LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)
-
Upload
charity-miranda-page -
Category
Documents
-
view
222 -
download
0
Transcript of LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)
![Page 1: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/1.jpg)
LEVELS OF STRATEGY
CORPORATE
BUSINESS (SBU)
FUNCTIONAL (OPERATIONAL)
![Page 2: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/2.jpg)
GENERIC STRATEGIES
CostLeadership
Differentiation
DifferentiationFocus
CostFocus
COMPETITIVE ADVANTAGE
Low Cost Differentiation
BroadTarget
NarrowTarget
MARKETSCOPE
Michael E. Porter, Competitive Advantage
![Page 3: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/3.jpg)
CORPORATE STRATEGY
OVERALL, GRAND STRATEGY
PORTFOLIO STRATEGY BCG MATRIX
GE BUSINESS SCREEN
![Page 4: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/4.jpg)
BCG MATRIX
Market growth
High
STAR
?
rate Low
CASH GENERATOR
“DOG”
High
Low
Market
share
![Page 5: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/5.jpg)
GE BUSINESS SCREEN
High
Industry attractive-ness
Med.
Low
High
Med.
Low
Competitive position
![Page 6: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/6.jpg)
BENCHMARKING
COMPARE TO “BEST IN CLASS”
BASED ON KEY SUCCESS FACTORS
![Page 7: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/7.jpg)
Multi-national Strategy
Need for local responsivenessHighLow
Nee
d fo
r gl
oba l
inte
g ra t
i on
Low
High
Multi-domesticStrategy
TransnationalStrategy
GlobalStrategy
![Page 8: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/8.jpg)
TYPES OF PLANS
STRATEGIC OPERATIONAL TACTICAL GOALS/OBJECTIVES POLICY PROCEDURE RULE
![Page 9: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/9.jpg)
GOAL SETTING
![Page 10: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/10.jpg)
SINGLE, SPECIFIC TOPIC
Not a vague abstractionWe will maximize profits.We will be the best.Better: We will increase profits by 10%.
![Page 11: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/11.jpg)
FOCUS ON RESULT,Not on Activity
Activity will not result in goal Example: Goal is to increase advertising
expenditure by 15% in 2000.
Goal is result of activity Better: Advertising will be increased by
15% in 2000 in order to increase market share from 8% to 10%.
![Page 12: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/12.jpg)
MEASURE WHEN FEASIBLE
Must at least be verifiable
![Page 13: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/13.jpg)
HAVE A DEADLINE
![Page 14: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/14.jpg)
GOALS
SETTING GOALS
NETWORK OF GOALS MULTIPLE GOALS
SET PRIORITIES
![Page 15: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/15.jpg)
GOALS
STATED GOALS
REAL GOALS
![Page 16: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/16.jpg)
MBO
A PLANNING TOOL
MOTIVATIONAL TOOL
CONTROL TOOL
![Page 17: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/17.jpg)
POLICY
GUIDELINE TO AUTHORITY
USE TO DELEGATE AUTHORITY
![Page 18: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/18.jpg)
PROCEDURE
GUIDE TO ACTION
SERIES OF STEPS
NO AUTHORITY
USUALLY A STANDING PLAN
![Page 19: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/19.jpg)
RULE
A REQUIREMENT
“COMMAND” TO DO/NOT DO SOMETHING
NO AUTHORITY, NO DECISION TO MAKE
![Page 20: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/20.jpg)
TYPES OF BUDGETS
CASH
EXPENSE
SALES
CAPITAL EXPENDITURE
![Page 21: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/21.jpg)
BASE OF BUDGET
INCREMENTAL
ZERO BASE
![Page 22: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/22.jpg)
FORECASTING
QUANTITATAIVE METHODS TIME SERIES REGRESSION...
QUALITATIVE METHODS JURY OF OPINION SALES FORCE COMPOSITION CUSTOMER
![Page 23: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/23.jpg)
OTHER TYPES OF PLANS
SINGLE USE STANDING CONTINGENCY (ALTERNATIVE) FLEXIBLE DIRECTIONAL SPECIFIC
![Page 24: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/24.jpg)
SCHEDULING
GANTT CHART
LOAD CHART
PERT
![Page 25: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/25.jpg)
OTHER TOOLS
BREAK EVEN ANALYSIS
LINEAR PROGRAMMING
QUEUING THEORY
PROBABILITY THEORY
SIMULATION
![Page 26: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/26.jpg)
LENGTH OF PLAN
SHORT TERM USUALLY ONE YEAR OR LESS
LONG TERM USUALLY FIVE YEARS COMMITMENT CONCEPT SUNK COSTS
![Page 27: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/27.jpg)
IMPLEMENTATION PLANS
WHO WHAT WHEN WHERE HOW SUPPLIERS COORDINATION WHAT TO MEASURE/CONTROL
![Page 28: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/28.jpg)
“PLAN OF ACTION” OUTLINE
State Goal Way(s) to accomplish it
Accomplishment interfere with another?
Date(s) to be finished Problems I may encounter/create? Suppliers, sources of help Coordinate with??? Things to monitor, measure
![Page 29: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/29.jpg)
IMPLEMENT THE PLAN
ACTION PLANS
TIME MANAGEMENT IMPORTANT TASKS URGENT TASKS
![Page 30: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/30.jpg)
LEVEL IN ORGANIZATION
HIGHER LEVEL IN ORGANIZATION STRATEGIC LONGER TERM MORE DIRECTIONAL
LOWER LEVEL IN ORGANIZATION OPERATIONAL, TACTICAL SHORTER TERM MORE SPECIFIC
![Page 31: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/31.jpg)
ENVIRONMENTAL UNCERTAINTY
MORE UNCERTAIN DIRECTIONAL SHORTER TERM
MORE CERTAIN SPECIFIC LONGER TERM
![Page 32: LEVELS OF STRATEGY CORPORATE BUSINESS (SBU) FUNCTIONAL (OPERATIONAL)](https://reader036.fdocuments.in/reader036/viewer/2022062321/56649f045503460f94c18ab8/html5/thumbnails/32.jpg)
COMPANY LIFE CYCLE
FORMATION MORE DIRECTIONAL
GROWTH SHORTER TERM MORE SPECIFIC
MATURITY SPECIFIC LONGER TERM
DECLINE SHORTER TERM MORE DIRECTIONAL