BA460-Week #2: Strategic Planning. “If you don’t know where you are going any route will get you...
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Transcript of BA460-Week #2: Strategic Planning. “If you don’t know where you are going any route will get you...
![Page 1: BA460-Week #2: Strategic Planning. “If you don’t know where you are going any route will get you there.” Chris Bartlett, Harvard Business School.](https://reader036.fdocuments.in/reader036/viewer/2022062719/56649ec85503460f94bd47be/html5/thumbnails/1.jpg)
BA460-Week #2: Strategic Planning
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“If you don’t know where you are
goingany route will get
you there.”
Chris Bartlett,Harvard Business School
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Strategic Thinking :The Big-3 Questions:
1.Where do we want to go?
– What business(es) should be in – Market positions to stake out?– Consumer needs & segments serve?– Outcomes to achieve?
2.Where are we now?
3.How do we get there?
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Consumers
Company
Competitors
Conditions
You have begun …Situation & SWOT Analysis
External Opportunities
& Threats
Internal Strengths
& Weaknesses
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You are finding answers re:
How the market is segmented & the relevant criteria that influence consumers use in their purchasing decisions
The nature & magnitude of the competition
Existing & emerging Economic & Technological trends that will impact demand, pricing, product design & positioning
Consumers
Competitors
Conditions
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After- SWOT analysis of the situation… the next & most critical step in strategy development…oddly enough is –thinking–
Specifically-thinking about the way things have been & are now… AND- the way things could/should be
After- SWOT analysis of the situation… the next & most critical step in strategy development…oddly enough is –thinking–
Specifically-thinking about the way things have been & are now… AND- the way things could/should be
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Need to start thinking abt:
Where you want to go?
*Your Mission & Vision
We will produce outstanding financial returns by providing
totally reliable, competitively
superior, global, air-ground
transportation of high-priority goods and documents that require rapid, time-certain delivery."
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Mission or Purpose is a precise description of what an organization does. It should describe the business the organization is in. It is a definition of “why” the organization exists
Mission or Purpose is a precise description of what an organization does. It should describe the business the organization is in. It is a definition of “why” the organization exists
A vision is a statement about what your organization wants to become …
A compelling description of the state and function of the organization once it has implemented and achieved the strategic plan…
A vision is a statement about what your organization wants to become …
A compelling description of the state and function of the organization once it has implemented and achieved the strategic plan…
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http://www.bplans.com/dp/missionstatement.cfm
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>Strategy & Vision Statements>Strategy & Vision Statements
Valuable
http://www.bplans.com/dp/missionstatement.cfm
Strategies & Mission Statements
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Then decide--
How you will get there?
*Growth, Competitive & Functional Strategies
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3 Levels of Strategy
Corporate-Level : In what business do we compete?In what business do we compete?
Corporation
Business-Level : How do we compete?How do we compete?
Sensors Unit Nano-Tech Unit Cons.Elec. Unit
Functional-Level : How do we coordinate?How do we coordinate?
Finance HR / R&D Production Marketing
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Business Unit Competitive
Strategy
Business Unit Competitive
Strategy
CorporateGrowth Strategy
CorporateGrowth Strategy
Marketing Positionin
gR&D
Finance
Production
Human Resources
Functional Strategies
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Corporation
Level 1-Corporate Strategy
STRATEGICBUSINESS
UNIT #1
COMPETITORA
COMPETITORB
COMPETITORC
MARKET
STRATEGICBUSINESS
UNIT #2
COMPETITORD
COMPETITORE
COMPETITORF
MARKET
In which businesses do we compete?
Corporation
STRATEGICBUSINESS
UNIT #1
COMPETITORA
COMPETITORB
COMPETITORC
MARKET
STRATEGICBUSINESS
UNIT #2
COMPETITORD
COMPETITORE
COMPETITORF
MARKET
STRATEGICBUSINESS
UNIT #3
COMPETITORG
COMPETITORH
COMPETITORI
MARKET?
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Growth Strategy
Deciding on what Products & Markets to
compete with & in…
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Market Market PenetrationPenetration
ProductProductDevelopmentDevelopment
Market Market DevelopmentDevelopment
PresentPresent NewNew
P R O D U C TP R O D U C T
NewNew
M A R K E TM A R K E T
PresentPresent
Growth Strategies
DiversificationDiversification
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Attract new customers to existing products
Attract new customers to existing products
MarketDevelopment
MarketDevelopment
Increase market share among existing customers.
Increase market share among existing customers.
