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Introduction

Introduction to Strategy

Strategy generally involves setting goals, determining actions to achieve the goals, and mobilizing resources to execute the actions.

Strategy is important because the resources available to achieve goals are usually limited.

Strategy

A strategy describes how the ends (goals) will be achieved by the means (resources).

Key Attributes:

  • Directs the organization toward overall goals and objectives.

  • Includes multiple stakeholders in decision making.

  • Needs to incorporate short-term and long-term perspectives ; Peter Senge refers to this needs as a “creative tension”.

  • Must maintain a vision for the future of the organization while focusing on its present operating needs.

  • Recognizes trade-offs between efficiency and effectiveness.

Attributes

Stakeholders

Stakeholders

Stakeholders

Strategy model

Strategic Management Model

Measurement

Strategy Model

Strategy

How do we measure our progress?

Implementation

Strategy Formulation

Scanning

Modifications

Where do we want to be?

How do we get there?

Where are we now?

Vision

To be a globally admired ceramics company.

Mission

To be a partner of choice for world leaders in innovation and create value for our customers.

Values

Five Lights: Integrity, Passion, Quality, Respect and Responsibility.

GOALS

Levels of Strategy

Levels of Strategy

Internal Analysis

Identifies and evaluates resources, capabilities, and core competencies.

Internal Analysis

R

Resources

C

Capabilities

Resource Based View

D

Distinctive Competencies

  • Distinctive competencies are firm-specific strengths that allow a company to differentiate its products or service from those offered by rivals and/or achieve substantially lower costs than its rivals.

  • Distinctive competencies arise from two complementary sources: resources and capabilities.

Distinctive Competencies

Competitive Advanatage

Value

Network

Value

Network

Value Chain Analysis

VC

VC

Activities

MANAGING VALUE CHAIN (VCM)

VCM

ALLOCATION/CONFIGURATION OF RESOURCES IN THE VALUE CHAIN IN ORDER TO ACHIEVE – LOWER COST OR DIFFERENTIATION WHEN COMPARED TO COMPETING VALUE CHAINS.

3 Vs

  • Valued Customer

  • Value Proposition

  • Value Network

CVM

The only way to command a premium in the B2B market is to demonstrate in monetary terms that whatever is being offered to the client has more value than the next best alternative.

It’s termed as Customer Value Management

3 Vs Defined

"Valued customer" is a way to segment and target customers based on perceived value.

"Value proposition" is how to competitively differentiate products and services to customers.

"Value network" is how you deliver the value proposition to the target customer. It's a cross-functional orientation often referred to as the "value chain."

External Analysis

External

Analysis

External Analysis

E A

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PESTLE

2.

Porter's Five Forces Model

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Corporate

Strategy

Functional Strategy

C S

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Where? What? Why?

Global

Strategy

G S

Porter's Diamond Model

Global Strategies

G S

Entry Modes

Implement

S I

B S C

7 S

GE Matrix

Changing Drivers

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