Management Review Exam 1Chapter 1: What is Strategy and why is it important? What do we mean by STRATEGY?

o A company's strategy is its action plan for outperforming its competitors and achieving superior profitabilityo The objective of a well-crafted strategy is not merely temporary competitive success and profits in the short un, but rather the sort of lasting success that can support growth and secure the company's future over the long term

Strategy is about competing differentlyo Strategy is about competing differently from rivals--doing what competitors DON'T do or doing what they CAN'T do

Strategy and the quest for competitive advantageo A company achieves a competitive advantage whenever it has some type of edge over rivals in attracting buyers and coping with competitive forceso A company achieves a competitive advantage when it provides buyers with superior value compared to rival sellers or offers the same value at a lower cost to the firm

• The advantage is sustainable if it persists despite the best efforts of competitors to match or surpass the advantage

o Four most frequently used and dependable strategic approaches:1. Low-cost provider: aiming for a cost-based competitive advantage over rivals1. Outcompeting rivals on the basis of differentiating features, such as higher quality, wider product selection, added performance, value-added services, more attractive styling, and technological superiority1. Best-cost provider: Developing and advantage based on offering more value for the money1. Focusing on a narrow market niche within an industry

Why a Company's strategy evolves over timeo Managers of a company need to be willing to modify the strategy in response to changing market conditions, advancing technology, unexpected moves by a competitor, shifting buyer needs, emerging market opportunities, and mounting evidence that the strategy is not working well o Crafting strategy is not a one-time event but always a work in progresso Evolving strategy: adapting to new conditions and constantly evaluating what is working well enough to continue and what needs to be improved

A company's strategy is partly proactive and partly reactive o Proactive: planned initiatives to improve the company's financial performance to secure a competitive edgeo Reactive: responses to unanticipated developments and fresh market conditionso A company's deliberate strategy consists of proactive strategy elements that are both planned and realized as plannedo Its emergent strategy consists of reactive strategy elements that emerge as changing conditions warrant o A company's strategy in toto (its realized strategy) thus tends to be a combination of proactive and reactive elements, with certain strategy elements being abandoned because they have become obsolete or ineffective

A company’s strategy and its business modelo Center of company’s strategy is it’s business modelo A company’s business model sets forth the logic for how its strategy will create

value for customers, while at the same time generate revenues sufficient to cover costs and realize a profit

o 2 elements of a company’s business model:1. its customer value proposition: lays out the company’s approach to

satisfying buyer wants and needs at a price customers will consider a good value

2. profit formula: the company’s approach to determining a cost structure that will allow for acceptable profits, given the pricing tied to its customer value proposition

o just because company managers have crafted a strategy for competing and running the business, this does not automatically mean that the strategy will lead to profitability

What makes a strategy a winner? 1. The fit test: how well does the strategy fit the company’s situation?

o Must exhibit good external fit and in sync with prevailing market conditionso Must also exhibit good internal fit and be compatible with a company’s ability

to execute the strategy in a competent mannero Unless a strategy exhibits good internal and external fit it is likely to be an

underperformer and not have winning resultso Winning strategies also exhibit dynamic fit in the sense that they evolve over

time in a manner that maintains close and effective alignment with the company’s situation even as external and internal conditions change.

2. The competitive advantage test: can the strategy help the company achieve a sustainable competitive advantage?

o Strategies that fail to achieve a durable competitive advantage over rivals are unlikely to produce superior performance for more than a brief period of time

3. The performance test: is the strategy producing a good company performance?o 2 performance indicators

1. competitive strength and market standing2. profitability and financial strength

Good Strategy + Good Execution = Good Managemento indeed good strategy and good strategy execution are the most telling signs

of good managemento the better conceived a company’s strategy and the more competently it is

executed, the more likely the company will be a standout performer in the marketplace

Chapter 2: Charting A Company’s Direction: its vision, mission, objectives, and strategyWhat does the strategy-making, strategy-executing process entail?

o The managerial process of crafting and executing a company’s strategy consists of five integrated tasks

1. Developing a strategic vision that charts the company’s long-term direction, a mission statement that describes the company’s purpose, and a set of core values to guide the pursuit of the vision and mission

2. Setting objectives for measuring the company’s performance and tracking its progress in moving in the intended long-term direction

3. Crafting a strategy to move the company along the strategic course that management has charted and achieve the objectives

4. Executing the chosen strategy efficiently and effectively5. Monitoring developments, evaluating performance, and initiating corrective

adjustments in the company’s vision and mission statement, objectives, strategy, or approach to strategy execution in light of actual experience, changing conditions, new ideas, and new opportunities

o A company’s strategic plan lays out its future direction, performance targets, and strategy

Task 1: Developing a strategic vision, a mission statement, and a set of core values

o Top management’s views and conclusions about the company’s long-term direction and what product-market-customer mix seems optimal for the road ahead constitute a strategic vision for the company

o “where are we going”o well conceived visions are distinctive and specific to a particular organization; they avoid

generic, feel-good statementsCommunicating the Strategic Vision

o an effectively communicated vision is a valuable management tool for enlisting the commitment of company personnel to engage in actions that move the company forward in the intended direction

o a strategic vision can usually be stated adequately in one to two paragraphs, and managers should be able to explain it to company personnel and outsider in 5 to 10 minutes

Expressing the essence of the vision in a slogano summed up vision in a brief phraseo reminder of “where we are headed and why” helps rally organization members to hurdle

Developing a company mission statemento the distinction between a strategic vision and a mission statement is fairly clear-cut. A

strategic vision portrays a company’s aspirations for its future (“where are we going”) whereas a company’s mission describes its purpose and its present business (“who we are, what we do, and why we are here”)

Linking the vision and mission with company valueso the values of a company are the beliefs, traits, and behavioral norms that management

has determined should guide the pursuit of its vision and missions o most companies have articulated 4-8 core values that company personnel are expected

to display and that are supposed to be mirrored in how the company conducts its business

o companies don’t always practice what they preach (don’t always follow core values)Task 2:Setting Objectives

o objectives are an organization’s performance targets—the specific results management wants to achieve

o well stated objectives are quantifiable or measurable, and contain a deadline for achievement

The imperative of setting stretch objectiveso managers should set high goals high enough to stretch an organization to perform at its

full potential and deliver the best possible results

o a company exhibits strategic intent when it relentlessly pursues an ambitious strategic objective. Concentrating the full force of its resources and competitive actions on achieving that objective

What kinds of objectives to seto Financial objectives relate to the financial performance targets management has

established for the organization to achieveo Strategic objectives relate to target outcomes that indicate a company is strengthening

its market standing, competitive position, and future business prospectsThe need for a balanced approach to objective setting

o Good financial performance is not enough; of equal or greater importance is a company’s strategic performance—outcomes that indicate whether a company’s market position and competitiveness are deteriorating, holding steady, or improving

o A stronger market standing and greater competitive vitality is what enables a company to improve its financial performance

o The best and most reliable leading indicators of a company’s future financial performance and business prospects are strategic outcomes that indicate whether the company’s competitiveness and market position are stronger or weaker

o The balances scorecard is a widely used method for combining the use of both strategic and financial objectives, tracking their achievements, and giving management a more complete and balanced view of how well an organization is performing