MarketPenetration
MarketPenetration
Create new products for present markets
Create new products for present markets
ProductDevelopment
ProductDevelopment
Concentrate on your primary line of business & look for ways to meet growth objectives thru increasing
your level of operation in your primary business
Concentrate on your primary line of business & look for ways to meet growth objectives thru increasing
your level of operation in your primary business
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Level 2: Business Unit Strategy
STRATEGICBUSINESS
UNIT
COMPETITORA
COMPETITORB
COMPETITORC
MARKET
How do we compete?
Price?Quality?Focus?
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Also need to decide-- how you are going to compete…
Also need to decide-- how you are going to compete…
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w/ what w/ what Competitive Competitive AdvantageAdvantage
Thru Cost Cost Advantage-Advantage-•Offer same benefit as competitor but at lower cost
Thru DifferentialDifferential Advantage-Advantage-
•Offer benefits which exceed competitors
w/ what w/ what Competitive Competitive AdvantageAdvantage
Thru Cost Cost Advantage-Advantage-•Offer same benefit as competitor but at lower cost
Thru DifferentialDifferential Advantage-Advantage-
•Offer benefits which exceed competitors
w/in which w/in which Market SegmentsMarket Segments
All market segmentsNiche segmentsEvolving segments
w/in which w/in which Market SegmentsMarket Segments
All market segmentsNiche segmentsEvolving segments
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Competitive Competitive Strategy is the Strategy is the creation of a creation of a unique & valuable unique & valuable position-position-
The position is based on- The position is based on- – Performing the
same activities as competitors, but differently
----or performing a different set of activities • Porters Generic Strategies
•Strategies & Mission Statements
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You can also Formulate Strategy by what dimension you compete on:
Differentiation:
Deliver unique & superior value in terms of product quality, features,
service
Cost: Design, produce,
market more efficiently than
competitors
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You can Formulate Strategy by the-
Number & nature of Number & nature of segmentssegments compete w/in- Undifferentiated Differentiated Niche Strategy
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& You can Formulate Strategy by-Riding A Products Life Cycle
Adjust Adjust Marketing Mix Marketing Mix according to according to natural natural Drift of products w/in segments-
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1.1. Cost/Quality Cost/Quality Differentiation Differentiation
2.2. Number & nature of Number & nature of segmentssegments compete w/in
3. Riding the Product Life Cycle
Put them all together &…
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Product Quality
Product Quality
Competitive Strategy Matrix:
CostCost
Broad MarketBroad Market Niche MrktNiche Mrkt Evolving MrktEvolving MrktCompete on:
#1
#2 #3
Number & nature of segments compete w/in
Number & nature of segments compete w/in
Cost/Quality Differentiation Cost/Quality Differentiation
Riding Product Life Cycle
Riding Product Life Cycle
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CompetitiveStrategies
CompetitiveStrategies
Product Life-Cycle
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Product Quality
Product Quality
Competitive Strategy Matrix
Overall Cost
Leader
Cost Leader- Lo -Tech Focus
Cost Leader - PLC
Lo+Trad+Hi
Differentiator-
Differentiator Hi- End Focus
Differentiator- PLC
Lo+Trad+Hi
CostCost
Broad MrktBroad Mrkt Niche MrktNiche Mrkt Evolving MrktEvolving MrktCompete on:
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Cost Leadership Strategic Choices
A cost leader does not try to be industry innovator
A cost leader positions products to appeal to mainstream customers
The overriding goal is- increased efficiency & lower costs relative to rivals
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Generic Business-Level Strategy:Cost Leadership
Advantages– If rivals charge
similar prices, a cost leader achieves superior profitability
– A cost leader is able to charge a lower price than competitors
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An overall cost leader will attempt to be low-cost producer in every segment of the market.
will have good profit margins on all sales while keeping prices low for price-sensitive customers.
An overall cost leader will attempt to be low-cost producer in every segment of the market.
will have good profit margins on all sales while keeping prices low for price-sensitive customers.
Overall Cost
Leader
Cost Leader- Lo -Tech Focus
Cost Leader - PLC
Lo+Trad+Hi
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-- seeks to dominate the price sensitive market segments.
--sets prices below all competitors — and still be profitable
-- seeks to dominate the price sensitive market segments.
--sets prices below all competitors — and still be profitable
Overall Cost
Leader
Cost Leader- Lo -Tech Focus
Cost Leader - PLC
Lo+Trad+Hi
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-- Will seek to minimize costs in marketing & production
Products will be allowed to age & change in appeal from High End, to Traditional, and eventually Low End buyers.
-- Will seek to minimize costs in marketing & production
Products will be allowed to age & change in appeal from High End, to Traditional, and eventually Low End buyers.
