BA7032 STRATEGIC MANAGEMENT

1 BA7032 STRATEGIC MANAGEMENT 1 SCE DEPARTMENT OF MANAGEMENT SCIENCES A Course Material on STRATEGIC MANAGEMENT By Mr. SURESH ASSISTANT PROFESSOR DEPARTMENT OF MANAGEMENT SCIENCES SASURIE COLLEGE OF ENGINEERING VIJAYAMANGALAM 638 056 BA7032 STRATEGIC MANAGEMENT 2 SCE DEPARTMENT OF MANAGEMENT SCIENCES QUALITY CERTIFICATE This is to certify that the e-course material Subject Code : BA7032 Subject : Entrepreneurship Development Class : II Year MBA Being prepared by me and it meets the knowledge requirement of the university curriculum. Signature of the Author Name: Kumar Designation: Assistant Professor This is to certify that the course material being prepared by Mr.

2 Kumar is of adequate quality. He has referred more than five books amount them minimum one is from aborad author. Signature of HD Name: SEAL BA7032 STRATEGIC MANAGEMENT 3 SCE DEPARTMENT OF MANAGEMENT SCIENCES CONTENTS CHAPTER TOPICS PAGE NO 1 STRATEGY AND PROCESS 5-16 Conceptual framework for STRATEGIC MANAGEMENT the Concept of Strategy the Strategy Formation Process Stakeholders in business Vision Mission Purpose Business definition Objectives Goals Corporate Governance Social responsibility 2 COMPETITIVE ADVANTAGE 17-50 External Environment Porter s Five Forces Model STRATEGIC Groups Competitive Changes during Industry Evolution Globalization and Industry Structure National Context and Competitive advantage Resources Capabilities competencies core competencies Competencies & Low cost and differentiation

3 strategies generic Building Blocks of Competitive Advantage Distinctive Competencies Resources and Capabilities durability of competitive Advantage Avoiding failures and sustaining competitive advantage 3 strategies 51-75 Stability strategy Expansion strategy Retrenchment strategy Combination strategies Business level strategy Strategy in the Global Environment Corporate Strategy- Vertical Integration Diversification Strategy STRATEGIC Alliances BA7032 STRATEGIC MANAGEMENT 4 SCE DEPARTMENT OF MANAGEMENT SCIENCES Building and Restructuring the corporation STRATEGIC analysis and choice Environmental Threat and Opportunity Profile (ETOP) Organizational Capability Profile SWOT Analysis GAP Analysis Mc Kinsey's 7s Framework GE 9 Cell Model Distinctive competitiveness Selection of matrix Balance Score Card 4 STRATEGY IMPLEMENTATION & EVALUATION 76-94 The implementation process Resource allocation Designing organizational structure Designing STRATEGIC Control Systems Matching structure and control to strategy Implementing STRATEGIC change Politics Power Conflict Techniques of STRATEGIC evaluation & control 5 OTHER STRATEGIC ISSUES 95-112 Managing Technology and Innovation STRATEGIC issues for Non Profit organizations.

4 New Business Models strategies for Internet Economy Case Study Question Bank 113-129 BA7032 STRATEGIC MANAGEMENT 5 SCE DEPARTMENT OF MANAGEMENT SCIENCES UNIT - I Strategy: It is an action that managers take to attain one or more of the organization s goals. Strategy can also be defined as A general direction set for the company and its various components to achieve a desired state in the future. Strategy results from the detailed STRATEGIC planning process . An equivalent definition given in the class is selection of actions that will make an organization to have superior performance compared to industry. An action means allocating resources. Features of Strategy 1.

5 Strategy is Significant because it is not possible to foresee the future. Without a perfect foresight, the firms must be ready to deal with the uncertain events which constitute the business environment. 2. Strategy deals with long term developments rather than routine operations, it deals with probability of innovations or new products, new methods of productions, or new markets to be developed in future. 3. Strategy is created to take into account the probable behavior of customers and competitors. strategies dealing with employees will predict the employee behavior. Strategy is a well defined roadmap or a goal post to be achieved of an organization. It defines the overall mission, vision and direction of an organization. The objective of a strategy is to maximize an organization s strengths and to minimize the strengths of the competitors.

6 Strategy, in short, bridges the gap between where we are and where we want to be . STRATEGIC MANAGEMENT STRATEGIC MANAGEMENT has now evolved to the point that it is primary value is to help the organization operate successfully in dynamic, complex global environment. Corporations have to become less bureaucratic and more flexible. In stable environments such as those that have existed in the past, a competitive strategy simply involved defining a competitive position and then defending it. Because it takes less and less time for one product or technology to replace another, companies are finding that there are no such thing as enduring competitive advantage and there is need to develop such advantage is more than necessary. BA7032 STRATEGIC MANAGEMENT 6 SCE DEPARTMENT OF MANAGEMENT SCIENCES Corporations must develop STRATEGIC flexibility: the ability to shift from one dominant strategy to another.

7 STRATEGIC flexibility demands a long term commitment to the development and nurturing of critical resources. It also demands that the company become a learning organization: an organization skilled at creating, acquiring, and transferring knowledge and at modifying its behaviour to reflect new knowledge and insights. Learning organizations avoid stability through continuous self-examinations and experimentations. STRATEGIC Formation Process: Setting Organizations objectives - The key component of any strategy statement is to set the long-term objectives of the organization. It is known that strategy is generally a medium for realization of organizational objectives. Objectives stress the state of being there whereas Strategy stresses upon the process of reaching there. Strategy includes both the fixation of objectives as well the medium to be used to realize those objectives.

8 Thus, strategy is a wider term which believes in the manner of deployment of resources so as to achieve the objectives. While fixing the organizational objectives, it is essential that the factors which influence the selection of objectives must be analyzed before the selection of objectives. Once the objectives and the factors influencing STRATEGIC decisions have been determined, it is easy to take STRATEGIC decisions. Evaluating the Organizational Environment - The next step is to evaluate the general economic and industrial environment in which the organization operates. This includes a review of the organizations competitive position. It is essential to conduct a qualitative and quantitative review of an organizations existing product line. The purpose of such a review is to make sure that the factors important for competitive success in the market can be discovered so that the MANAGEMENT can identify their own strengths and weaknesses as well as their competitors strengths and weaknesses.

9 BA7032 STRATEGIC MANAGEMENT 7 SCE DEPARTMENT OF MANAGEMENT SCIENCES After identifying its strengths and weaknesses, an organization must keep a track of competitors moves and actions so as to discover probable opportunities of threats to its market or supply sources. Setting Quantitative Targets - In this step, an organization must practically fix the quantitative target values for some of the organizational objectives. The idea behind this is to compare with long term customers, so as to evaluate the contribution that might be made by various product zones or operating departments. Performance Analysis - Performance analysis includes discovering and analyzing the gap between the planned or desired performance.

10 A critical evaluation of the organizations past performance, present condition and the desired future conditions must be done by the organization. This critical evaluation identifies the degree of gap that persists between the actual reality and the long-term aspirations of the organization. An attempt is made by the organization to estimate its probable future condition if the current trends persist. Choice of Strategy - This is the ultimate step in Strategy Formulation. The best course of action is actually chosen after considering organizational goals, organizational strengths, potential and limitations as well as the external opportunities Mission Statement Mission statement is the statement of the role by which an organization intends to serve it s stakeholders. It describes why an organization is operating and thus provides a framework within which strategies are formulated.