Setting objectives for every organizational levelo Objective-setting is a top-down process that must extend to the lowest organizational

levels. And it means that each organizational unit must take care to set performance targets that support—rather than conflict with or negate—the achievement of companywide strategic and financial objectives

Task 3Crafting a Strategy

o Masterful strategies come from doing things differently from competitors where it counts—out-innovating them, being more efficient, being more imaginative, adapting faster—rather than running with the herd

o Good strategy making is therefore inseparable from good business entrepreneurship. One cannot exist without the other

Strategy making involves managers at all organizational levelso CEO is always fully accountable for the results the strategy produces, whether good or

bado In most corporations, strategy is the product of more than just the CEO’s handiworko Crafing and executing strategy is a collaborative team effort in which every company

manager plays a strategy making role—ranging from minor to major—for the area he or she heads

A company’s strategy-making hierarchyo Corporate strategy is strategy at the multi-business level, concerning how to improve

company performance or gain competitive advantage by managing a set of businesses simultaneously

o Business strategy is strategy at the single-business level, concerning how to improve the performance or gain a competitive advantage in a particular line of business

o Functional-area strategies concern the actions and approaches employed in managing particular functions within a business (R&D, production, sales and marketing, customer service, and finance)

o Operating strategies concern the relatively narrow strategic initiatives and approaches for managing key operating units (plants, distribution centers, purchasing centers) and specific operating activities with strategic significance (quality control, materials purchasing, brand management, internet sales)

Uniting the strategy-making hierarchyo Anything less than a unified collection of strategies weakens the overall strategy and is

likely to impair company performanceo A company’s strategy is at full power only when its many pieces are united o Thus, as a general rule, strategy-making must start at the top of the organizations and

then proceed downward from the corporate level to the business level and then from the business level to the associated functional and operating levels

A strategic vision + objectives + strategy = a strategic plano A company’s strategic plan lays out its future direction and business purpose,

performance targets, and strategy o Typically, a strategic plan includes a commitment to allocate resources to the plan

and specifies a time period for achieving goals (usually three to five years)Task 4Executing the strategy

o Managing the implementation of strategy is easily the most demanding and time consuming part of the strategy management process

o Each company manager should think “What has to be done in my area to execute my piece of the strategic plan, and what actions should I take to get the process under way?”

o Good strategy execution requires diligent pursuit of operating excellence. It is a job for a company’s whole management team

Task 5Evaluating performance and initiating corrective adjustments

o Trigger point for deciding whether to continue or change the company’s vision and mission, objectives, strategy, and/or strategy execution methods

Chapter 3: Evaluating a company’s external environmentQuestion 1: What are the strategically relevant factors in the macro-environment?

o Every company operates in a broad “macro-environment” that comprises six principal components: political factors, economic conditions in the firm’s general environment, sociocultural forces, technological factors, environmental factors, and legal/regulatory conditions

o An analysis of the impact of these factors is referred to as PESTEL analysis, an acronym that serves as a reminder of the six components involved

Question 2: How strong are the industry’s competitive forces?o Most powerful and widely used tool for diagnosing the principal competitive pressures in

a market is the five forces model of competition1. Competition from rival sellers2. Competition from potential new entrants to the industry3. Competition from producers of substitute products4. Supplier bargaining power5. Customer bargaining power

Competitive pressures created by the rivalry among competing sellerso Rivalry increases when buyer demand is growing slowly or decliningo Rivalry increases as it becomes less costly for buyers to switch brands o Rivalry increases as the products of rival sellers become less strongly differentiated

o Rivalry is more intense when there is excess supply or unused production capacity, especially if the industry’s product has high fixed costs or high storage costs

o Rivalry intensifies as the number of competitors increases and they become more equal in size and capability

o Rivalry becomes more intense as the diversity of competitors increases in terms of long-term directions, objectives, strategies, and countries of origin

o Rivalry is stronger when high exit barriers keep unprofitable firms from leaving the industry

o When reivalry is strong, the battle for market share is generally so vigorous that the profit margins of most industry members are squeezed to bare-bones levels

o When rivalry is moderate, a more normal state, the maneuvering among industry members, while lively and healthy, still allows most industry members to ear acceptable profits

o When rivalry is weak, most companies in the industry are relatively well satisfied with their sales growth and market shares, rarely undertake offensives to steal customers away from one another, and—because of weak competitive forces—earn consistently good profits and returns on investment

The Choice of competitive weaponso Price discounting, clearance saleso Couponing, advertising items on saleo Advertising product or service characteristics, using ads to enhance a company’s imageo Innovating to improve product performance and qualityo Introducing new or improved features, increasing the number of styles to provide greater

product selectiono Increasing customization of product or serviceo Building a bigger, better dealer networko Improving warranties, offering low-interest financing

Competitive pressures associated with the threat of new entrantso Just how serious the competitive threat of entry is in a particular marker depends on 2

classes of factors1. The expected reaction of incumbent firms to new entry 2. Barriers of entry

o Barrierso Cost advantages enjoyed by industry incumbents o Strong brand preferences and high degrees of customer loyaltyo Strong “network effects” in customer demando High capital requirementso The difficulties of building a network of distributors or dealers and securing

adequate space on retailers’ shelveso Restrictive government policies

o The strongest competitive pressures associated with potential entry frequently come not from outsiders but from current industry participants looking for growth opportunities

o Whether an industry’s entry barriers ought to be considered high or low depends on the resources and capabilities possessed by the pool of potential entrants

o High entry barriers and weak entry threats today do not always translate into high entry barriers and weak entry threats tomorrow

Competitive pressures from the sellers of substitute productso Whether the competitive pressures from substitute products are strong, moderate, or

weak depends on 3 factors

1. Whether substitutes are ready available and attractively priced2. Whether buyers view the substitutes as being comparable or better in terms of

quality, performance, and other relevant attributes3. Whether the costs that buyers incur in switching to the substitutes are low or high

o As a rule, the lower the price of substitutes the higher their quality and performance; and the lower the user’s switching costs, the more intense the competitive pressures posed by substitute products

o Other market indicators of the competitive strength of substitute products include1. Whether the sales of substitutes are growing faster than the sales of the industry

being analyzed2. Whether the producers of substitutes are moving to add new capacity3. Whether the profits of the producers of substitutes are on the rise

Competitive pressures stemming from supplier bargaining powero Whether the suppliers of industry members represent a weak or strong competitive force

depends on the degree to which suppliers have sufficient bargaining power to influence their terms and conditions of supply in their favor

o Suppliers with strong bargaining power can erode industry profitability by charging industry members higher prices, passing costs on to them, and limiting their opportunities to find better deals

o Factors determining strength of suppliers’ bargaining powero Whether demand for suppliers’ products is high and they are in short supplyo Whether suppliers provide a differentiated input that enhances the performance

of the industry’s product o Whether it is difficult or costly for industry members to switch their purchases

from one supplier to anothero Whether the supplier industry is dominated by a few large companies and

whether it is more concentrated than the industry it sells too Whether suppliers provide an item that accounts for a sizable fraction of the

costs of the industry’s product o Whether it makes good economic sense for industry members to integrate

backward and self-manufacture items they have been buying from suppliers o Whether there are good substitutes available for the suppliers’ products o Whether industry members are major customers of suppliers

