design team
BUSINESS CONTINUITY
Description of Processes and Procedures
Avert disasters
Connect Internal dynamics
Correlate culture
Structural Leadership connection
STRATEGY IMPLEMENTATION
PROGRAMS
Six Sigma, Lean Manufacturing
Total Quality Management (TQM)
Enterprise Resource Planning (ERP)***New
Manufacturing Resource Planning (MRP)***New
PROCEDURES
BUDGETS
Financial Leverage
Current assets
Possible inventory, materials, land, or buildings
Current Liabilities
Accounts receivable
Collect on monies owed
Capital budgeting
Possible investments
Outsourcing
Standard Operating Procedures (SOP)
ISO 14001
Enviromental criteria
Balanced Scorecard
Helps align intiatives for Scorecard goals
EVALUATION & CONTROL
WHAT TO MEASURE
Market share growth
Employee performance
Corporate performance
MEASUREMENTS
ESTABLISH STANDARDS/MEASUREMENT GUIDELINES
Output controls
Perfomance results
Behavior controls
Activities that generate performance
Compliance with ISO 9000
Input controls
Resources
Knowledge, skills, abilities, motives, values
Return on Investment (ROI)
Earnings per share (EPS)
Balanced Scorecard
Financial & non-financial performance
SELF ASSESSMENT CONTROLS
Allows managers and employees to assess the organization's risk management and processes
INPUT CONTROLS
This is about using resources (i.e. knowledge, skills, and values of the employees).
OUTPUT CONTROLS
Focuses on the end result of the objectives and performance milestones
Full transcript