Overall Cost
Leader
Cost Leader- Lo -Tech Focus
Cost Leader - PLC
Lo+Trad+Hi
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Product Quality
Product Quality
Competitive Strategy Matrix
Overall Cost
Leader
Cost Leader- Lo -Tech Focus
Cost Leader - PLC
Lo+Trad+Hi
Differentiator-
Differentiator Hi- End Focus
Differentiator- PLC
Lo+Trad+Hi
CostCost
Broad MrktBroad Mrkt Niche MrktNiche Mrkt Evolving MrktEvolving MrktCompete on:
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Generic Business-Level Strategy: Differentiation
Create a product that customers perceive as different or distinct in an important way
Advantages– Premium price– Increased revenues =
superior profitability
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Differentiator
A differentiator will seek to create maximum awareness & brand equity.
Wants to be well known as maker of high quality/highly desirable products
A differentiator will seek to create maximum awareness & brand equity.
Wants to be well known as maker of high quality/highly desirable products
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Differentiation Advantages
Customers develop brand loyalty: The greater the loyalty.. The less the price sensitivity…
Differentiators can pass price increases on to customers
Differentiation and brand loyalty are barriers to entry
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Differentiation: Disadvantages
Difficulty in maintaining long-term distinction in customers’ eyes– Agile competitors can quickly
imitate– Patents & first-mover advantages
are limitedDifficulty/expense of maintaining
premium pricing– requires greater marketing costs
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DIFFERENTIATOR w/ HIGH-TECH FOCUS
A high-tech differentiator seeks to be top producer of best performing leading-edge products
A high-tech differentiator seeks to be top producer of best performing leading-edge products
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Competitive Strategies; Focused Differentiation:Focus on particular
group or geographic market– Seek differentiation
in targeted market segment
– Serve special needs of narrow target market
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DIFFERENTIATOR w/ PRODUCT LIFE-CYCLE FOCUS
A product life-cycle differentiator
seeks to be well-known as a top
producer of good performing
products in each of the targeted segments.
A product life-cycle differentiator
seeks to be well-known as a top
producer of good performing
products in each of the targeted segments.
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Level 3- Functional Strategy
R&D
PRODUCTIONMARKETING
/SALES
PURCHASING
INVENTORY
FINANCE
STRATEGIC BUSINESS UNIT
How do we coordinate?
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What makes a decision strategic?
Multi-functional in scope & consequences
Requires choice & trade-offs, integration & alignment
R&D
Prdtn
Mrktg
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In order to execute & achieve selected growth & competitive strategies--Need to coordinate decisions
across all Functional domains
Marketing
Production
Finance
R&D
HR
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Functional Integration & Strategic Alignment
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Getting In-Sync w/ Functional Planning
The goal of functional
planning is to
achieve a state of Internal
Strategic Alignment
The goal of functional
planning is to
achieve a state of Internal
Strategic Alignment
MARKETINGPRODUCTION
FINANCE
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INTERNAL STRATEGIC ALIGNMENT
MARKETINGPRODUCTION
FINANCEAchieved when :
All Decisions made by & within all
functional areas are in sync w/ one
another, As well as with the
overall strategic direction of the firm
Achieved when :
All Decisions made by & within all
functional areas are in sync w/ one
another, As well as with the
overall strategic direction of the firm
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Functional Planning Matrices
ExamplesExamples ofof::
internal internal strategic strategic
alignmentalignment
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Functional Alignment: In Achieving Cost Efficiency
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Functional Alignment: Implementing Differentiation Strategy
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Functional Alignment: In Achieving Superior Innovation
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Functional Alignment: Superior Customer Rlshps
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When When all decisionsall decisions made by & made by & within all functional areas within all functional areas are are in syncin sync w/ one another, w/ one another,
As well as w/ your overall strategic As well as w/ your overall strategic direction -- you achieve…direction -- you achieve…
When When all decisionsall decisions made by & made by & within all functional areas within all functional areas are are in syncin sync w/ one another, w/ one another,
As well as w/ your overall strategic As well as w/ your overall strategic direction -- you achieve…direction -- you achieve…
Distinctive Competencies
Distinctive Competencies
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Competitive Advantage*
Distinctive Competencies
*Achieved when you sustain profits above Industry
Average
Distinct competencies needed to achieve selected
competitive strategy
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Areas in which you can develop “Distinct Competencies”
MARKETING: Awareness & Accessibility
R&D: Product innovation & design PRODUCTION: Plant Automation &
utilization Human Resources: Worker
Expertise & Training
MARKETING: Awareness & Accessibility
R&D: Product innovation & design PRODUCTION: Plant Automation &
utilization Human Resources: Worker
Expertise & Training
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Distinct Competencies
CompetencieCompetencies in s in automationautomation & & human human resourcesresources could lead to could lead to a a competitive competitive advantage in advantage in cost cost leadershipleadership. .