Competitive pressures stemming from buyer bargaining power and price sensitivity o Whether buyers are able to exert strong competitive pressures on industry members

depends ono The degree to which buyers have bargaining powero The extent to which buyers are price-sensitive

o Individual consumers, for example, rarely have much bargaining power in negotiating price concessions or other favorable terms with sellers

o Retailers tend to have greater bargaining power over industry sellers if they have influence over the purchase decisions of the end user or if they are critical in providing sellers with access to the end user

o Determining the bargaining power of supplierso Buyer power increases when buyer demand is weak in relation to industry supplyo Buyer power increases when industry goods are standardized or differentiation is

weako Buyers’ bargaining power is greater when their costs of switching to competing

brands or substitutes are relatively low

o Buyers have more power when they are large and few in number relative to the number of sellers

o Buyers gain leverage if they are well informed about sellers’ products, prices, and costs

o Buyers’ bargaining power is greater when they pose a credible threat of integrating backward into the business of sellers

o Buyer leverage increases if buyers have discretion to delay their purchases or perhaps even not make a purchase at all

o Buyer price sensitivity increases when buyers are earning low profits or have low income

o Buyers are more price-sensitive if the product represents a large fraction of their total purchases

o Not all buyers of an industry’s product have equal degrees of bargaining power with sellers

Is the collective strength of the Five Competitive forces conducive to good profitability?o The most extreme case of a “competitively unattractive” industry occurs when all 5

forces are producing strong competitive pressures: rivalry among sellers is vigorous, low entry barriers allow new rivals to gain a market foothold, competition from substitutes is intense, and both suppliers and buyers are able to exercise considerable leverage

o Strong competitive pressures coming from all 5 directions drives profits to low levels frequently producing losses and sometimes forcing some out of business

o An industry can be competitively unattractive without all five competitive forces being strong

o The strongest competitive forces determine the extent of the competitive pressure on industry profitability

Matching company strategy to competitive conditionso A company’s strategy is increasingly effective the more it provides some insulation from

competitive pressures, shifts the competitive battle in the company’s favor, and positions firms to take advantage of attractive growth opportunities

Question 3: What factors are driving industry change, and what impact will they have?The Concept of industry driving forces

o driving forces are the major underlying causes of change in industry and competitive conditions

o have the biggest influences in reshaping the industry landscape and altering competitive conditions

o driving force analysis has 3 steps1. identifying what the driving forces are2. assessing whether the drivers of change are, on the whole, acting to

make the industry more or less attractive3. determining what strategy changes are needed to prepare for the

impact of the driving forcesIdentifying an industry’s driving forces

o changes in an industry’s long-term growth rateo increasing globalizationo emerging new internet capabilities and applicationso changes in who buys the product and how they use ito technological change and manufacturing process innovationo product and marketing innovationo entry or exit of major firms

o diffusion of technical know-how across companies and countrieso changes in cost and efficiencyo reductions in uncertainty and business risk o regulatory influences and government policy changeso changing societal concerns, attitudes, and lifestyles

Assessing the impact of the factors driving industry changeo the most important part of driving forces analysis is to determine whether the collective

impact of the driving forces will be to increase or decrease market demand, make competition more or less intense, and lead to higher or lower industry profitability

o the real payoff of driving forces analysis is to help managers understand what strategy changes are needed to prepare for the impacts of the driving forces

Adjusting strategy to prepare for the impacts of driving forceso what strategy adjustments will be needed to deal with the impacts of the driving forces

Question 4: how are industry rivals positioned in the market?o Strategic group mapping is a technique for displaying the different market or

competitive positions that rival firms occupy in the industry Using strategic group maps to assess the market positions of key competitors

o A strategic group is a cluster of industry rivals that have similar competitive approaches and market positions

o Companies in the same strategic group can resemble one another in a variety of ways The value of strategic group maps?

o Strategic group maps reveal which companies are close competitors and which are distant competitors

o Not all the positions on the map are equally as attractive o 2 reasons why some positions can be more attractive than others

1. prevailing competitive pressures from the industry’s five forces may cause the profit potential of different strategic groups to vary

2. industry driving forces may favor some strategic groups and hurt others o some strategic groups are more favorable positioned than others because they confront

weaker competitive forces and/or because they are more favorably impacted by industry driving forces

Question 5: what strategic moves are rivals likely to make next?o Studying competitors’ past behavior and preferences provides a valuable assist in

anticipating what moves rivals are likely to make next and outmaneuvering them in the marketplace

A Framework for competitor analysiso Michael Porter’s Framework for Competitor Analysis points to four indicators of a

rivals likely strategic moves and countermoves; they include:o Rival’s current strategyo Objectives: financial performance objectives and strategic objectiveso Capabilities: serve as a strong signal of future strategic actionso Assumptions about itself and the industry: what managers think of their strategic

situation can impact how they behave Question 6: What are the industry’s key factors?

o An industry’s key success factors (KSFs) are those competitive factors that most affect industry members’ ability to survive and prosper in the marketplace—the particular strategy elements, product attributes, operational approaches, resources, and competitive capabilities that spell the difference between being a strong competitor and a weak competitor—and between profit and loss

o All firms in the industry must pay close attention to KSFs or risk becoming an industry laggard or failure

o KSF questions:1. On what basis do buyers of the industry’s product choose between the

competing brands of sellers? That is, what product attributes and service characteristics are crucial?

2. Given the nature of competitive rivalry prevailing in the marketplace, what resources and competitive capabilities must a company have to be competitively successful?

3. What shortcomings are almost certain to put a company at a significant competitive disadvantage?

o Rarely are there more than f key factors for competitive success o KSFs include a strong network of wholesale distributors and clever advertisingo KSFs also include superior product differentiation or superior firm size and branding

capabilities; KSFs also include full utilization of brewing capacity o The goal of company strategists should be to design a strategy that allows it to compare

favorably as compared to rivals on each and every one of the industry’s KSFs and that aims at being distinctively better than rivals on one of the KSFs

Question 7: is the industry outlook conducive to good profitability?o All frameworks: PESTEL, five forces analysis, driving forces, strategy groups, competitor

analysis, and key success factors—provides a useful perspective on an industry’s outlook for future profitability

o The anticipated industry environment is fundamentally attractive if it presents a company with good opportunity for above-average profitability; the industry outlook is fundamentally unattractive is a company’s profit prospects are unappealingly low

o The degree to which an industry is attractive or unattractive is not the same for all industry participants and all potential entrants

Chapter 4: Evaluating a company’s resources, capabilities, and competitiveness Question 1: How well is the company’s present strategy working?

o In evaluating how well a company’s present strategy is working, the best way to start is with a clear view of what the strategy entails

o The 3 best indicators of how well a company’s strategy is working are1. Whether the company is achieving its stated financial and strategic objectives2. Whether its financial performance is above the industry average3. whether it is gaining customers and increasing its market shares

o indicators of how well a company’s strategy is workingo whether firm’s sales are growing faster than, slower than, or about the same

pace as the market as a whole, thus resulting in a rising, eroding, or stable market share

o whether the company is acquiring new customers at an attractive rate as well as retaining existing customers

o whether the firm’s image and reputation with its customers is growing stronger or weaker

o whether the firm’s profit margins are inc or dec and how well its margins compare to rival firms’ margins

o trends in the firm’s net profits and return on investment relative to those of other companies in the industry

o whether the company’s overall financial strength and credit rating are improving or declining

o how well the company stacks up against rivals on factors relevant to buyer’s choices, such as price, product quality, innovative features, delivery time, and customer service

o whether key measures of operating performance are improving, remaining steady, or deteriorating

o sluggish financial performance and second-rate market accomplishments almost always signal weak strategy, weak execution, or both

