The document discusses various strategies implemented by different companies. It provides examples of Jet Airways entering the low-cost carrier market by acquiring Air Sahara. It also discusses Vodafone's entry into the Indian market through acquisition and operational strategies. Another example provided is of Honda entering the US motorcycle market in 1959 and focusing on smaller bikes, leading to success.

1. Amity Global Business School, Singapore
Presented to – Ms. Astha Gupta
Presented by – Devika Goel, Ankita Verma, Vaishali Goel, Avantika Kansal, Divya Bajaj & Harshita Baranwal

4. • Operation-driven rather than
market-driven.
• Action-oriented, make-things-
happen tasks.
• Strategy requires few; execution
requires everyone.

5. Firm
Strategy
Firm
Performance
Task-Focus
(Value)
Structure
Decision
Processes
and
Controls
Reward
Systems
People

6. • Build an Organization
• Marshal resources
• Institute policies
• Pursue best practices and continuous improvement
• Information and operating systems
• Tying rewards to strategy and goals
• Shape corporate culture
• Exert leadership

7. 7
1. Identify short term
objectives
2. Initiate specific
functional tactics
3. Outsource non-essential
functions
4. Communicate policies
that empower people in
the organization
5. Design effective rewards

8. • Time consuming
• Wide array of managerial challenges
• Many options to proceed
• Demanding people-management skills
• Perseverance to get initiatives moving
• Number of unexpected issues
• Resistance to change, misunderstandings.
• Difficulties of integrating efforts across groups.

9. Vision
People
Management
Resource

10. • Entry of low cost carriers changed the face of industry
• Jet Airways started facing stiff competition from Air Deccan, Spice Jet
& Kingfisher
• Market share went down from 57% to 32%

11. • Set up a new Corporate strategy:
“Regaining and expanding its market share by entering and operating in
the LOW COST and a VALUE BASED CARRIER arena as well”
•In order to give a definite shape to the corporate strategy, a business level
strategy was implemented:
•“the TAKEOVER of Air Sahara by Jet Airways and renaming it to form JETLITE”

12. •Jet’s management made various changes in the operation strategies of the airline
• No tickets at throw away prices
• Jetlite was to take on Tier II and Tier III cities
• New schedule for other tier II cities
• Cost cutting – by slashing employee numbers and better negotiation with suppliers
• Single cabin carriers
• Improvement in aircraft utilization hours

13. • Corporate Level Strategy:
Focus:
– Deliver High performance in controlled businesses
– Maximize shareholder returns in affiliates
– Leverage measurable synergy benefits from scale and
scope
– Outperform acquisition business cases

14. • Vodafone
wanted to
enter the
Indian market
in 2006-2007
– Gartner had
figured that
customer
base in India
would
double by
2010

15. • Business Unit Strategy
– Acquired Hutchison Essar Limited and divested
in Bharti Airtel

16. • Operational & Functional Strategies:
– Investing in Rural India by network sharing with other
providers
– Cutting costs through:
• Infrastructure sharing deal with Idea and Bharti
– Redefining the logo
– High level of cost and time discipline
– Customer value enhancement
– Target areas: Mobile data, Enterprise and Broadband
– Technology upgradation
– CSR
• Group Supply chain, Group Marketing,
Employment

17. •Entry of Honda into US motorcycle
market in 1959
•Honda executives (from Japan) focused
on selling 250-cc & 350-cc machines
•Sales were sluggish
•Honda executives themselves were using
50-cc bikes & were attracting attention
•They got a call from Sears & other stores
•Honda launched those bikes
•By 1964 one out of two motorcycles
sold in US was a Honda

18. • In 1992 Nokia’s strategic intent was expressed in four criteria
– Focused
– Global
– Telecommunications-oriented
– High value-added
• Its vision was the voice will go wireless
• The Nokia vision in 1992 led to the company divesting a broad range of businesses
that contributed some 90 percent of its revenues and to focus on the manufacture
of handsets and network equipment.
• The leaders set a further goal of doubling market share by the end of the decade.
This achieved by 1997 and by 1999 Nokia had overtaken Motorola as market
leader.

19. • In 1997 the strategic intent was articulated in terms of a mobile
information society and bring the internet to everyone’s pocket
• The 1997 vision further consolidated Nokia’s market position and led to
the development of the picture phone and the mobile internet etc.
• The company’s current mission is about ‘the awesome potential in
connecting people’- “whenever, wherever, we believe in
communicating, sharing, and in the awesome potential of
connecting the 2 billion who do, with the 4 billion who don’t”.

22. It is an integrated system of
managing strategies that
links long term objectives
with short term actions,
senior management with
frontline employees and
organizational vision with
organizational activities.

23. STRATEGY

24. 1.Leadership From the
Top
– Create the Climate for
Change
– Create a Common Focus for
Change Activities
– Rationalize and Align the
Organization
3.Unlock and Focus
Hidden Assets
– Reengineer Work
Processes
– Create Knowledge
Sharing Networks
2.Make Strategy
Everyone’s Job
– Comprehensive
Communication to Create
Awareness
– Align Goals and
Incentives
– Integrate Budgeting with
Strategic Planning
– Align Resources and
Initiatives
4.Make Strategy a
Continuous Process
– Strategic Feedback That
Encourages Learning
– Executive Teams Manage
Strategic Themes
– Testing Hypotheses,
Adapting, and Learning
STRATEGY
Formulate
NavigateCommunicate
Execute

25. The Balanced Scorecard identifies the factors that create long-
term economic value in an organization, for example:
Customer Focus: satisfy, retain and acquire customers in
targeted segments

26. Business Processes
• deliver the value proposition to targeted customers
•innovative products and services
•high-quality, flexible, and responsive operating
processes
•excellent post-sales support
Organizational Learning & Growth
•develop skilled, motivated employees;
•provide access to strategic information
•align individuals and teams to business unit
objectives

27. Who are our targeted customers?
What is our value proposition in serving them?

29. What capabilities & tools do employees require to help them execute our strategy?

30. What financial steps are necessary to ensure the
execution of our strategy?