smbp10_studentppt08

21
Prentice Hall, Inc. © 2006 8-1 STRATEGIC MANAGEMENT & BUSINESS POLICY 10 TH EDITION THOMAS L. WHEELEN J. DAVID HUNGER CHAPTER 8 Strategy Formulation: Functional Strategy & Strategic Choice

description

presentation smbp10

Transcript of smbp10_studentppt08

  • STRATEGIC MANAGEMENT & BUSINESS POLICY 10TH EDITIONTHOMAS L. WHEELEN J. DAVID HUNGERCHAPTER 8 Strategy Formulation: Functional Strategy & Strategic Choice

  • Functional StrategyThe approach a functional area takes to achieve corporate and business unit objectives and strategies by maximizing resource productivity

  • Functional StrategyMarketing Strategy

    PricingSellingDistribution

  • Functional StrategyMarketing Strategy

    Product developmentLine extension

  • Functional StrategyMarketing Strategy

    Advertising and promotionPush strategyPull strategy

  • Functional StrategyMarketing Strategy

    PricingSkim pricingPenetration pricingDynamic pricing

  • Functional StrategyFinancial Strategy

    Leveraged buyoutReversed stock splitTracking stock

  • Functional StrategyR&D Strategy

    Technological leaderTechnological followerOpen innovation

  • Functional StrategyOperations Strategy

    Job shopConnected line batch flowFlexible manufacturing systemsDedicated transfer linesMass productionContinuous improvement systemModular manufacturing

  • Functional StrategyPurchasing Strategy

    Multiple sourcingSole sourcingJust-in-time (JIT)Parallel sourcing

  • Functional StrategyLogistics Strategy

    CentralizationOutsourcingInternet

  • Functional StrategyHRM Strategy

    360 degree appraisal

  • Functional StrategyOutsourcing errors

    Activities that should not be outsourcedWrong vendor selectionWriting poor contractOverlooking personnel issuesHidden costs of outsourcingFailing to plan exit strategy

  • Proposed Outsourcing Matrix

  • Functional StrategyStrategies to Avoid

    3 Follow the leaderHit another home runArms raceDo everythingLosing hand

  • Corporate StrategyGrowth Strategies --

    External mechanisms

    Mergers

    Acquisitions

    Strategic alliances

  • Constructing Corporate Scenarios

  • Functional StrategySubjective Factors Affecting Decisions --

    Managements attitude toward riskPressures from stakeholdersPressures from corporate cultureNeeds and desires of key managers

  • Stakeholder Priority Matrix

  • Strategic ChoiceAvoiding the Consensus Trap --

    Devils Advocate

    Dialectical Inquiry

  • Strategic ChoiceEvaluation of Strategic Alternatives --

    Mutual exclusivitySuccessCompletenessInternal consistency

    Prentice Hall 2006Prentice Hall 2006Prentice Hall 2006Prentice Hall 2006Prentice Hall 2006Prentice Hall 2006Prentice Hall 2006Prentice Hall 2006Prentice Hall 2006Prentice Hall 2006Prentice Hall 2006Prentice Hall 2006Prentice Hall 2006Prentice Hall 2006Prentice Hall 2006Prentice Hall 2006Prentice Hall 2006Prentice Hall 2006Prentice Hall 2006Prentice Hall 2006Prentice Hall 2006