Strategic Management Group 8
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Transcript of Strategic Management Group 8
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A
Presentation on
SWOT ANLYSIS, STRATEGY
IMPLEMENTATION AND
OPERATIONALIZING THE STRATEGY
PRESENTED BY: PRESENTED TO:
Darshan Goswami Dr. Rajesh Bhatt
Rajesh ChauhanAmit Vaja
Harshil Dodiya
Rahul Dhurka
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SWOT Analysis
A scan of the internal and external environment is an
important part of the strategic planning process.
Environmental factors internal to the firm usually can
be classified as strengths (S) or weaknesses (W), andthose external to the firm can be classified as
opportunities (O) or threats (T). Such an analysis of
the strategic environment is referred to as a SWOT
analysis.
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Strengths:
It includes following factors
-Skill or important expertise
-Valuable physical assets
-Valuable human assets
-Valuable intangible assets
-Competitive capabilities-Achievement
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Weaknesses:
It includes following factors
-Lack of physical,human,organisational or
intangible assets that are critical to firms
survival and success in that particular industry.
-Lack of appropriate skill or expertise in
leveraging resources in competing with other
firms.
-Lack of strategic direction.
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Opportunity:
It includes following factors-Emergence of new customer segments in the
market.
-Changes in customer habits and preferences.-Changes in the
technological,regulatory,social,or economic
environment of the industry.
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Threats:
It includes following factors-Entry of new competitor.
-Slow market growth.
-Major technological change.-Appearance of new substitute product.
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STRATEGY IMPLEMENTATION
Definition
The implementation of polices and strategies is
concerned with the design and management of system
to achieve the best integration of people, structures,
processes and resources in reaching organizational
purpose.
- According to Steiner
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Process of Strategy Implementation
1) Determine Key Managerial Task :
2) Resource Analysis :
3) Resource Allocation :
4) Managing Implementation :
5) Evaluation and Review of Strategy :
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Key Consideration in Strategy
Implementation
- There are six key factors for effective strategy implementation
1) Action Planning :
2) Organizational Structure :3) Human Resource Factors :
4) Annual Business :
5) Monitoring and Control :
6) Linkage :
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Operationalizing the Strategy
Operational Effectiveness:
Performing similar activities better than
rivals. This includes efficiency ofprocesses.
Success requires both the right strategy and
operational effectiveness.
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According to Porter
O.E. refers to any number of practices that
allow a company to better utilize its inputs by,
Reducing defects in products OR
Developing better products faster.
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Organizational Success
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For Example,
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Areas of Operational Effectiveness
Productivity
Processes
People
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Productivity
Just in Time Manufacturing
Cycle Time Reduction
Group Technology
Mass Customization
Concurrent Engineering & Processing
Optimized Production Technology
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Productivity
Productivity is the measure of the relative
amount of input needed to secure a given
amount of output.
It is expressed in mathamatic as
Ratio of quantity of output to the quantity of
input
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Just in time Manufacturing
It is a Japanese productivity technique
It designed to tackle cost reduction from a system-
wide perspective
It include simple product design, fewer partrequirements, streamlining of process flow,
change or reduction of production set-up time
It is result into no inventory
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Cycle Time Reduction This technique aims at minimizing the time taken
for the allocated work to be done at each
workstation on an assembly line.
Group Technology
It is a way of organizing and using data for
components that make-up a number of products
which have similar properties and manufactueingrequirements.
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Mass Customization It attempts to blend the desirable attributes of
mass production and customized production.
Concurrent Engineering and processing
It involves integrated, simultaneous design of
products or services and their related processes,
including manufacturing and support.
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Optimized production technology It is a computer based system for planning
production, materials requirements and resource
utilization through focusing on the bottleneck
work centres and careful management of
materials and resources related to those centers,
so that the output is maximized and inventories
are reduced.
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Processes
Enterprise-wide Resource Planning
Benchmarking
Supply-Chain Management
Outsourcing
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Processes
Processes are courses of action used for
operational implementation.
They are often implemented through methods
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Enterprise-wide Resource Planning
o They are software packages that link the isolatedinformation centers into an integrated enterprise widestructure of functional and activity databases.
Benchmarkingo It is the process aimed at finding the best practices
within and outside the industry to which anorganization belongs.
o Its Purpose is to find the best performance In an areaso that one could match ones own performance withthem and even surpass them.
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Supply-Chain Management It traverses the whole value chain to manage the
procurement of a whole range of inputs that arerequired to produce a product or services so that theprocess can be performed in an integrated an
optimum manner Outsourcing
It is a variation of the traditional make-or-buy conceptwhere portions of value chain activities arecommissioned to external suppliers on the basis ofeconomic analysis, so that the firms own focusremains on its core competence
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People
Strategic Recruitment and Selection
Performance Management
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People
People are the stakeholders in the organization.
Strategic Recruitment and Selection
It encompasses manpower planning aligned withstrategies, scientific selection processes designed on the
basis of psychometry to have the right match betweenemployee and job requirements, campus recruitmentthrough job and career websites
Performance Management
It includes aspects, such as, psychographic testing for
placement, carefully designed orientation programs,flexibility in working hours, application of behavioralsciences in designing motivational systems, building-upself-directed teams
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Elements foe successful implementation of
overall strategy:
There are three elements:
1) Annual objectives.
2) Functional strategies.
3) Functional policies.
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Annual objectives
Purpose of annual objectives:
1) Guideline.
2) Sources of legitimacy.3) Standards of performance.
4) Source of motivation.
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Functional strategies
The objectives of the functional strategy are:1) Profitability.
2) Human talent.
3) Financial health.4) Cost efficiency.
5) Product quality.
6) Market share.7) Innovation.
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Functional policies.
Need for functional policies:
1) Strategic decisions are implemented by all
parts of an organisation.
2) Basis available for controlling activities.
3) Time spent on decision making may be
reduced.
4) Coordination across the different functions
takes place.
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Bibliography
Business Policy & Strategic Management,
Mcgrow Hill
www.managementstudy.com
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