Question 2: what are the company’s competitively important resources and capabilities?o A company’s resources and capabilities represent its competitive assets and are big

determinants of its competitiveness and ability to succeed in the marketplaceo Resource and capability analysis provides managers with a powerful tool for sizing up

the company’s competitive assets and determining whether they can provide the foundation necessary for competitive success in the marketplace

o 2 step process: first step is to identify the company’s resources and capabilities. Second step is to examine them more closely to ascertain which are the most competitively important and whether they can support a sustainable competitive advantage over rival firms

o the 2nd step involves applying the four tests of a resource’s competitive power

identifying the company’s resources and capabilities o a resource is a productive input or competitive asset that is owned or controlled by the

firm o a capability or competence is the capacity of a firm to perform some internal activity

competently. Capabilities are developed and enabled through the deployment of a company’s resources

o organizational capabilities are developed and enabled through the deployment of a company’s resources or some combination of its resources

Types of company resourceso Tangible resources are the most easily identified, since tangible resources are those

that can be touched or quantified readily (physical resources, financial resources, technological resources, and organizational resources)

o Intangible resources include various sorts of human assets and intellectual capital, as well as a company’s brands, image, and reputational assets

o More intangible resources: relationships with suppliers, buyers, or partners of various sorts, and the company’s culture and incentive system

o It is not exactly how a resource is categorized that matters but, rather, that all of the company’s different types of resources are included in the inventory

Identifying Capabilities o Virtually all organizational capabilities are knowledge-based, residing in people and in a

company’s intellectual capital or in organizational processes and systems, which embody tacit knowledge

o 2 approaches that can make the process of uncovering and identifying a firm’s capabilities more systematic

1. takes the completed listing of a firm’s resources as its starting point. Since capabilities are built from resources and utilize resources as they are exercised, a firm’s resources can provide a strong set of clues about the types of capabilities the firm is likely to have accumulated

2. functional approach. Many capabilities relate to fairly specific functions; these draw on a limited set of resources and typically involve a single department or organizational unit

o problem with 2nd approach: many of the most important capabilities of firms are inherently cross-functional

o they spring from the effective collaboration among people with different types of expertise working in different organizational units

o cross-functional capabilities and other complex capabilities involving numerous linked and closely integrated competitive assets are sometimes referred to as resource bundles

o resource bundles can sometimes pass the four tests of a resource’s competitive power even when the individual components of the resource bundle cannot

Assessing the competitive power of a company’s resources and capabilities o to assess their competitive power, one must go beyond merely identifying a company’s

resources and capabilities to probe their calibero if a company’s competitive advantage proves durable despite the best efforts of

competitors to overcome it, then the company is said to have a sustainable competitive advantage

The Four tests of a Resource’s Competitive power (VRIN tests for sustainable competitive advantage)

1. Is the resource or capability competitively Valuable?o To be competitively valuable, a resource or capability must be directly relevant to

the company’s strategy, making the company a more effective competitor, able to exploit market opportunities and ward off external threats

2. Is the resource Rare—is it something rivals lack?3. Is the resource hard to copy (Inimitable)?4. Is the resource invulnerable to the threat of substitution from different types of resources

and capabilities (non-substitutable)?o the vast majority of companies are not well endowed with standout resources or

capabilities, capable of passing all four tests with high markso passing both of the first two tests requires more—it requires resources and capabilities

that are not only valuable but also rareo can only be cleared by resources/capabilities that are competitively superior

o to pass the last two tests, a resource must be able to maintain its competitive superiority In the face of competition

A company’s resources and capabilities must be managed dynamicallyo rivals that are initially unable to replicate a key resource may develop better and better

substitutes over timeo resources and capabilities must be continually strengthened and nurtured to sustain their

competitive power and, at times, may need to be broadened and deepened to allow the company to position itself to pursue emerging market opportunities

The role of dynamic capabilitieso a dynamic capability is an ongoing capacity of a company to modify its existing

resources and capabilities or create new onesQuestion 3: is the company able to seize market opportunities and nullify external threats?SWOT Analysis (Strengths and Weaknesses, market Opportunities, and external Threats)Identifying a company’s internal strengths

o A strength is something a company is good at doing or an attribute that enhances its competitiveness in the marketplace; strengths depend on the quality of its resources and capabilities

Assessing a Company’s competencies—what activities does it perform well?o Basing a company’s strategy on its most competitively valuable strengths gives the

company its best chance for market successo A competence is an activity that a company has learned to perform with proficiency—a

capability in other wordso A core competence is a proficiently performed internal activity that is central to a

company’s strategy and competitivenesso A distinctive competence is a competitively important activity that a company performs

better than its rivals—it thus, represents a competitively superior internal strength o The conceptual differences between a competence, a core competence, and a

distinctive competence draw attention to the fact that a company’s strengths and competitive assets are not all equal

Identifying company weaknesses and competitive deficiencieso A weakness or competitive deficiency is something a company lacks or does poorly (in

comparison to others) or a condition that puts it at a disadvantage in the marketplaceo Weaknesses can relate to:

1. Inferior or unproven skills, expertise, or intellectual capital2. Deficiencies in competitively important physical, organizational, or intangible

assets3. Missing or competitively inferior capabilities in key areas

o Company weaknesses are thus internal shortcomings that constitute competitive liabilities

Identifying a company’s market opportunities o In evaluating a company’s market opportunities and ranking their attractiveness,

managers have to guard against viewing every industry opportunity as a company opportunity

o The market opportunities most relevant to a company are those that match up well with the company’s competitive assets, offer the best prospects for growth and profitability, and present the most potential for competitive advantage

o A company is well advised to pass on a particular market opportunity unless it has or can acquire the resources and competencies needed to capture it

Identifying the threats to a company’s future profitabilityo Threats can stem from the emergence of cheaper or better technologies, the entry of

lower-cost foreign competitors into a company market stronghold, new regulations that are more burdensome to a company than to its competitors, unfavorable demographic shifts, political upheaval in a foreign country where the company has facilities, and the like

What do the SWOT listings reveal?o The two most important parts of SWOT analysis are drawing conclusions from the

SWOT listings about the company’s overall situation and translating these conclusions into strategic actions to better match the company’s strategy to its internal strengths and market opportunities, to correct important weaknesses, and to defend against external threats

o The final piece of SWOT analysis is to translate the diagnosis of the company’s situation into actions for improving the company’s strategy and business prospects

o A company’s internal strengths should always serve as the basis of its strategy—placing heavy reliance on a company’s best competitive assets is the soundest route to attracting customers and competing successful against rivals

