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Strategy 3.pdf

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Strategy 3.pdf

  1. 1. STRATEGIC ANALYSIS Intentions and capabilities - 40 -
  2. 2. Claude Chalem Strategic Management Strategic Choices Strategic Diagnosis Strategic Deployment Environment Resources And competencies Organization Change Management Strategic levers Orientation and modes of developement Business Strategy Strategies by stratgic sgements Expetations and intentions
  3. 3. Claude Chalem ■ Present the third stage of the strategic diagnosis: the analysis of the firm's expectations and intentions ○ Role and power of stakeholders ○ Impact of stakeholders on strategic and organizational choices - 57 - Objectives
  4. 4. Claude Chalem Corporate governance What interests should the organization serve? How should objectives be determined? Ethics What objectives should be given priority? Why? Organizational objectives Mission Objectives Cultural context What objectives are really a priority? Why? Stakeholders What interests does the organization actually serve? - 58 - Source: Stratégique, 2002, p. 253 Influences on organizational goals
  5. 5. Claude Chalem Mapping of stakeholders Weak High Weak High A Minimal Effort C keep satisfied B keep informed D key actors Level of interest Power Source A. Mendelow - 59 -
  6. 6. The three levels of organizational culture Values Beliefs Paradigm Implicit assumptions Source E. Schein, 1985, in Stratégique 2002, p.283 Claude Chalem
  7. 7. Values of French companies-2006 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Innovation Integrity Customer satisfaction Team spirit Respect Quality Entrepreneurial spirit Liability Environnement Professionalism 31% 28% 27% 26% 22% 20% 17% 15% 13% 11% Source: Wellcom Claude Chalem
  8. 8. Claude Chalem The cultural fabric Power structures Rites and routines Organizational structures Control systems Myths Symbols Paradigm Source: Stratégique, 2002, p. 285
  9. 9. Claude Chalem Culture and values Source: Valurs corporate.fr, 2020
  10. 10. Strategic Choices Business Strategies - 63 -
  11. 11. Claude Chalem Strategic Management Strategic Choices Strategic Diagnosis Strategic Deployment Environment Resources And competencies Organization Change Management Strategic levers Orientation and modes of developement Corporate Strategy Expetations and intentions Business strategies
  12. 12. Claude Chalem ■ Present Business Strategy ○ Distinguish generic strategies. ○ Identify the determinants of success ○ Understand managerial impacts. - 65 - Objectives
  13. 13. Competitive advantage Objective: Obtaining a Competitive ADVANTAGE Definition: Better mastery than the competitors of some skills that are a decisive facto performance in a given field of activity. Decisive Characteristics of Sustainability A.C. Defensible Durable 93 Claude Chalem
  14. 14. Typology of competitive universes Strong Sensitivity of differentiation Weak Faible Forte Sensitivity to volume 94 Source: Strategor, d ’ après Claude Chalem Fragmentation Specialization Impasse Volume
  15. 15. Typical strategies Competitive system Strategy Volume Low number of competitors Very profitable leader Grow faster than competitors to improve Cost position Spécialisation Several very profitable companies Central part of each niche protected, Evolving and competitive borders. Unprofitable followers Focus the effort on defensible niches Maximize the advantage on specific costs Fragmentation Many small competitors incoming and leaving continuously Diverse and unstable margins Large company disadvantaged. For a large company: Either isolate the activity and manage it like a small company (diff Or transform the activity into an activity of Volume or specialization if possible Impasse No competitor has high market share If no one reduces their production, everyone loses money Concentration sous l' égide des pouvoirs publics contrôle d’un marché local localiser l' investissement là où les coûts des facteurs sont les plus favorables 95 Source: Strategor d ’ après Claude Chalem
  17. 17. M. Porter's three generic strategies Strategic advantage Unique characteristic product perceived by customers Company situation is characterized by low costs Whole sector Strategic target Segment particulier Source : Porter !!!!! If none of these strategies are sustainable, there is a fourth left: Withdrawal 97 Claude Chalem Differentiation Overall cost domination Concentration or niche
  18. 18. Strategy of cost domination "....I will build my Competitive Advantage by minimizing costs and by offering the cheapest products....." Increase the volume increase M/S increase in Profitability Claude Chalem
  19. 19. Sources of successful cost domination Effect of experience : Constant decrease in the unit cost of a product each time combined production It is based on : Economies of scale - Size effect - Learning - Substituting capital for work Three IMPERATIVES !!! : - Check the link between increased cumulative production and a decrease in unit cost - Check the link between M/S and profitability - Have a dominant market share 99 Claude Chalem
