1. Introduction to Strategy

2. Vision Statement
• What do we want or want to become ?
Ford
Early 1900s: Democratize the automobile
Current: To become the world's leading
Consumer Company for automotive products
and services

3. Honda
1970: We will destroy Yamaha
Current: To Be a Company that Our
Shareholders, Customers and Society Want

4. • Boeing
1950: Become the dominant player in commercial
aircraft and bring the world into the jet age
• Caterpillar
Be the global leader in customer value.
• Nike
1960s: Crush Adidas
Current: To be the number one athletic company in
the world

5. • Amazon.com
• To be the world’s most customer-centric
company
• BEN & JERRY’S
• Making the best possible ice cream, in the
nicest possible way
• Disney
• To make people happy

6. • Google
• “To provide access to the world’s information
in one click.”

7. Boeing
• Current: People working together as a global enterprise for aerospace
leadership
• People – A company, any company, is nothing more or less than the
people who make it up.Working – This is about effort. Work. We all have a
task to do. We are here to provide value to our shareholders, to Boeing
people, and to communities where we work.Together – Every organization
has forces that try to divide and reduce the impact of the total. Lockheed
Martin does. Airbus does. And Boeing does. The more we can pull
together, share knowledge, the stronger we will be.One – We have a
shared destiny. We will succeed or fail together. There is one Boeing stock
price. This is a powerful concept. It can make us more efficient and
competitive. For example, having a leak in a boat and not helping each
other bail out the water is not a successful strategy. Looking for common
solutions to problems, sharing facilities, sharing services, are all part of
being "One."Global – If we are to compete effectively in next century, we
will be a global company. Our team will reflect global backgrounds and
global experience.Company – A company is a cohesive, inclusive
institution. The dictionary uses words like "assemblage,"
"fellowship."Aerospace – We are an aerospace company. We are not going
to build railcars or boats. We are going to build aerospace products:
airplanes, launch vehicles, satellites.Leadership - We are not here to be
also-rans. We are here to lead, to be the best, nothing less (this is also one
of my favorite vision statement examples – the vision itself is short, clearly
creating a mental picture; and then they provide an explanation)

8. Mission Statement
• An organization exists to accomplish
something
• What is our business?
• Who is the customer?
• What do consumers value?
• What should our business be?
• Is a statement of the organization’s purpose,
strategy, values and standards of behavior.
• Not too narrow, not too broad

9. Examples
• ‘we run discount stores’ vs ‘we deliver low
prices every day and give ordinary folks the
chance to buy the same things as rich people’
(Wal-Mart)
• Google’s mission is to organize the world‘s
information and make it universally accessible
and useful.

10. More examples
• ‘we make cosmetics’ vs ‘we sell the lifestyle and
self-expression; success and status; memories;
hopes, and dreams (Revlon)
• ‘we hold online auctions’ vs ‘to provide a global
trading platform where practically anyone can
trade practically anything – you can get it on eBay’
• A global technology company delivering
innovative solutions to life's everyday needs.
(3M)

11. South West Airlines
The mission of Southwest Airlines is dedication to the
highest quality of Customer Service delivered with a
sense of warmth, friendliness, individual pride, and
Company Spirit.
To Our Employees
• We are committed to provide our Employees a stable
work environment with equal opportunity for learning
and personal growth. Creativity and innovation are
encouraged for improving the effectiveness of
Southwest Airlines. Above all, Employees will be
provided the same concern, respect, and caring
attitude within the organization that they are expected
to share externally with every Southwest Customer.

12. Practice
• Write mission statements for the following
businesses:
1. An airline company
2. A bank
3. A hospital
4. An educational institute
(remember four elements of mission statement:
purpose, strategy, values and standards of
behavior)

13. Objectives & Goals
• Mission statement general in tone, needs to be
turned into objectives
• Objectives are specific targets
• For example, "to be the best sports goods
business in the world" might be the mission
statement of a firm whereas to "increase market
share by 20% in 5 years" is an objective.
• To be effective an objective should be SMART &
perform PRIME functions.
• Typical business objectives focus on profits,
growth, market share and cash flow.

14. Strategy: Areas for decision making
•
•
•
•
•
•
Long term direction
Scope of activities
Competitive advantage
Adapting activities to fit business environment
Exploiting resources/ competencies
Expectations of key stakeholders

15. Three main levels of strategy in an organization
Level
Description
Corporate
Overall purpose and scope, and how value will be added.
Prioritization and management of stakeholder expectations.
Allocation of corporate resources.
Business
How to compete successfully in particular markets. Combines
with corporate strategy in a small organization. In larger
organizations, strategies for strategic business units must be
co-ordinated with corporate strategy, and with each other.
Operational
How the component parts of the organization deliver the
higher-level objectives. Largely created and delivered by
business functions such as marketing, production, finance,
human resource management, and information system.

