3. What is Strategy? A (very) brief introduction.

18. Dimensions of Strategy Process, Content, Context 09/09/09 © Marc Sniukas “ Strategy: Process, Content, Context” 3rd edition De Wit & Meyer Thomson Learning 2004

19. Strategy Process 09/09/09 © Marc Sniukas “ Strategy: Process, Content, Context” 3rd edition De Wit & Meyer Thomson Learning 2004

20. Strategy Process 09/09/09 © Marc Sniukas Strategy Process Strategist Strategy Organization Following “Strategy: Process, Content, Context” 3rd edition De Wit & Meyer Thomson Learning 2004

21. Strategy Formation 09/09/09 © Marc Sniukas “ Strategy: Process, Content, Context” 3rd edition De Wit & Meyer Thomson Learning 2004

22. Realized Strategy Strategy Formation Activities 09/09/09 © Marc Sniukas “ Strategy: Process, Content, Context” 3rd edition De Wit & Meyer Thomson Learning 2004

23. Strategy Content 09/09/09 © Marc Sniukas “ Strategy: Process, Content, Context” 3rd edition De Wit & Meyer Thomson Learning 2004

24. Strategy Context 09/09/09 © Marc Sniukas “ Strategy: Process, Content, Context” 3rd edition De Wit & Meyer Thomson Learning 2004

25. Strategic Tensions 09/09/09 © Marc Sniukas Dimension Topic Tension “ Strategy: Process, Content, Context” 3rd edition De Wit & Meyer Thomson Learning 2004

28. The five major elements of strategy Economic Logic 09/09/09 © Marc Sniukas “ Are you sure you have a strategy?” Donald C. Hambrick and James W. Frederickson Academy of Management Executive 2001 Vol. 15 No. 4 Arenas Staging Differentiators Vehicles

29. The five major elements of strategy Where will we be active? How will we get there? How will we win in the market place? What will be our speed and sequence of moves? How will we obtain our returns? 09/09/09 © Marc Sniukas “ Are you sure you have a strategy?” Donald C. Hambrick and James W. Frederickson Academy of Management Executive 2001 Vol. 15 No. 4 Economic Logic Arenas Staging Differentiators Vehicles

38. Some key evaluation criteria Does your strategy fit within what’s going on in the environment? Does your strategy exploit your key resources & capabilities? Is your strategy implementable? Do you have enough resources to pursue this strategy? Are the elements of your strategy internally consistent? Will your envisioned differentiation be sustainable? 09/09/09 © Marc Sniukas

41. What drives competition in the industry? Porter’s Five Forces Suppliers Potential Entrants Buyers Substitutes The Industry Threat of new entrants Bargaining power of customers / buyers The threat of substitue products Bargaining power of suppliers Competition within the industry An industry = the group of companies producing products fulfilling the same customer needs. 09/09/09 © Marc Sniukas

42. What drives competition in the industry? Porter’s Five Forces 09/09/09 © Marc Sniukas “ Strategy: Process, Content, Context” 3rd edition De Wit & Meyer Thomson Learning 2004

43. Anything else? 09/09/09 © Marc Sniukas “ Strategy: Process, Content, Context” 3rd edition De Wit & Meyer Thomson Learning 2004

44. Let’s move from the industry to the business! Suppliers Potential Entrants Buyers Substitutes The Industry 09/09/09 © Marc Sniukas

45. Industries, Markets and Businesses 09/09/09 © Marc Sniukas “ Strategy: Process, Content, Context” 3rd edition De Wit & Meyer Thomson Learning 2004

49. The Activity System Primary and Support Activities Primary Activities Inbound Logistics Operations Outbound Logistics Marketing & Sales Service Procurement Technology Development HRM Firm Infrastructure Support Activities Activities associated with receiving, storing, and disseminating inputs Activities associated with transforming inputs into final products Collecting, storing, and physically distributing products/ services to buyers Providing a means by which buyers can purchase the product Providing service to enhance or maintain the value of products Purchasing of inputs to facilitate all other activities The improvement of technologies throughout the firm Activities associated with the management of personnel All general activities that support the entire value chain 09/09/09 © Marc Sniukas Following “Strategy: Process, Content, Context” 3rd edition De Wit & Meyer Thomson Learning 2004

52. Aligning & Focusing Resources on Strategy Business Units Executive Team Information Technology Balanced Scorecard Human Resources Budget & Capital Investments Strategy Adapted from “The Strategy-Focused-Organization” Robert Kaplan and David Norton Harvard Business School Press 2001 09/09/09 © Marc Sniukas

53. The Principles of a Strategy-Focused-Organization Balanced Scorecard Strategy Mobilize Change through Executive Leadership Mobilization Governance Process Strategic Management System Make Strategy a Continual Process Linking Budgets and Strategies Analytics and Information Systems Strategic Learning Translate the Strategy to Operational Terms Strategy Maps Balanced Scorecard Align the Organization to Strategy Corporate Roles Business Unit Synergies Shared Service Synergies Make Strategy Everyone’s Everyday Job Strategic Awareness Personal Scorecards Balanced Paychecks 09/09/09 © Marc Sniukas Adapted from “The Strategy-Focused-Organization” Robert Kaplan and David Norton Harvard Business School Press 2001

56. Customer Perspective Price Quality Availability Selection Functionality Brand Partnership Service Product / Service Attributes Relationship Image Customer Value Proposition The strategy for creating value and differentiation from the perspective of the customer. 09/09/09 © Marc Sniukas

57. Customer Perspective Price Quality Availability Selection Functionality Brand Partnership Service Product / Service Attributes Relationship Image Operational Excellence Strategy Differentiator General Requirement Quality & selection in key categories with unbeatable prices. „ Smart Shopper“ 09/09/09 © Marc Sniukas

58. Customer Perspective Price Quality Availability Selection Functionality Brand Partnership Service Product / Service Attributes Relationship Image Customer Intimacy Strategy Differentiator General Requirement Personal service tailored to produce results for customers and build long-term relationship. „ Trusted Brand“ 09/09/09 © Marc Sniukas

59. Customer Perspective 09/09/09 Produced by Marc Sniukas Price Quality Availability Selection Functionality Brand Partnership Service Product / Service Attributes Relationship Image Product Leadership Strategy Differentiator General Requirement Unique products and services that „push the envelope“. „ The Best Product“ © Marc Sniukas

68. The Balanced Scorecard Long term Internal Short term “ If we succeed, how do we look to our shareholders?” External “ To achieve our vision, how must we look to our customers?” “ To satisfy our customers, which processes must we excel?” “ To achieve the strategy, how must the organization learn?” 09/09/09 © Marc Sniukas

69. Strategy Maps & the Balanced Scorecard 09/09/09 © Marc Sniukas Strategy Map Balanced Scorecard Action Plan Perspective Objectives Measurement Target Initiative Budget Financial Profitability ROCE 25% € XXX Customer Attract & retain more customers # repeat customers # customers 70% +12% Implement CRM Quality Mgmt € XXX € XXX Internal Asset Utilization Inventory Turnover 4x Inventory Mgmt € XXX Learning & Growth Develop the necessary skills Develop the support system Strategic job readiness Info system availability Y1-70% Y3-90% Y5-100% 100% Staff training € XXX € XXX