Defining the Organizations Strategic Direction

Agenda
What is strategic direction, and why is it important for a firm to have one? How should an organization determine what its strategic direction ought to be?

Assessing External Opportunities and Threats Assessing Internal Strengths and Weaknesses

How can the organization determine its competitive positioning? What are the challenges in changing the firms strategic direction?

What is a firms strategic direction?

It is the function of the top management team to provide the firms purpose or strategic intent. The importance of a mission statement

Communicates who the firm is to important stakeholders

Permits the transforming of abstract goals into a concrete mission with guiding principles for action by the firm Examples:

Canon Beat Xerox Kodak Be the leader in the imaging sector Coca Cola To put a Coke within arms reach of every consumer in the world.

Achieving goals through operational objectives

Kodak: Be the leader in the imaging sector

Customer focus More rapid new product development Raise manufacturing quality Reduce costs Gain access to critical knowledge through strategic alliances Benchmarking Maintain proprietary technology (e.g., silver halide materials technology)

Defining the business: the starting point of strategy

Customer Groups

Definition of Business

Customer Needs

How are customer needs satisfied? Distinctive Competencies

What is a firms strategic direction?

coherent technological innovation strategy

position to take advantage of environmental opportunities and provides direction for future development of the firm.

the firms existing competitive

SWOT Analysis

Research has shown that most successful strategies address four aspects of the setting within which a firm operates

Strengths and Weaknesses of the firms abilities Opportunities and Threats within its competitive environment

SWOT analysis is a useful organizing framework for the questions one should ask a firm when choosing a strategy

Industry Analysis tool kitPorters Five Forces Model

Suppliers of Key Inputs

Rivalry Among Competing Sellers

Buyers

Threat of Entry

A sixth force complementors

Complementors

Industry Participants whose businesses enhance the value of yours Opposite of Substitutes Computer Manufacturers & Software Makers Consumer Electronics & Entertainment Companies How to get complementors to make strategic investments which mutually benefit both companies

Examples

The Central Issue

Looking InternallyThe Resource based view

Framework A firm achieves SCA when its resources and capabilities are
Valuable Rare not easily Imitated Organized to exploit full competitive potential

When May Resources/Capabilities Provide Competitive Advantage?

Add-Value?
Yes

Rare?

Hard to Duplicate?

Yes Source of Sustained Competitive Advantage

Core Competencies

Resources are difficult (or impossible) to imitate when they are:

Tacit Path dependent Socially complex Causally ambiguous

Core Competencies: A set of integrated and harmonized abilities that distinguish the firm in the marketplace.

Competencies typically combine multiple kinds of abilities. Several core competencies may underlie a business unit. Several business units may draw from same competency. Core competencies should:

Be a significant source of competitive differentiation Cover a range of businesses Be hard for competitors to imitate

Beware the risk of Core Rigidities

Competencies can lead to Rigidities

Overcommitment to a core competency can lead to rigidity Incentives and culture may reward current competencies while thwarting development of new competencies. Technological change can cause strengths due to prior coherence to become weaknesses

Dynamic capabilities are competencies that enable the firm to quickly respond to change.

E.g., firm may develop a set of abilities that enable it to rapidly deploy new product development teams for a new opportunity; firm may develop competency in working with alliance partners to gain needed resources quickly.

Taking Stock of Internal Competencies: Value Chain Analysis

What Sequence of Activities Are Involved In Creating Value?

Human Resource Management

MARGIN

Technology & Product Development Purchasing Production & Inbound Logistics Distribution Marketing & Sales Service

Determining Sources of SCA through VCA

Beyond simply using a value chain analysis to map out the sequence of activities, we need to do the following:

What is the cost structure of each of these activities? How can we differentiate ourselves while performing each of these activities? How do we compare with other competitors in each of these areas? What are our strengths and weaknesses?

The Dell value chain

FIRM INFRASTRUCTURE HUMAN RESOURCE MANAGEMENT

TECHNOLOGY DEVELOPMENT

INBOUND LOGISTICS

OPERATIONS

OUTBOUND LOGISTICS

MARKETING & SALES

SERVICE

Integration with suppliers. Colocation.

Mfg. to order (like automobiles)

Direct ship. Some items never touch Dell.

Direct sales. Online Premier Pages.

Tech support by web & phone. Online records for each customer. 3rd parties for onsite service

In-class activity
IBM New Strategic Course Article What is IBMs new strategic mission? Using the information in the article, how would you define IBMs business? Identify 3- 5 key opportunities and threats faced by IBM in year 2001 Identify 3-5 key strengths and weaknesses of IBM in year 2001

Competitive Positioning

Conduct SWOT analysis

Identify threats and opportunities (Industry analysis) Identify strengths and weaknesses (Analysis of Resources and Capabilities) Match Strengths and Weaknesses to potential Opportunities and Threats
Useful to conduct value chain analysis for both differentiation and cost savings possibilities Maximize added value

Determine best fit of opportunities and resources

Make recommendations for competitive positioning and strategic choice

The TWOS Matrix

List internal strengths here

List internal weaknesses here

Opportunities (O)

SO Strategies

List external opportunities here

Generate strategies here that use strengths to take advantage of opportunities

Generate strategies here that take advantage of opportunities to overcome weaknesses

Threats (T)

List external threats here

Generate strategies here Generate strategies here that use strengths to avoid that minimize threats weaknesses and avoid threats

In-Class Activity

IBMs new mission

E-business on demand is their model of utility computing

Use the TWOS matrix to map IBMs current strategies

Map some recent strategies (actions) as they related to the TWOS matrix

The Challenges of Change

Technological change causes obsolescence

Core competencies can become core rigidities Strengths can become weaknesses

Technological change also opens new opportunities

Internal R&D efforts create new possibilities New market potential and unmet demand Requires a change in identity A reconfiguration of existing resources and capabilities Venturing in the unknown

Changing strategic direction can be difficult

Buy-in by crucial stakeholders Battling inertial pressures

Back to the drawing board

Strategic Intent

A long-term goal that is ambitious, builds upon and stretches firms core competencies, and draws from all levels of the organization.

Typically looks 10-20 years ahead, establishes clear milestones Firm should identify resources and capabilities needed to close gap between strategic intent and current position.

Key Take-aways

A firms strategic direction

SWOT framework enables asking the right questions, and undertaking the analysis for determining the firms strategic direction A firms competitive positioning takes into account strategies that create the best match of its internal capabilities to the external environment Change can be difficult, since it renders core competencies obsolete, and requires the firm to go back to the drawing board.

establishes intent and identity mobilizes key stakeholders towards activities that are consistent with its mission