16. Rational model
Action
Strategic
Control
Position
Audit
Mission
Corporate
Appraisal
Strategic
Options
Choices
Environme
nt Analysis
Position
Choice
Implement
ation

17. Strategy lenses
• A way to understand an organization’s strategy
• As design: logical process, forces and constraints
weighed carefully, analytic and evaluative
techniques to establish clear strategic direction.
Implementation of planned action.
• As experience: adaptation of past strategies,
what has gone before.
• As ideas: innovation, variety and diversity for
generating new ideas.
• Example: Jaguar, BMW, Mercedes convertible

18. Strategic Management
Strategic Management can be defined as the art
and science of formulating, implementing and
evaluating cross-functional decisions that
enable an organization to achieve its
objectives.

19. Elements of Strategy
Strategic analysis helps in understanding
a company´s strategic position. It is important to
analyze environmental changes and find out how
they can affect the firm and its employees.
Strategic analysis aims to create a view of the key
factors which can have an impact on the present
and future performance of a company. If strategic
analysis is carried out in a correct manner then it
will help managers choose the right strategy.

20. Choice
After undertaking strategic analysis the
strategists will be ready to make a strategic
choice. A strategic choice is defined as the
selection of the best possible course of action
based on the evaluation of the available
strategic options.

21. Implementation
The final step, strategy implementation is
defined as the way in which the strategy is
translation into actions. Strategic
implementation requires careful planning and
proper deployment of the company´s
resources, careful handling of possible
changes in the organization structure and
effective change management.
Implementation of strategy can take place in
several stages.

22. Objectives of Strategic Planning
(i) A formal Strategic Planning Process helps to indentify the
opportunities and risks involved in the company’s business.
The company can make well-considered strategies and
adopt measures to seize the opportunities accruing from its
internal and external strengths and also reduce the various
business risks.
(ii) A formal Strategic Planning Process enables the company’s
top management to be involved in proactive thinking of the
business objectives and taking coordinated actions relating
to deployment of resources to achieve its strategic goals.
(iii) A formal Strategic Planning Process ensures the
participation of management and the staff who are seized
with the task of achievement of the business objectives.
The staff at all levels develop understanding of the
productivity-reward relationship in the strategic plans
which increases their motivation and reduces the adverse
impact of resistance to change.

23. Objectives of Strategic Planning
(iv) A formal Strategic Planning Process is
essential to create alignment of the company’s
short-term, medium-term and long-term
targets for achievement of the company’s
objectives.
(v) A formal Strategic Planning Process is
essential for optimum coordination of the
corporate, business and functional strategies
for achievement of the Company’s objectives.

24. Pitfalls
• Using strategic planning to gain control over decisions and
resources
• Doing strategic planning only to satisfy accreditation or
regulatory requirements
• Too hastily moving from mission development to strategy
formulation
• Failing to communicate the plan to employees, who
continue working in the dark
• Top managers making many intuitive decisions that conflict
with the formal planning
• Top managers not actively supporting the strategic planning
process
• Failing to use plans as a standard for measuring
performance

25. Pitfalls
• Delegating planning to a planner rather than involving
all managers
• Failing to involve key employees in all phases of
planning
• Failing to create a collaborative climate supportive of
change
• Viewing planning as unnecessary or unimportant
• Becoming so engrossed in current problems that
insufficient or no planning is done
• Being so formal in planning that flexibility and
creativity are stifled

26. Effective Planning
• It should be a people process more than a paper process.
• It should be a learning process for all managers and
employees.
• It should be words supported by numbers rather than
numbers supported by words.
• It should be simple and nonroutine.
• It should welcome open-mindedness and a spirit of inquiry
and learning.
• It should not be a bureaucratic mechanism.
• It should not become ritualistic, stilted, or orchestrated.

27. Effective Planning
• It should not contain jargon or arcane planning
language.
• It should not be a formal system for control.
• It should not disregard qualitative information.
• It should not be controlled by “technicians”
• Do not pursue too many strategies at once.
• Continually strengthen the “good ethics is good
business"

28. Strategy formulation policies can be successful only if the strategic plans are
implemented effectively by converting the plans into well-conceived
actions designed to achieve the objectives of the organization. Strategic
plans and strategy implementation have to be synchronized to perform in
close interaction to achieve optimum results.
The essential elements which should be considered by the management of a
company for creating good relationship between formulation of strategic
plans and strategy implementation are:
(i) Organizational Structure: Organizational structure creates the formal
pattern of interactions and coordination amongst the management,
supervisors and workers to link the tasks and efforts of the individuals and
groups to implement and achieve the strategic plans. The management
should ensure that the Organization Structure is suitably integrated for
achieving harmony among the various functions and greater co-ordination
at all levels.
(ii) Human Resources: Human resources with necessary skills should be
deployed in appropriate positions, for effective strategy implementation.