Question 4: are the company’s cost structure and customer value proposition competitive?o The value provided to the customer depends on how well a customer’s needs are met

for the price paido The greater the amount of customer value that the company can offer profitably

compared to its rivals, the less vulnerable it will be to competitive attacko For managers the key is to keep close track of how cost effectively the company can

deliver value to customers relative to its competitorsThe concept of a company value chain

o All the various activities that a company performs internally combine to form a value chain—so-called because the underlying intent of a company’s activities is to do things that ultimately create value for buyers

o A company value chain consists of 2 broad categories of activities:1. The primary activities that are foremost in creating value for customers2. Support activities that facilitate and enhance the performance of the primary

activities o With its focus on value-creating activities, the value chain is an ideal tool for examining

how a company delivers on its customer value proposition

Comparing the value chains of rival companieso The primary purpose of value chain analysis is to facilitate a comparison, activity-by-

activity, of how effectively and efficiently a company delivers value to its customers, relative to its competitors

A company’s primary and secondary activities identify the major components of its internal cost structure

o Key purposes of value chain analysis and benchmarking are to develop the data for comparing a company’s costs activity by activity against the costs of key rivals and to learn which internal activities are a source of cost advantage or disadvantage

o Evaluating a company’s cost-competitiveness involves using what accountants call activity-based costing to determine the costs of performing each value chain activity

o A company’s own internal costs may be insufficient to assess whether its product offering and customer value proposition are competitive with those of rivals

o Cost and price differences among competing companies can have their origins in activities performed by suppliers or by distribution allies involved in getting the product to the final customer or end user of the product, in which case the company’s entire value chain system becomes relevant

The value chain systemo Value chains of suppliers and value chains of distributors=value chain system

o This value chain system has implications that extend far beyond the company’s costs; it can affect attributes like product quality that enhance differentiation and have importance for the company’s customer value proposition, as well as its profitability

o the value chains of a company’s distribution channel partners are relevant because1. the costs and margins of a company’s distributors and retail dealers are part

of the price the ultimate consumer pays2. the activities that distribution allies perform affect sales volumes and

customer satisfaction

o accurately assessing a company’s competitiveness entails scrutinizing the nature and costs of value chain activities throughout the entire value chain system for delivering its products or services to end-use customers

Benchmarking: a tool for assessing whether the costs and effectiveness of a company’s value chain activities are in line

o benchmarking is a potent tool for improving a company’s own internal activities that is based on learning how other companies perform them and borrowing their “best practices”

o the tough part of benchmarking is not whether to do it but rather how to gain access to information about other companies’ practices and costs

o can obtain information from publishes reports, trade groups, and industry research firms, or by talking to knowledgeable industry analysts, customers, and suppliers

o sometimes field trips to the facilities of competing or non-competing companies can be arranged to observe how thing are done, compare practices and processes, and perhaps exchange data on productivity and other cost components

o fairly reliable source of benchmarking information are consulting organizations and several associations

o gather benchmarking data, distribute information about best practices, and provide comparative cost data without identifying the names of particular companies

strategic options for remedying a cost or value disadvantageo there are 3 main areas in a company’s total value chain system where company

managers can try to improve its efficiency and effectiveness in delivering customer value1. company’s own internal activities2. suppliers’ part of the value chain system3. forward channel portion of the value chain system

Improving internally performed value chain activities o to reduce costs and improve a company’s cost competitiveness:

o implement the use of best practiceso eliminate some cost-producing activities altogethero relocate high-cost activitieso outsource activitieso invest in productivity enhancing, cost-saving technological improvementso find ways to detour around the activities or items where costs are higho redesign the product and/or some if its components to facilitate speedier and

more economical manufacture or assembly o to improve effectiveness of customer value proposition and enhance differentiation:

o implement the use of best practices for quality throughout the companyo adopt best practices and technologies that spur innovationo implement the use of best practices in providing customer serviceo reallocate resources to activities that address buyers’ most important purchase

criteriao for intermediate buyers, gain an understanding of how the activities the company

performs impact the buyer’s value chain and improve those that have the greatest impact

o adopt best practices for marketing, brand management, and enhancing customer perceptions

Improving supplier-related value chain activitieso a company can gain savings in the suppliers’ part of the overall value chain by

pressuring those suppliers for lower prices, switching to lower-prices substitute inputs, and collaborating closely with suppliers to identify mutual cost-saving opportunities

o a company can enhance its customer value proposition by working with or through its suppliers to do so

Improving value chain activities of forward channel allieso any of 3 mans can be used to achieve better cost competitiveness in the forward portion

of the industry value chain1. pressure distributors, dealers, and other forward channel allies to reduce their

costs and markups2. collaborate with forward channel allies to identify win-win opportunities to

reduce costs3. change to a more economical distribution strategy, including switching to

cheaper distribution channels or perhaps integrating forward into company owned outlets

translating proficient performance of value chain activities into competitive advantageo a company’s value creating activities can offer a competitive advantage in one of two

ways:1. they can contribute to greater efficiency and lower costs relative to

competitors2. they can provide a basis for differentiation, so customers are willing to pay

relatively more for the company’s goods and serviceso a company that does a first-rate job of managing its value chain activities relative

to competitors stands a good chance of profiting from its competitive advantage How activities relate to resources and capabilities

o an organizational capability or competence implies a capacity for action; in contrast, a value-creating activity initiates the action

o resources and capabilities that are both valuable and rare provide a company with what it takes for competitive advantage

o resource analysis is one tool for identifying competitively superior resources and capabilities, but their value and the competitive superiority of that value can only be assessed objectively after they are deployed

o value chain analysis and benchmarking provide the type of data needed to make that objective assessment

o the road to competitive advantage begins with management efforts to build organizational expertise in performing certain competitively important value chain activities

Question 5: is the company competitively stronger or weaker than key rivals?o A more comprehensive assessment needs to be made of the company’s overall

competitive strengtho First, how does the company rank relative to competitors on each of the

important factors that determine market success?o Second, all things considered, does the company have a net competitive

advantage or disadvantage versus major competitors?o Much of the information needed for doing a competitive strength assessment comes

from previous analyses

o Step 1: make a list of industry’s key success factors and other telling measures of competitive strength or weakness

o Step 2: assign weights to each of the measures of competitive strength based on their perceived importance

o Step 3: calculate weighted strength ratings by scoring each competitor on each strength measure and multiplying the assigned rating by the assigned weight

o Step 4: sum the weighted strength ratings on each factor to get an overall measure of competitive strength for each company being rated

o Step 5: use the overall strength ratings to draw conclusions about the size and extent of the company’s net competitive advantage or disadvantage and to take specific note of areas of strength and weakness

o The higher a company’s overall weighted strength rating, the stronger its overall competitiveness versus rivals

o The bigger the difference between a company’s overall weighted rating and the scores of lower-rated rivals, the greater is its implied net competitive advantage

o The bigger the difference between a company’s overall rating and the scores of higher-rated rivals, the greater its implied net competitive disadvantage

Strategic implications of competitive strength assessmentso A company’s competitive strength scores pinpoint its strength and weaknesses against

rivals and point directly to the kinds of offensive/defensive actions it can use to exploit its competitive strengths and reduce its competitive vulnerabilities

o A competitively astute company should utilize the strength scores in deciding what strategic moves to make

o When a company has important competitive strength in areas where one or more rivals are weak, it makes sense to consider offensive moves to exploit rivals’ competitive weaknesses

o When a company has important competitive weaknesses in area where one or more rivals are strong, it makes sense to consider defensive moves to curtail its vulnerability

