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Strategic Management in Sport LTP004N  Spring Semester 2010
AIMS AND OBJECTIVES ,[object Object],[object Object],[object Object],[object Object]
LEARNING OUTCOMES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Introducing Strategy LTP004N  Strategic Management in Sport Week 1  Spring Semester 2010
How do we determine success? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Lesson Aims and Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategic Management – some views (1) ,[object Object],[object Object],[object Object],[object Object],[object Object]
Strategic Management – some views (2) ,[object Object],[object Object],[object Object],[object Object]
Strategic Decisions are About… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Definition of Strategy ,[object Object]
Strategic Decisions are Likely to  : ,[object Object],[object Object],[object Object],[object Object],[object Object]
Strategic v Operational Management Strategic Management Operational Management Organisation-wide, holistic Functional, Routinised Conceptualisation of issues Techniques, processes, actions Creating new directions: new resource allocations Managing existing resources Developing new resources Optimising existing resources Ambiguous/uncertain Functionally and Operationally specific Long term perspective Day to day issues, annual operating plan
The Vocabulary of Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Elements of Strategic Management ,[object Object],[object Object],[object Object]
Different Contexts for Strategy Manufacturing – physical product often augmented with service, brand image for competitive advantage. Global v Local competition/sourcing Services – no physical product, competitive advantage based on intangibles increasing Globalisation Manufacturing/ Service Organisations Diverse products/markets/businesses. Structure/control/parenting. Competitive strategy. Portfolio management. Resource allocation/ coordination. Global v Local competition. SBU focus Multinational Corporation Single market. Limited product/service range. Competitive strategy. Strategic capability. Restricted funds. Small Business Diverse sources of funds. Values and ideology. Lobbying. Stakeholder management. Managerialism v Volunteer dependency Voluntary and Not-for-Profit Ideology. Direct/indirect external influence (e.g. government). Competition for resource inputs. Best value in outputs. Interagency cooperation Public Sector
Different Contexts: Sport Examples Nike, Adidas-Reebok, Manchester United, Ferrari,  Larger Fitness Clubs Islington Boat Club, Anaconda Swimming Club, Football  Foundation, Central Council for Physical Recreation Islington Sport and Leisure Authority, UK Sport,  Sport England, Toulouse Rugby Club IMG, Octagon, News Corporation, Fitness First BARCELONA FC Manufacturing/ Service Organisations Multinational Corporation Local private Gym & Fitness Centres, Little Kickers Small Business Voluntary and Not-for-Profit Public Sector
Overview
Strategic Paradigms and  The Strategy Lenses How organisations approach strategy
Strategic Paradigms ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Paradigms mapped
Strategic Paradigms – Rational Analysis and Plans ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategic Paradigms – Adapting to Changing World ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategic Paradigms - Organisation and Environment = complex interactivity ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategic Paradigms - Culturally Determined) ,[object Object],[object Object],[object Object],[object Object]
Paradigms and Strategy Formulation Strengths & Weaknesses Capabilities Opportunities & Threats Environmental Forces Strategy Performance The Paradigm
Implications ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit I.v Three strategy lenses
The Strategy Lenses ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exhibit I.iv A summary
RACES – Haberberg and Rieple ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
RACES in more detail ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Ltp004 n%20lecture1

  • 1. Strategic Management in Sport LTP004N Spring Semester 2010
  • 2.
  • 3.
  • 4. Introducing Strategy LTP004N Strategic Management in Sport Week 1 Spring Semester 2010
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10.
  • 11.
  • 12. Strategic v Operational Management Strategic Management Operational Management Organisation-wide, holistic Functional, Routinised Conceptualisation of issues Techniques, processes, actions Creating new directions: new resource allocations Managing existing resources Developing new resources Optimising existing resources Ambiguous/uncertain Functionally and Operationally specific Long term perspective Day to day issues, annual operating plan
  • 13.
  • 14.
  • 15. Different Contexts for Strategy Manufacturing – physical product often augmented with service, brand image for competitive advantage. Global v Local competition/sourcing Services – no physical product, competitive advantage based on intangibles increasing Globalisation Manufacturing/ Service Organisations Diverse products/markets/businesses. Structure/control/parenting. Competitive strategy. Portfolio management. Resource allocation/ coordination. Global v Local competition. SBU focus Multinational Corporation Single market. Limited product/service range. Competitive strategy. Strategic capability. Restricted funds. Small Business Diverse sources of funds. Values and ideology. Lobbying. Stakeholder management. Managerialism v Volunteer dependency Voluntary and Not-for-Profit Ideology. Direct/indirect external influence (e.g. government). Competition for resource inputs. Best value in outputs. Interagency cooperation Public Sector
  • 16. Different Contexts: Sport Examples Nike, Adidas-Reebok, Manchester United, Ferrari, Larger Fitness Clubs Islington Boat Club, Anaconda Swimming Club, Football Foundation, Central Council for Physical Recreation Islington Sport and Leisure Authority, UK Sport, Sport England, Toulouse Rugby Club IMG, Octagon, News Corporation, Fitness First BARCELONA FC Manufacturing/ Service Organisations Multinational Corporation Local private Gym & Fitness Centres, Little Kickers Small Business Voluntary and Not-for-Profit Public Sector
  • 18. Strategic Paradigms and The Strategy Lenses How organisations approach strategy
  • 19.
  • 21.
  • 22.
  • 23.
  • 24.
  • 25. Paradigms and Strategy Formulation Strengths & Weaknesses Capabilities Opportunities & Threats Environmental Forces Strategy Performance The Paradigm
  • 26.
  • 27. Exhibit I.v Three strategy lenses
  • 28.
  • 29. Exhibit I.iv A summary
  • 30.
  • 31.

Hinweis der Redaktion

  1. The Organisation’s Environment P olitical E conomic S ocial T echnological E nvironmental L egal Sources of Competition Opportunities and Threats Strategic Capability of the Organisation Resources and Competences Strengths and Weaknesses Expectations and Purposes Corporate Governance, Stakeholders, Ethics and Culture Sources of Power and Influence Communication of Purpose: Mission and Objectives Bases of competitive advantage at business level Directions and methods of development Directions: Product/Market Methods: Internal/organic, M&A, strategic alliances Structuring the organisation Marshalling resources (people, information, finance, technology) Managing change