CompetencieCompetencies in s in automationautomation & & human human resourcesresources could lead to could lead to a a competitive competitive advantage in advantage in cost cost leadershipleadership. .
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Achieving Competitive Advantage thru Cost-Focused Strategy
Allows for good profit margins on sales while keeping prices low especially in price-sensitive segments…
Allows for good profit margins on sales while keeping prices low especially in price-sensitive segments…
Functional Alignment
Production
Automation - pursued early & aggressivelyCapacity improvements unlikely (may run overtime instead)
Marketing
Spend moderately on promotion & sales
R&D Spend minimally on R&D
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Distinct Competencies
Competencies Competencies in in awareness, awareness, accessibilityaccessibility & & designdesign could lead to could lead to a a competitive competitive advantage advantage built uponbuilt upon differentiatiodifferentiationn
Competencies Competencies in in awareness, awareness, accessibilityaccessibility & & designdesign could lead to could lead to a a competitive competitive advantage advantage built uponbuilt upon differentiatiodifferentiationn
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Differentiator Seeks to create maximum awareness &
brand equity. Wants to be well known as a maker of
high quality/highly desirable products
Seeks to create maximum awareness & brand equity.
Wants to be well known as a maker of high quality/highly desirable products
Production Less likely to invest in increased automation or production capacity
Marketing Spend heavy on advertising & sales to create maximum awareness & accessibilityPrices tend to be higher
R&D High R&D spending - keep products fresh
Functional Alignment
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Virtually all tactical mistakes that are made
when implementing strategy
are a consequence of the lack of synchronization of decisions made in at
least two functional areas
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R&D and Production breakdown
You develop a new product but forget to buy plant & equipment for it…the year before it is to be launched…
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Marketing, Production & Finance out of sync
The company takes an emergency loan because inventory levels increase…
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Marketing, R&D, and
Production out of sync
You reposition a product from
the High End to
the Traditional segment, but do not address their material & labor costs…
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Everybody is out of sync!
Financial decisions are made before knowing the budget demands of all R&D, Marketing and Production decisions…
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Functional alignment- decisions matrixCompetitive Strategy:______
Strategic Objectives
Brand Rnd1
Tactics Rnd2
Marketing1234
1234
R&D1234
1234
Production1234
1234
HR
Finance
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EXAMPLE: Functional alignment- decisions matrix
BRAND:_newCompetitive
Strategy: Niche Differentiation
Strategic Objectives
Tactics
Rnd1
Tactics Rnd2
Marketing
R&D
Production
HR
Finance
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Competitive Strategy:ND Strategic ObjectivesMarketing Spend aggressively in promotion & sales in Hitech segments…. make our
products easy for customers to find. .. price at a premium. In the low tech segments we”ll exit gracefully, … as they exit the Low End
R&D We will keep our existing HiTech products (HI, PRF, & SIZE), phase out TRAD and LO, and introduce a new brand in the High End segment. Our goal is to offer technology oriented customers products that match their ideal criteria for positioning, age, and reliability
Production Grow capacity to meet demand … avoid overtime After products well positioned, investigate modest increases in automation levels to improve margins, but keep ability to reposition products
HR Spend aggressively on recruitment, training; minimize labor T/O w/ +wage & benefit packages; Focus TQM & Process initiatives on reducing labor & material costs, R&D time and enhancing effectiveness of promo & sales budgets…
Finance We”ll finance investments primarily thru stock issues, retained earnings, supplement w/ bond offerings as needed .. When our cash position allows- issue dividends & retire stock.-We are adverse to debt & prefer to avoid interest payments. We’ll keep assets/equity (leverage) betw. 1.5 - 2.0. We measure performance w/ ROS, Asset T/O,& ROA.
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EXAMPLE: Functional alignment- decisions matrix
Competitive
Strategy: Niche Differentiation
Strategic Objectives
Tactics
Rnd1
Tactics Rnd2
Marketing
R&D
Production
HR
Finance
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Competitive Strategy:ND Tactics Year 1
Marketing
TRAD – increase price, make modest cuts in promotion and sales budget. Forecast a modest reduction in unit sales compared to last year. Example: price $28.50, promotion budget $600, sales budget $600, and sales forecast 1000.
LO – increase price, make modest cuts in promotion and sales budget. Forecast a modest reduction in unit sales compared to last year. Example: $23.50, promotion budget $600, sales $800, and sales forecast 1400.