Question 6: what strategies issues and problems merit front-burner managerial attention?o What strategic issues company managers need to address—and resolve—for the

company to be more financially and competitively successful in the years aheado Pinpointing the precise things that management needs to worry about sets the agenda

for deciding what actions to take next to improve the company’s performance and business outlook

o If items on the worry list are relatively minor, company managers seldom need to go much beyond fine-tuning the present strategy

o However, if the problems confronting the company are serious and indicate the present strategy is not well suited for the road ahead, the task of crafting a better strategy need to be at the top of management’s action agenda

Chapter 5: The Five Generic Competitive Strategies

-A company’s competitive strategy deals exclusively with the specifics of management’s game plan for competing successfully:

1. A low-cost provider strategy-striving to achieve lower overall costs than rivals on comparable products that attract a broad spectrum of buyers

2. A broad differentiation strategy-seeking to differentiate the company’s product offering from rivals’ with superior attributes that will appeal to a broad spectrum of buyers

3. A focused low-cost strategy-concentrating on a narrow buyer segment and outcompeting rivals on costs

4. A focused differentiation strategy-concentrating on a narrow buyer segment and outcompeting rivals with a product offering that meets the specific tastes and requirements of niche members better than the product offerings of other rivals

5. A best-cost provider strategy-giving customers more value for their money by satisfying buyers’ expectations on key quality/features/performance/service attributes

1. Low-cost Provider Strategy-a low-cost provider’s basis for a competitive advantage is lower overall costs than competitors

-successful low-cost leaders who have the lowest industry costs, are exceptionally good at finding ways to drive costs out of their businesses and still provide a product or service that buyers find acceptable.

Two Major Avenues for Achieving a cost advantage

1. perform value chain activities more cost-effectively than rivals2. Revamp the firm’s overall value chain to eliminate or bypass some cost-

producing activitiesA cost driver is a factor that has a strong influence on a company’s costs

Cost Cutting methods that demonstrate an effective use of the cost drivers includes:

1. striving to capture all available economies of scale2. Taking full advantage of experience and learning-curve effects3. Trying to operate facilities at full capacity4. Improving supply chain efficiency5. Using lower cost inputs wherever doing so will not entail too great a sacrifice in quality6. Using the company’s bargaining power vis-à-vis supplies or others in the value chain

system to gain concessions7. Using communication systems and information technology to achieve operating efficient8. Employing advanced production technology and process design to improve overall

efficiency9. Being alert to the cost advantages of outsourcing or vertical integration10. Motivating employees through incentives and company culture.

Revamping the Value Chain System to Lower Costs

-Cost advantages can often emerge from redesigning the company’s value chain system in ways that eliminate costly work steps

such revamping can include:

1. Selling direct to consumers and bypassing the activities and costs of distributors and dealers

2. Streamlining operations by eliminating low value-added or unnecessary work steps and activities

3. Reducing materials handling and shipping costs by having suppliers locate their plants or warehouses close to the company’s own facilities.

When a Low-Cost Provider works best:

1. Price competition among rival sellers is vigorous2. The products of rival sellers are essentially identical and readily available from many

eager sellers3. There are few ways to achieve product differentiation in ways that have value to buyers4. Most buyers use the product in the same ways5. Buyers incur low costs in switching their purchases from one seller to another6. The majority of industry sales are made to a few, large volume buyers7. Industry newcomers use introductory low prices to attract buyers and build a customer

basePitfalls to Avoid

1. Getting carried away with overly aggressive price cutting 2. Relying on an approach to reduce costs that can be easily copied by rivals3. Becoming too fixated on cost reduction

2. Broad Differentiation Strategies

-Attractive whenever buyers’ needs and preferences are too diverse to be fully satisfied by a standardized product offering

Successful differentiation allows a firm to do one or more of the following:

1. Command a premium price for its product2. Increase unit sales3. Gain buyer loyalty to its brand

-The essence of a broad differentiation strategy is to offer unique product attributes that a wide range of buyers find appealing and worth paying for

-a uniqueness driver is a factor that can have a strong differentiating effect

Managers can enhance differentiation based on these drivers:

1. Striving to create superior product features, design, and performance2. Improving customer service or adding additional services3. Pursuing production R&D activities4. Striving for innovation and technological advances5. Pursing continuous quality improvement6. Increasing emphasis on marketing and brand-building activities7. Seeking out high-quality inputs8. Emphasizing human resource management activities that improve the skills, expertise,

and knowledge of company personnelRevamping the Value Chain System to Increase Differentiation

1. coordinationg with channel allies to enhance customer perceptions of value2. Coordinating with suppliers to better address customer needs

-Differentiation can be based on tangible or intangible attributes

When a Differentiation Strategy Works Best:

1. Buyer needs and uses of the product are diverse2. There are many ways to differentiate the product or service that have value to buyers3. Few rival firms are following a similar differentiation approach4. Technological change is fast-paced and competition revolves around rapidly evolving

product features

Pitfalls to Avoid

1. creating a product or service that are easily and quickly copied2. the ompany’s attempt at differentiation produces an unenthusiastic response on the part

of the buyers3. Overspending on efforts to differentiate the company’s product offering, thus eroding

profitability3. Focused (Or Market Niche) Strategies

-concentrated attention on a narrow piece of the total market

Focused Low-Cost Strategy

-aims at securing a competitive advantage by serving buyers in the target market niche at a lower cost and lower price than those of rival competitors

-fairly common

Focused Differentiation Strategy

-keyed to offering products or services designed to appeal to the unique preferences and needs of a narrow, well-defined group of buyers

-depends on the existence of a buyer segment that is looking for special product attributes or seller capabilities on a firm’s ability to stand apart from rivals

When a focused low-cost or focused differentiations strategy is attractive:

1. The target market niche is big enough to be profitable and offers good growth potential2. Industry leaders have chosen not to compete in the niche3. It is costly or difficult for multisegment competitors to meet the specialized needs of

niche buyers and at the same time satisfy the expectations of their mainstream customers

4. The industry has many different niches and segments, thereby allowing a focuser to pick the niche best suited to its resources and capabilities

5. Few if any rivals are attempting to specialize in the same target segmentRisks

1. the chance that competitors will find effective ways to match the focused firm’s capabilities in serving the target niche

2. the potential for the preferences and needs of niche members to shift over time toward the product attributes desired by the majority of buyers

3. the segment may become so attractive that it is too soon inundated with competitors, intensifying rivalry and splintering segment profits

4. Best Cost Provider Strategies

-best-cost provider strategies are a hybrid of low-cost provider and differentiation strategies that aim at providing desired quality/features/performance/service attributes while beating rivals on price

-To profitably employ this strategy a company needs to have resources and capabilities to incorporate attractive or upscale attributes into its product offering at a lower cost than rivals.

When a Best-Cost Provider Strategy Works Best:

-in markets where product differentiation is the norm and an attractively large number of value-conscious buyers can be induced to purchase midrange products rather than cheap, basic products or expensive top-of-the-line products.

-in recessionary times when great masses of buyers become value conscious and are attracted to economically priced products and services with appealing attributes

-winning strategy must always be matched to a company’s resources and capabilities

Risks

-getting squeezed between the strategies of firms using low-cost and high-end differentiation strategies

In all cases, competitive advantage depends on having competitively superior resources and capabilities that are a good match for the chosen generic strategy. A sustainable advantage depends on maintaining that competitive superiority with resources, capabilities, and value chain activities that rivals have trouble matching and for which there are no good substitutes.

