Introduction to strategic management
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The document is a lecture on strategic management, discussing the importance of strategy in achieving superior performance for organizations. It emphasizes the strategic management process, comparing different companies like Walmart and Future Group, and highlights the need to adapt strategies based on environmental changes. The content includes insights on strategy formulation, implementation, and leadership, illustrating how effective strategy can create competitive advantages.
Introduction to strategic management
- 1. LECTURE 1 : Introduction to Strategic Management Dr.K.Prabhakar8/10/2011Strategic Management 1-1 STRATEGIC MANAGEMENT
- 2. This presentation is dedicated to all my students the only capital I have 8/10/2011Strategic Management 1-2
- 3. Why do some firms succeed while others fail?
- 4. A central objective of strategic management is to learn why this happens.
- 6. An action a company takes to attain superior performance. In this context it means allocations of resources. Resources may be same but if they are combined in different ways some get superior performance; some get ordinary performance. Strategic Management studies the ways to make superior performance.
- 7. What is the strategic management process?
- 8. The process by which managers choose a set of strategies for the enterprise to pursue its vision.8/10/2011Strategic Management 1-3Overview
- 9. What's the use of running if you are not on the right road- German proverbIf you do not know where you come from, you do not know where you stand, if you do not know where you stand, you do not know where you go- Chinese Proverb To run in a right road to reach your destination is strategy. 8/10/2011Strategic Management 1-4Philosophy
- 10. However beautiful the strategy, you should occasionally look at the results -Sir Winston Churchill 1874-1965, English statesmanDo not repeat the tactics which have gained you one victory, but let your methods be regulated by the infinite variety of circumstances -Sun Tzu c. 490 BC, Chinese military strategist8/10/2011Strategic Management 1-5Prespective Quote
- 11. 8/10/2011Strategic Management 1-6What is difference between Walmart ,Subhiksha and Future Group?
- 12. Sam Walton started it in the year 1962.
- 13. For the fiscal year ending January 31, 2011, Wal-Mart reported a net income of $15.4 billion on $422 billion of revenue with a 24.7% gross profit margin)Net profit margin3.78%
- 16. Return on average assets-9.09%R
- 17. Return on average Equity22.09%
- 18. Employees2,100,0008/10/2011Strategic Management 1-7What are the results of Wal-Mart?
- 19. Location
- 21. Logistics
- 22. Human Resources Practices; Empolyee stock options at a discounted price to that of market price
- 23. Bar code technology and checkout scanners
- 25. EDLP
- 26. Low Prices from Suppliers- Information to Suppliers 8/10/2011Strategic Management 1-8What Wal-Mart is known for?
- 27. 8/10/2011Strategic Management 1-9Analyse its financial results
- 29. You can see here the movie that projects the negative image about Wal Mart. 8/10/2011Strategic Management 1-11http://www.youtube.com/watch?v=dp0O9jxLS64
- 30. Rated as the 50 fastest growing business to be observed in the world Started by IIT IIM graduate and Professionally managed. Ajim Premji Invested in the organization rama bijapurkar was in the board Ultimately left with lost of court cases and operations are closed across India. 8/10/2011Strategic Management 1-12Subhikha
- 31. Do you know the from where the CEO of Big Bazar got his idea? It is from Saravan Stores in Chennai; Saravana Stores operates on EDLP Mode and everyone goes there for low prices with high quality. It has on thousand shops across India in 70 cities. Its formats are Its formats include; 1.Pantaloons 2.Big Bazaar-Indian hypermarket chain3. Food Bazaar- which is a supermarket chain 4.Central, which is a chain of destination malls. 5.Brand Factory6. Blue Sky7. aLL8.Star 9.Sitara.Read his book ” It happened in India”.8/10/2011Strategic Management 1-13Future Group
- 32. 8/10/2011Strategic Management 1-14Future Group Vs others
- 35. Dr.Devdutt Patnaik is an Atheist turned mythologist. He is the Chief Belief Officer at Future Group. He uses mythology to bring to life different aspects of corporate life. Future group looks for Duryodhana’s in organizationDefinition of Duryodhana- “Duryodhanas are employees who play by the rules but whose intentions and integrity are questionable.8/10/2011Strategic Management 1-17Future Group’s Management with Mythology
- 36. You need to be familiar with Geetha.Its focus is Do you work or Dharma and do not expect results!It is something quiet opposite to the market economics. How does it work in India with Globalization? It works! It worked wonders for Future group. The Concept of Dharma does have its roots in caste system; for time being we should suspend its painful impact on Indian society. However, the concept of Dharma has many good aspects and it has been accepted in Future group. 8/10/2011Strategic Management 1-18Observe the slide given in the next slide
- 38. Some of them are internalized in the Indian psyche. Athidi Devobhava- Guest is the God. Anna data sukibhava – The person who gives food should always be great. (Comments are by me) Think on these lines and give your ideas. 8/10/2011Strategic Management 1-20How to enshrine the customers as Gods?