29. (iii) Technology: Technology comprises the knowledge,
equipment and work techniques necessary to deliver the
products or services. Technology is an important factor in
strategy implementation. The management should ensure
that appropriate and adequate technological inputs are
available to support the performance necessary to achieve
the objectives of the strategic plans.
(iv) Decision Process: Decision processes are required for the
resolution of problems encountered in the operations of
the business and achievement of the objectives of the
strategic plan. Decisions relating to allocation of resources
are particularly important for strategy implementation
because timely availability of resources are crucial for the
success of strategic plans. Sound policies and processes
should be developed to ensure that all significant decisions
are taken on a timely basis and in a co-ordinated manner.

30. (v) Monitoring and Control Systems: Appropriate
system should be established to ensure that
progress is monitored against the established
standards on a continuous basis and deviations if
any, are identified for taking timely corrective
actions.
(vi) Reward System: A well-conceived reward
system comprising salaries, benefits, promotions
and recognition should be developed to provide
necessary motivation to the workforce for
successful implementation of the strategic plans.

31. Factors for Decision Making
The following important points should be considered
when one is involved in the decision making process:
• (i) have a clear perspective of the goals to be
achieved.
• (ii) develop the timeframe for reaching the final
decision.
• (iii) analyse the nature of the problem in sufficient
detail according to the importance of the final outcome
of the decision.
• (iv) examine the various available options.
• (v) weigh the possible consequences of selecting any
one or combination of actions.

32. • Decision Making Process at Operating, Tactical and
Strategic levels.
• Operational Level Decisions
• decisions are concerned with day-to-day systems and
procedures.
• decisions are more structured and are of a routine nature.
• outcomes of decisions are immediate and of short term
nature.
• decisions involve fewer risks.
• Tactical Level Decisions
• decisions are concerned with short to medium term
objectives.

33. • decisions are often related with implementation and
success of strategic decisions.
• decisions are concerned with overseeing and handling of
budgets, personnel, schedules and resources.
• risks of failure of decisions are moderate.
• Strategic Level Decisions
• decisions are concerned with long-term goals and future
direction of business.
• decisions are more conceptual and have elements of
uncertainty.
• decisions have far-reaching consequences and are
therefore of considerable importance.
• decisions are taken at the highest management and board
levels.

34. Decision Making Process
• (a) Identification of the objectives: The first stage in the decision
making process involves identification of the objectives which may
vary considerably. It is important at this stage to specify the criteria
for measuring the extent to which the objective has been achieved.
• (b) Collection of information and ideas: The importance of outcome
of the decision would determine the extent of the efforts that
should be made to collect the information and ideas and the degree
of accuracy of the input data required to reach a well-considered
decision.
• (c) Analyses of information and ideas: The information and ideas
collected have to be analyzed to assess the alternative courses of
action. Decisions which cannot be reversed readily and have serious
long-term consequences require more in-depth and accurate
analysis of the data and evaluation of the ideas obtained from the
different sources.

35. Decision Making Process
• (d) Making of the Decision: This is the most important stage of the
decision making process as the decision maker has to select a
particular course of action. Reaching the right decision is important
because this process involves selection of a particular course of
action to the exclusion of the various other alternatives. At times
the decision maker may require additional information to reach a
well-considered decision.
• (e) Communication of the Decision: Quite often the persons making
the decision are different from those who have to implement the
decision. Consequently it is necessary to issue instructions to all
individuals who would be affected by the decision or who would be
required to implement the decisions.
• (f) Evaluation of the results of the decision: Decision makers have to
evaluate the outcome of the decision. It enables them to modify
the course of action or revise the objectives etc.

36. • (i) Strategic Decisions determine the course and define
the contours of the company’s main objectives,
whereas the Tactical Decisions are concerned with the
achievement of targets within the framework of the
main strategic objectives of the company.
• (ii) Strategic Decisions are made at the board of
directors/senior management level, whereas Tactical
Decisions are taken by middle-level managers.
• (iii) Strategic Decisions have long-term implications,
whereas Tactical Decisions have consequences which
are of medium-term nature.
• (iv) Strategic Decisions have far-reaching financial
repercussions, whereas Tactical Decisions have
relatively less financial bearing on the company’s
results.