  20. 20. Market share determines profitability Financial Profitability (%) 40 35 30 25 20 15 10 0 8 15 24 38 Source: Stratégique, 2002 Market share (%) Claude Chalem
  21. 21. Relative market share and profitability (%) 40 30 20 Commercial profitability Financial profitability 10 0 20 60 100 140 Relative market share (%) Comment : Relative M/S is M/S of the company compared to that of the company Leader or that of the main competitor. Source: Stratégique, 2002 101 Claude Chalem
  22. 22. Cost structure and key success factors Industrial cleaning Making Of components Trading company Acquisition 3% Materials and Marchandise 40% From the structure of Costs of an activity, we determine: Direct costs Construction sites 75% The most important cost components necessary to Personnel% undertake a strategy 87% R&D 16% d ’ activité Amortisations 11% · the KSF 19,5% Sales costs 2,5% 15% Distribution costs 7,5% 5,5% Source: Strategor 102 Claude Chalem
  23. 23. The different pricing strategies Different pricing strategies Costs Price A B C D Are a function of position relative of each company, but also the life cycle of the activity. VOLUME CUMULE A B C DUMPING/Adjustment : acquire M/S UMBRELLA : Maintain prices to increase the margin DOMINATION : Pass on to prices the decrease in costs D ABANDON: leave gradually by maximizing profitability Source : Strategor 103 Claude Chalem
  24. 24. Domination by costs: Risks and skills required Risks Skills and necessary resources Modes of organization - Technical progress cancels the effect of experience or past investments - Imitation and investments more modern than that of competitors - Decrease in capacity of innovation due to "Obsession" with costs - Power of distributors - Sustained investments in technical capital - Efficacy of Technical process - Simplicity of Design and manufacture of products - Efficiency of work force. - Adapted distribution systems d - Elaborate cost management - Frequent and detailed audits - Organization and structured responsibilities perfectly define - Animation oriented towards precise quantified objectives Source: Stratégique, 2002, 104 Claude Chalem
  25. 25. Differentiation strategies ".... I will make an offer available to the customer whose character will be recognized and valued..." Value Differentiation Boundary HIGH Economic efficiency Cost Domination Differentiation LOW 105 ClaudeSource:Chalem Strategor Zone de rupture stratégique Price
  26. 26. What is the differentiation strategy based on? Offer / COMPETITORS: benchmarking - Redefine the value chain to do otherwise - Optimization of value chain functions - Coordination of links between intra- and inter-company functions Offer / CUSTOMERS: perception of "quality" - "Quality" is RELATIVE because SUBJECTIVE (personal indicators,..) - Perceived « quality" et Not the one "measured" by the company - Pay attention to the relationship between price and marketing positioning (range) · How does the company do? · How do the competitors do it? · How to do otherwise? · How are the offers perceived by the customer? 106 Claude Chalem
  27. 27. Claude Chalem Identification of skills The Value Chain - 48 - Marge Logistics Production Sales Service Procurement Technological development Human resources management Infrastructure and systems Support Functions M ar gi n Primary functions Source: Stratégique, 2002 M ar gi n
  28. 28. Conditions for successful differentiation Significant : Differentiation very clearly perceptible by buyer Profitable : pay attention to the demand distribution around the reference offer Sustainable : Significant progress vis à vis competition 108 Claude Chalem
  29. 29. Differentiation: Risks and skills required Risks Skills and necessary resousrces Modes of organization - Inability to control difference in costs/ - Loss of importance of differentiating factors - Trivialization and imitation - Intuition and creativity - Research capability - Product technology - Commercial capacities - Image - Tradition in the sector or original combination of skills drawn from other sectors - High cooperation of distribution channels - High coordination of R&D, marketing and production functions - Objectives and controls quantitative but also qualitative Source: Stratégique, 2002 109 Claude Chalem
  30. 30. Exit Emergence Growth Maturity Decline Causes of exit . Too long . Too costly . Doen’t meet expectations . Investments too expensive 110 . No critical size . No perpectives . No Skills . Unfavorable perspectives Claude Chalem
  31. 31. Generic strategies: : Bowman's clock Sophistication High Hybrid Without overprice 4 Sophistication With Overprice 3 5 Perceived value Price 2 Competitors 6 1 7 Purge 8 Failed strategies Low Low High 111 Price Source: C. Bowman Claude Chalem
  32. 32. Conclusion Efficient Ability to achieve low cost + The Cost-Driven E. Internally efficient · Thriving on · predictability The Laggard · Insufficient in both cost control and customer satisfaction The WINNING E. · Delivering . differentiation efficiently The Benevolent E. ·Customer needs met at any costs ·Operations driven by sales demands Efficient - - Low Ability to High + Satisfy Customers 114 Source : Edwards Claude Chalem