Ch 10- Managing Organizational Structure and Culture

Designing Organizational Structure

-Organizational architecture: the organizational structure, control systems, culture, and human resource management systems that together determine how efficiently and effectively organizational resources are used.

-Organizational structure: is a formal system of task and reporting relationships that coordinates and motivates organizational members so they work together to achieve organizational goals.

-Organizational Design: the process by which managers make specific organizing choices that result in a particular kind of organizational structure.

The challenge facing all companies is to design a structure and a culture that 1. Motivate managers and employees to work hard and to develop supportive job behaviors and attitudes and 2. Coordinate the actions of employees, groups, functions, and divisions to ensure they work together efficiently and effectively

The Organizational Environment

• The more quickly the external environment is changing and the greater the uncertainty within it, the greater are the problems managers face in trying to gain access to scarce resources

• If the external environment is stable, resources are readily available, and uncertainty is low, and less coordination and communication among people and functions are needed to obtain resources.

Four factors that influence the design of organizational structure

1. Strategy2. Technology3. Human Resources4. Organizational Environment

1. Strategya. Initiating different strategies based on economic environmentb. Expanding internationally and operating in many different countries

2. Technologya. Technology=combination of skills, knowledge, machines, and computers used to

design, make, and distribute goods and servicesb. Task Variety=the number of new or unexpected problems or situations that a

person or function encounters in performing tasks or jobs.c. Task analyzability= the degree to which programmed solutions are available to

people or functions to solve the problems they encounter. d. Nonroutine or complicated technologies are characterized by high task variety

and low task analyzability.3. Human Resources

a. Generally, the more highly skilled workforce + greater number of employees who work together in groups or teams = more likely to have an organization with a flexible, decentralized structure and a professional culture based on values and norms.

b. An organization’s external environment, strategy, technology, and human resources are the factors to be considered by managers seeking to design the best structure and culture for an organization.

Grouping Tasks into Jobs: Job Design

-Job Design: the process by which managers decide how to divide tasks into specific jobs.

-done by a design process called division of labor among employees.

-Job Simplification: the process of reducing the number of tasks that each worker performs

-Too much job simplification can reduce efficiency and decrease employee motivation

Job Enlargement and Job Enrichment

Job Enlargement: increasing the number of difference tasks in a given job by changing the division of labor.

-The idea behind this is that increasing the range of tasks performed by a worker will reduce boredom and fatigue and increase motivation to perform at a higher level.

Job Enrichment: increasing the degree of responsibility a worker has over his or her job

1. Empowering workers to experiment to find new or better ways of doing the job

2. Encouraging workers to develop new skills

3. Allowing workers to decide how to do the work and giving them the responsibility for deciding how to respond to unexpected situations

4. Allowing workers to monitor and measure their own performance

Job Characteristics Model

-Created by J. R. Hackman and G. R. Oldham

-Influential model of job design that explains in detail how managers can make jobs more interesting and motivating

-every job has 5 characteristics that determine how motivating the job is:

1. Skill variety: the extent to which a job requires that an employee use a wide range of different skills, abilities, or knowledge

2. Task Identity: the extent to which a job requires that a worker perform all the tasks necessary to complete the job, from beginning to the end of the production process

3. Task significance: the degree to which a worker feels his or her job is meaningful because of its effect on people inside the organization or on people outside the organizations

4. Autonomy: The degree to which a job gives an employee the freedom and discretion needed to schedule different tasks and decide how to carry them out

5. Feedback: the extent to which actually doing a job provides a worker with clear and direct information about how well he or she has performed the job.

-Hackman and Oldham argue that these 5 job characteristics affect an employee’s motivation because they affect three critical psychological states.

Grouping Jobs into Functions and Divisions: Designing Organizational Structure

-Typically managers first decide to group jobs into departments and then design a functional structure to use organizational resources effectively.

-Functional structure: an organizational structure composed of all the departments that an organization requires to produce its goods or services

-Several advantages to grouping jobs according to function:

1. They can learn from observing one another and thus become more specialized and perform at a higher level

2. It is easier for managers to monitor and evaluate performance

3. It lets them create the set of functions they need to scan and monitor the competitive environment and obtain information about how it is changing.

Divisional Structures: Product, Market, and Geographic

-Divisional Structure: an organizational structure composed of separate business units within which are the functions that work together to produce a specific product for a specific customer.

Product Structure:

-An organizational structure in which each product line or business is handled by a self-contained division

CEOCorporate managersProduct divisions (ex. Stove division, sink div.functions

-Focusing on particular products has several advantages:

1. Allows functional managers to specialize in only one product area to build expertise

2. Each division’s managers can become experts in their industry

3. Product structure frees corporate managers from the need to supervise directly each division’s day-to-day operations.

Geographic Structure:

-An organizational structure in which each region of a country or area of the world is served by a self-contained division

CEOCorporate ManagersGeographic divisions (north region, south region)functions

-Managers locate different divisions in each of the world regions where the organization operates

also:

Global Geographic Structure:

CEOCorporate Managersgeographic divisions(pacific region, south American region..)functions

Global Product Structure:

CEOCorporate ManagersProduct divisiongeographic divisions(foreign subsidiary pacific region, foreign subsidiary European region..)

Market Structure:

-an organizational structure in which each kind of customer is served by a self-contained division; also called customer structure

CEOCorporate ManagersMarket divisions (ex. Large business customers, educational institutions, individual customers, small business customers)functions

-allows managers to be responsive to the needs of their customers and allows them to act flexibly in making decisions in response to customers’ changing needs.

Matrix and Product Team Designs

Matrix Structure:

-an organizational structure that simultaneously groups people and resources by function and by product

-employees are grouped by functions to allow them to learn from one another and become more skilled and productive.

-in addition, employees are grouped into product teams in which members of different functions work together to develop a specific product.

-Each person in a product team reports to two managers

1. a functional boss, who assigns individuals to a team and evaluates their performance from a functional perspective

2. the boss of the product team who evaluates their performance on the team, thus team members are known as two-boss employees

Product Team Structure:

-an organizational structure in which employees are permanently assigned to a cross-functional team and report only to the product team or manager or to one of his or her direct subordinates

-differed from a matrix structure in two ways:

1. it does away with dual reporting relationships and two-boss employees

2. functional employees are permanently assigned to a cross functional team that is empowered to bring a new or redesigned product market

-Cross-functional team: a group of managers brought together from different departments to perform organizational tasks.

Coordinating Functions and Divisions

Allocating Authority

-authority: the power to hold people accountable for their actions and to make decisions concerning the use of organizational resources

-Hierarchy of authority: an organization’s chain of command, specifying the relative authority of each manager

-Span of control: the number of subordinates who report directly to a manger

-Line manager: someone in the direct line or chain of command who has formal authority over people and resources at lower levels

-Staff manager: someone responsible for managing a specialist function, such as finance or marketing.

Tall vs. Flat Organizations

-When an organization grows in size, usually measured by the number of its managers and employees

-Tall organization: have many levels of authority relative to company size

-Flat organization: have fewer levels relative to company size.