HI – increase price, promotion budget and sales budget. Forecast flat unit sales. Example: $39.50, promotion budget $1900, sales $1900, sales forecast 400.
PRF – increase price, promotion budget and sales budget. Forecast flat unit sales. Example: $34.50, promotion budget $1900, sales $1900, sales forecast 440.
SIZ –increase price, promotion budget and sales budget. Forecast flat unit sales. Example: $34.50, promotion budget $1700, sales $1700, sales forecast 390.
New HI – no action required because the product will not emerge from R&D until next year.
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Competitive Strategy:ND Tactics Year 1
R&D
TRAD – tweak positioning to reduce age. Reduce reliability to reduce material cost. Example: Increase Performance by 0.1 and reduce MTBF by 1000 hours.
LO – leave positioning alone, allowing the product to age further. Reduce reliability to reduce material cost. Example: reduce MTBF by 1000 hours..
HI– improve positioning and reduce age. Hold reliability (MTBF) steady. Example: reduce Size by 1.2, and increase Performance by 1.2.
PRF – improve positioning and reduce age. Improve reliability to enhance demand. Example: Increase Performance by 1.4, reduce Size by 0.5, and increase MTBF by 1000 hours.
SIZE – improve positioning and reduce age. Hold reliability (MTBF) steady. Example: Reduce Size by 1.4, and increase Performance by 0.5.
New HI – Launch a new High End product, with a project length of 20 to 23 months (no later than December of next year.) Example: positioned at leading edge of High End segment, -- Performance 10.2, Size 9.8. Set MTBF in the middle of the High End reliability range: MTBF 23,000.
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TACTICS -Example: decision matrix- to add a new High End product…
R&DWhat= A New product- Size coordinate = 10. Performance coordinate = 11. MTBF = 25,000 hours. When Due out in 2007
MARKETING
Competitively Price @ $35. Target 68% Awareness (50% @intro +18% will cost=$2M promo budget-allocate web, email & Trade Shows) maintain hi-level Distribution w/ Sales budget = $1.4M…w/ appropo allocations- When 2007.
PRODUCTIONWhat Produce 75,000 units at automation level of 3. When Ready by second month of 2007. How Purchase capacity in 2006.
HRWhat Investments in Concurrent Engineering & Quality Deployment- to reduce R&D Times When & How Much $2M-2005; $1.5M-2006;$1M-2007
FINANCE What Finance $11M. When NOW. How Issue long term debt.
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Competitive Strategy:ND Tactics Year 1
Production
For each product, schedule production using the formula:(UnitSalesForecast X 112%) – InventoryOnHand.
Adam – sell 200 to 300 units of capacity. Adam has too much capacity, and given our new product it is unlikely that we will need 900 units of capacity in the future.
Make no other plant improvements to capacity or automation UNTIL YEAR 2- WHEN New High End product DEVLOPMENT COMPLETE – buy 600 units of capacity at automation level 5.0.
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Competitive Strategy:ND Tactics Year 1
HR Invest $1.5 million per selected – critical TQM (Quality
Function Deployment; CCE ) & Process Initiatives (CPI,JIT,QIT, Channel Support & Concurrent Engineering)
Finance
On proforma Balance Sheet-- add together Cash and Inventory accounts. -- Keep between 15% and 20% of balance sheet assets in Cash plus Inventory.
Drive Cash position until it roughly equals your Inventory position. …. If you are cash poor, issue additional stock to cover the investment in new capacity. If you are cash rich, pay dividends.
AVOID Short Term Debt.
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M A R K E T I N G
M A N A G E M E N T
TODAY’S
1. Finish Situation Analysis
2. Draft Mission & Vision Statements
3. Select Growth & Competitive Strategies
1. Finish Situation Analysis
2. Draft Mission & Vision Statements
3. Select Growth & Competitive Strategies
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To compete on cost or differentiation…
that is the question
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Also on Today’s
Begin drafting “functionally aligned” strategic &
tactical decisions matrices
Begin drafting “functionally aligned” strategic &
tactical decisions matrices
Competitive Strategy
Strategic Objectives
Brand Rnd1
Tactics Rnd2
Marketing1234
1234
R&D1234
1234
Production1234
1234
HR
Finance
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Need to begin to determine the basic objectives & specific tactical decisions that need to be made within & across each management domain …in order to successfully implement your growth & competitive strategies
Need to begin to determine the basic objectives & specific tactical decisions that need to be made within & across each management domain …in order to successfully implement your growth & competitive strategies
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Getting it togetherGetting it together
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