- 39. “Retail is our religion. Customers are our gods. The stores are our temples. In every temple, there are rituals, there are customs. We have to enshrine customers as our gods in our minds. Devdutt will dip into Indian mythology and help us create these rituals, symbols and vocabulary,” says Biyani, who, in his own words, is a “borderline atheist” who has neither prayed since his early teens nor visited a temple. But that does not stop him from understanding or harvesting the power of mythology in a country where there is an auspicious time, method and place for doing everything—waking up, bathing, marrying and even dying.8/10/2011Strategic Management 1-21Philosophy of Kishore Biyani and role of Devdutt
- 40. Take the Kartha ceremony the group has put in place. Kartha in Sanskrit means creator or the head of a family. Every time somebody is hired to head a Future Group store, he or she is anointed as a Kartha. That does not just translate to a fancy designation on a rectangular visiting card. It’s much more. “We seat the Kartha on a chair and all the employees stand around him. His family members—wife, siblings and parents—are invited to the ceremony. His boss reads him out his duties as a Kartha, which is to ensure the welfare and happiness of employees and customers,” - Sanjoy Jog, Chief People Officer, Future Group.It just aligns the mind of the person who has all these aspects ingrained in him. Question: Do we have neurological basis for this?Read the book “Habit: the 95% of Behavior Marketers Ignore”8/10/2011Strategic Management 1-22Manager is known as Kartha
- 41. They demacdonandized the retailing in India. Example: No women in north India likes a person to put saree on her shoulder to see herself in the mirror. However, it will be a cutomer delight in Tamilnadu for a women to see the saree being put on her shoulder. Same country two strategies to meet customer needs. Can you imagine single largest retails stores in the world to have highest trunover? It is Nalli Silks. ( We will study Nalli case study soon) 8/10/2011Strategic Management 1-23What Future Group did?
- 42. “Biyani has great intuition about the intuitive sense of India. What I have is a vocabulary. We clicked because our understanding of Indian-ness matched,” says Pattanaik, who believes that Indian businesses are aping the west by putting too much emphasis on “processes” over intuition and culture. “You cannot standardise a smile. We cannot and should not have standard operating proceedures for something which should be natural. 8/10/2011Strategic Management 1-24The success of Future group is substituing processes with intution and Culture
- 43. Subhisha had the same access towards resources as future group. However, Future Group used it differently. It brings out the difference between resources and resourcefulness.Coke formula was sold by Pemberton for 2300$ and died as a papuer in Atlanta; Presently its brand value is 150 billions!( Please read http://www.slideshare.net/kprabhakar975/difference-between-2300116billion-entrepreneurship)8/10/2011Strategic Management 1-25Subhiskha and Future Group
- 44. 655 VS552 VS 347 Air Craft South West Airline Model (Low cost Model)Revenue Management Model ( British Airways later poineered by American Airlines )Indian Airlines 8/10/2011Strategic Management 1-26American Airlines South West Airline Vs US Airways
- 45. Strategy is a set of related actions that managers take to increase organization’s performance. If it results in superior performance to that of its rivals it is said to have competitive advantage.Example: Wal Mart, American Airlines, Airtel 8/10/2011Strategic Management 1-27Strategy (Operationalization)
- 46. What is a strategy? How to create strategies that lead to superior performance? How to implement? How you have to relate to the environment?Why strategy? 8/10/2011Strategic Management 1-28What you will learn?
- 47. How to most effectively manage a organizational strategy making process to create competitive advantage. 8/10/2011Strategic Management 1-29Strategic Leadership
- 48. Unless a variety of opinions are laid before us, we have no opportunity of selection, but are bound of necessity to adopt the particular view which may have been brought forwardHerodotus, 5th century BC, Greek historian8/10/2011Strategic Management 1-30Prespective Quote
- 49. SMP is the process by which managers select and then implement a set of strategies that aim to achieve a cometitive advantage.
- 50. Strategy formulation is selection of strategies
- 51. Strategy implementation is the task of putting strategies in to action; it includes designing; delivering; and supporting products; improving efficienty and effectiveness of organiztions; desinging organizational structure; Control systems and culture. 8/10/2011Strategic Management 1-31Strategy Making Process
- 52. Strategy formulation is is 10% implementation is 90%.8/10/2011Strategic Management 1-32Prespective Quote
- 53. Rational planning by top management?8/10/2011Strategic Management 1-33Strategic PlanningBasic Strategic Planning ModelDefining the Mission and Setting Top-Level GoalsExternal Analysis of Opportunities and ThreatsInternal Analysis of Strengths and WeaknessesSelection of Appropriate StrategiesImplementation of Chosen Strategies
- 54. 8/10/2011Strategic Management 1-34What are elements of Strategic Thinking?
- 56. Mission
- 57. Sets out why the organization exists and what it should be doing from point of view of customer.
- 58. Major goals
- 59. Specify what the organization hopesto fulfill in the medium to long term.