The minimum chain of command

-managers organize workers into self-managed teams that are empowered to make all the decisions necessary to make a particular product

Centralization and Decentralization of Authority

-decentralizing authority: giving lower-level managers and nonmanagerial employees the right to make important decisions about how to use organizational resources

-if higher level managers give lower level employees the responsibility of making important decisions and manage by exception, then the problems of slow and distorted communication are kept to a minimum

-allows managers and employees to behave in a flexible way

-too much decentralization is obviously bad

Integrating and Coordinating Mechanisms

-integrating mechanisms: organizing tools that managers can use to increase communication and coordination among functions and divisions

Liaison roles:

-managers can increase coordination among functions and divisions

-gives one manager in each function or division the responsibility for coordinating with the other

-marketing manager and research and development manager meet to brainstorm a new product idea

Task Forces

-a committee of managers from various functions or divisions who meet to solve a specific, mutual problem; also called ad hoc committee.

-representatives from marketing, research and development, an manufacturing meet to discuss launch of a new product

-they are temporary; they may meet on a regular basis or only a few times.

-when the problem/issue is resolved, the task force is no longer needed; members return to their normal roles in their departments or are assigned to other task forces.

Cross-Functional Teams:

-composed of all functions is formed to manage product to its launch in the market

-an example is a new product development committee that is responsible for the choice, design, manufacturing, and marketing of a new product.

-These teams assume long[term responsibility for all aspects of development and making the product

Integrating Roles:

-senior managers provide members of cross-functional team with relevant information from other teams and from other divisions

-a role whose only function is to increase coordination and integration among functions or divisions to achieve performance gains from synergies

Organizational Culture

-the shared set of beliefs, expectations, values, and norms that influence how members of an organization relate to one another and cooperate to achieve organizational goals.

Where does organizational culture come from?

-4 factors lead to organizational culture:

1. characteristics of organizational members

2. organizational ethics

3. The employment relationship

4. Organizational Structure

1. Characteristics of Organizational Members-the people

-organizations members become similar over time and come to share the same values

-this happens when an organization’s values and norms are strong and promote cohesiveness

2. Organizational Ethics

-the moral values, beliefs, and rules that establish the appropriate way for an organization and its members to deal with each other and with people outside the organization

3. The employment Relationship

-the relationship between coworkers and boss to employee

4. Organizational Structure

-different kinds of structure give rise to different kinds of culture

Chapter 11: Managing Internal Operations

Allocating Resources to the Strategy Execution Effort

-Early in the strategy implementation process, managers need to determine what resources are necessary

-A change in strategy nearly always calls for budget reallocations and resource shifting

Instituting Policies and Procedures that Facilitate Strategy Execution

-A company’s policies and procedures can either support or hinder good strategy execution

-Well conceived policies and operating procedures facilitate strategy execution in 3 ways:

1. They provide top-down guidance regarding how things need to be done

-channel individual and group efforts along a strategy-supportive path

-align the actions and behavior of company personnel with the requirements for good strategy execution

-place limits on independent action and help overcome resistance to change

2. Help enforce consistency in how strategy-critical activities are performed

-improve the quality and reliability of strategy execution

-help coordinate the strategy execution efforts of individuals and groups throughout the organization

3. Promote the creation of a work climate that facilitates good strategy execution

Instituting Best Practices and Employing process management tools

-a best practice is a method of performing an activity that consistently delivers superior results compared to other approaches

-to be a best practice, the method must have been employed by at least one enterprise and shown to be unusually effective in lowering costs

-benchmarking is the backbone of the process of identifying, studying, and implementing best practices

-the more that organizational units use best practices in performing their work, the closer a company comes to achieving effective and efficient strategy execution

From Benchmarking and Best-Practice Implementation to Operational Excellence in Strategy Execution

1. Engage in benchmarking to identify the “best practice” for performing an activity2. Adapt the “best practice” to fit the company’s situation; then implement it3. Continue to benchmark company performance of the activity against “best-in-industry” or

“best-in-world” performers4. Move closer to operational excellence in strategy execution

Business Process Reengineering

-involves radically redesigning and streamlining how an activity is performed, with the intent of achieving quantum improvements in the performance

Total Quality Management Programs (TQM):

-entails creating a total quality culture involving managers and employees at all levels, bent on continuously improving the performance of every value chain activity

-achieves biggest success when it is extended to all employees at all levels

Six Sigma Quality Control Programs

-Six Sigma programs: utilize advanced statistical methods to improve quality by reducing defects and variability in the performance of business processes.

-when performance of an activity reaches “six sigma quality” is is equal to 99.9997 percent accurate

Managers take the following action steps to realize full value from TQM or Six Sigma initiatives:

1. demonstrating visible, unequivocal and unyielding commitment to total quality and continuous improvement, including specifying measurable objectives for increasing quality and making continual progress

2. nudging people toward quality-supportive behaviors by:a. screening job applicants rigorously and hiring only those with attitudes and

aptitudes right for quality-based performanceb. providing quality training for most employeesc. using teams and team building exercises to reinforce and nurture individual effortd. recognizing and rewarding individual and team efforts to improve quality regularly

and systematicallye. stressing prevention, not correction

3. Empowering employees so that authority for delivering great service or improving products is in the hands of the doers rather than the overseers

4. Using online systems to provide all relevant parties with the latest best practices, thereby speeding the diffusion and adoption of best practices throughout the organization

5. Emphasizing that performance can and must be improved, because competitors are not resting on their laurels and customers are always looking for something better

Instituting Adequate Information Systems, Performance Tracking, and Controls

Information systems need to cover 5 broad areas:

1. customer data2. Operations data3. Employee data4. Supplier/strategic partner data5. Financial performance data

Incentives and Motivational Practices that Facilitage Good strategy execution

-Financial rewards provide high-powered incentives when rewards are tied to specific outcome objectives

-providing attractive perks and fringe benefits

-giving awards and other forms of public recognition to high performers, and celebrating the achievement of organizational goals.

-relying on promotion from within whenever possible

-Inviting and acting on ideas and suggestions from employees

-Creating a work atmosphere in which there is genuine caring and mutual respect among workers and between management and employees

-Stating the strategic vision in inspirational terms that make employees feel they are a part of something very worthwhile

-stating the strategic vision in inspirational terms that make employees feel they are a part of something very worthwhile in a larger social sense

-sharing information with employees about financial performance, strategy, operational measures, market conditions, and competitors’ actions

-providing a comfortable and attractive working environment.

Striking the Right Balance between Rewards and Punishment/Linking Rewards to Achieving the Right Outcomes

-Incentives must be based on accomplishing the right results, not on dutifully performing assigned tasks

-the key to creating a good reward system is to make measures of good business performance and good strategy execution the dominating basis for designing incentives, evaluating individual and group efforts and handing out rewards.

Guidelines for Designing Incentive Compensation Systems

-Make the performance payoff a major, not minor, piece of the total compensation package

-Have incentives that extend to all managers and all workers, not just top management

-Administer the reward system with scrupulous objectivity and fairness

-Ensure that the performance targets set for each individual or team involve outcomes that the individual or team can personally affect

-Keep the time between achieving the performance target and receiving the reward as short as possible

-Avoid rewarding effort rather than results