- 60. Objectives
- 61. Are objectives to be attained that lead to superior performance.8/10/2011Strategic Management 1-36Mission and Goals
- 62. Perception is strong and sight is weak. In strategy it is important to see distant things as if they were close and to take a distanced view of close things.Miyamoto Musashi 1584-1645, legendary Japanese swordsman8/10/2011Strategic Management 1-37Prespective Quote on Vision
- 63. Identify strategic opportunities and threats in the operating environment.8/10/2011Strategic Management 1-38External Analysis
- 64. Identify strengthsQuality and quantity of resources availableDistinctive competenciesIdentify weaknessesInadequate resourcesManagerial and organizational deficiencies8/10/2011Strategic Management 1-39Internal Analysis
- 65. Cost leadership
- 66. Attaining, then using the lowest total cost basis as a competitive advantage; Example of Intel
- 67. Differentiation
- 68. Using product features or services to distinguish the firm’s offerings from its competitors;Apple Computers
- 70. Concentrating competitively on a specific market segment; Nala Appakadai 8/10/2011Strategic Management 1-40Business-Level Strategies
- 71. Focus is on improving the effectiveness of operations within a company.ManufacturingMarketingMaterials managementResearch and developmentHuman resources8/10/2011Strategic Management 1-41Functional-Level Strategies
- 72. MultidomesticInternationalGlobalTransnational8/10/2011Strategic Management 1-42Global-Level Strategies
- 73. Vertical integrationDiversificationStrategic alliancesAcquisitionsNew venturesBusiness portfolio restructuring8/10/2011Strategic Management 1-43Corporate-Level Strategies
- 74. In real life, strategy is actually very straightforward. You pick a general direction and implement like hell-Jack Welch in Winning, 20058/10/2011Strategic Management 1-44Prespective Quote
- 77. Market and output controls
- 79. Control through organizational culture
- 81. Matching strategy, structure, and controls
- 82. Congruence (fit) among strategy, structure, and controls8/10/2011Strategic Management 1-45Strategy Implementation
- 83. The only constant is change.Success requires adapting strategy and structure to a changing world.8/10/2011Strategic Management 1-46Managing Strategic Change
- 84. General managersResponsible for the overall (strategic) performance and health of the total organization.Operations managersResponsible for specific businessfunctions or operations.8/10/2011Strategic Management 1-47Strategic Managers
- 85. 8/10/2011Strategic Management 1-48Strategic Managers for All Levels
- 86. Vision, eloquence, and consistencyCommitment to the visionBeing well informedWillingness to delegate and empowerAstute use of powerEmotional intelligence8/10/2011Strategic Management 1-49Strategic Leadership
- 87. Strategy making in an unpredictable world
- 88. Creates the necessity for flexible strategic approaches.
- 89. Strategy making by lower-level managers
- 90. Strategy evolves through autonomous action.
- 92. Accidental discoveries and happenstances can have dramatic effects on strategic direction.
- 93. Intended and emergent strategies
- 94. Realized strategies are combinations of intended and emergent strategies. 8/10/2011Strategic Management 1-50Strategy as an Emergent Process
- 95. 8/10/2011Strategic Management 1-51Intended and Emergent StrategiesFIGUR 1.3
- 96. Mintzberg’s Intended Strategy and Emergent Strategy Five P’s of Strategy PlanPloyPatternPositionPrespective 8/10/2011Strategic Management 1-52
- 97. 8/10/2011Strategic Management 1-53The Strategic Management Process for Intended and Emergent StrategiesFIGURE 1.4
- 98. http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1857795Please read case study by me on 3M 8/10/2011Strategic Management 1-54
- 100. Scenario planning for dynamic environmental change
- 101. Ivory tower planning
- 102. Lack of contact with operational realities
- 103. The importance of involving operating managers
- 104. Procedural justice in the decision-making process
- 105. Engagement, explanation, and expectations
- 106. Planning for the present: Strategic Intent
- 107. Recognition of the static nature of the strategic fit model
- 108. Strategic intent in focusing the organization on winning by achieving stretch goals8/10/2011Strategic Management 1-55Strategic Planning in Practice
- 109. Cognitive biases systematically influence the rationality of decision makers;Psychologists have articulted more than fifty cognitive biases. 8/10/2011Strategic Management 1-56Improving Strategic Decision MakingFIGURE 1.5 ( Adopted from Strategic Mangement by Hill and Jones, 2009 e )
- 110. I claim not to have controlled events, but confess plainly that events have controlled me- Abraham Lincoln 1809-1865, sixteenth American president8/10/2011Strategic Management 1-57Illusion of Control
- 111. Pitfalls of groupthinkFailing to question underlying assumptions.Coalescing around a single person or policy.Filtering out conflicting information.Developing after-the-fact rationalizations.Having an emotional (nonobjective) commitment to an action.8/10/2011Strategic Management 1-58Groupthink and Strategic Decisions
- 112. Two decision-making processesthat counteractcognitive biases and groupthink.8/10/2011Strategic Management 1-59Techniques for Improving Decision MakingFIGURE 1.6
- 113. How to create strategic alternativesHow to select alternative that is most suitable for organization Implement the strategies that will help the stakeholders to maximise their wealth. 8/10/2011Strategic Management 1-60At the end of the course You will uderstand