This document discusses various aspects of strategy formulation, including functional strategies, the sourcing decision of outsourcing and offshoring, strategies to avoid, making strategic choices, and developing policies. It provides details on different types of functional strategies such as marketing, R&D, operations, and HR strategies. It also explains the process of evaluating strategic options, making choices, and setting policies to implement strategies.
6. 8.0 - Strategy Formulation
Development of long-range plans for the effective
management with the help of SWOT analysis.
It is composed of
Mission.
Objectives.
Strategies.
Policy.
7. 8.1 - Functional Strategy
Function – the intended role or purpose of person or thing.
Strategy – Generalship
Functional Strategy is an approach, a functional area takes
to achieve corporate and business unit objectives and
strategies by maximizing resource productivity.
The orientation of a functional strategy is dictated by its
parent business unit’s strategy.
Functional Strategy may need to vary from region to region.
Suzuki Pickup, Pakistan
Mr. Donut, Japan
8. 8.1 – Objectives of Functional
Strategy
Market share- Gain and sustain share of a product
market.
Human talent- Recruit high- quality workforce.
Cost efficiency- Use resources well to operate at low
cost.
Product quality- Produce high-quality goods or
services.
Innovation- Develop new products and /or processes.
Profitability- Earn net profit in business.
10. 8.1.1 – Marketing Strategy
Marketing Strategy deals with Pricing, Selling and
Distributing a product.
There are several types of Marketing Strategy:
Market & Product Development
Push and Pull Strategy
Distribution System
Pricing
11. 8.1.1.1 – Types of Marketing
Strategy
8.1.1.1 Market & Product
Development
12. 8.1.1.2 – Push and Pull
Strategy
8.1.1.2 – Types of Marketing
Strategy
13. 8.1.1.3 – Distribution
System
Should a company use distributors and dealers to sell
its products, or should it sell directly to mass
merchandisers?
Or
Should a company use the direct marketing model by
selling straight to the consumers via the Internet?
8.1.1.3 – Types of Marketing
Strategy
16. 8.1.2 – Financial Strategy
It focuses on the alignment of financial management
within an organization with its business and corporate
strategies to gain strategic advantages.
Forecasting, Planning and Budgeting
Credit & Liquidity Strategies
Capital Investment Methods/Systems
Financial Mix
Capital Budget & Working Capital
Stock / Dividend
Cash Flow, Loans or Leases
17. 8.1.2.1 - Types of Financial
Strategy
Strong Balance Sheet
Strong credit rating.
Greater discipline and flexibility in Investment approach.
Help to build a robust business.
Healthier Economic Cycle.
Leveraged buyout (LBO) Strategy
Financial buyers or sponsors
Focus on ROE rather than ROA.
18. 8.1.2.1 - Types of Financial
Strategy
Dividends and Stock Price Management
Some company’s often don’t declare dividend.
Several support the value of their stock by offering
dividends.
Selling of Company’s Patent
For products a company no longer wish to commercialize or
are not a part of its core business.
19. 8.1.3 – Research & Development (R&D)
Development
New products and improvement of existing products
that allow for effective strategy implementation.
R&D strategy deals with
Product Innovation
Process Improvement
Open Innovation (Hybrid)
20. 8.1.3.1 – Research & Development (R&D) Development
R & D also deals with the questions like
How new technology should be accessed?
Internal Development
External Acquisitions
Either to be a Technological Leader.
Or to be a Technological Follower.
21. 8.1.3.2 – Research & Development (R&D)
Development
8.1.3.2 – R & D Strategy and Competitive
Advantage
22. 8.1.4 – Operations Strategy
Operations serves as a firm’s distinctive competence in
executing similar strategies better than competitors.
Its provides support for a differentiated strategy
Operations strategy is to ensure all tasks performed are
the right tasks.
It is a plan for the design and management of
operations functions
23. 8.1.4.1 - Types of Operations
Strategy
Vertical Integration is where the supply chain of a
company is owned by that company.
Strategic Decisions
How much work should be done outside the firm?
On what basis should particular items be made in-
house?
When should items be outsourced?
How should suppliers be selected?
27. 8.1.5 - Purchasing Strategy
Companies implement Purchasing strategies in order to
make cost effective purchasing decisions from a group
of efficient vendors who will deliver quality goods on
time and at mutually agreeable terms.
28. 8.1.5.1 - Types of Purchasing
Strategy
Purchasing Cycle
Regular Vendors
Outsourced Procurement
Multiple Sourcing
Force suppliers to compete for the business.
Reduce purchasing costs.
Sole Sourcing
Reduce cost and time spent on product design.
Improves quality.
Just in Time
29. 8.1.5.1 - Types of Purchasing
Strategy
Just in Time – II
Vendors have desks in purchasing company’s factory
floor.
They attend production status meetings, visit the
R&D labs.
Reduce cost and time.
Improves quality.
Lesser paper work.
All time availability of Vendor at place.
30. 8.1.6.1 - Logistics Strategy
Logistics strategy deals with the flow of products into
and out of the manufacturing process.
Types of Logistics
Centralized Logistics
Outsourcing Logistics
31. 8.1.7 - HUMAN RESOURCE MANAGEMENT (HRM)
STRATEGY
The strategic & coherent approach to the most valued asset :
The People
Deals with
Right Employee for the Right Job
Headcount
Salary Structure
Hiring / Separation
360-degree appraisal
Employee Development
Diversified Workforce
32. 8.1.8 – Information Technology
Strategy
If focuses on the alignment of information management
system within an organization with its business and
corporate strategies to gain strategic advantage.
33. 8.2 - The Sourcing Decision: Location of
Functions
Outsourcing is the contracting out of a business
process to a third-party.
Outsourcing is
Cost effective when used properly.
Budget flexibility and control.
34. 8.2.1 - The Sourcing Decision: Outsourced
Activity
78% 77%
66%
63%
56%
51%
18%
0%
20%
40%
60%
80%
100%
General and
Administration
Human Resource Transportation &
Distribution
Information
System
Manufacturing Marketing Finance &
Accounting
Outsourced Departments as per AMA
35. 8.2.2 - The Sourcing Decision: Off-Shoring
Off-shoring is the outsourcing of an activity or a
function to a wholly owned company or an
independent provider in another country.
Major off-shored industries are:
Customer Services
Information Technologies
36. 8.2.3 - The Sourcing Decision: Why Off-
Shoring?
Low Cost Qualified Labor
Educated Workforce
Lower Regulatory Costs
Tax Benefits
Ability to Downsize at Will
Improved Performance
Freeing up Resources For Core Activities
Quicker Turnaround Time
38. 8.2.4 - The Sourcing Decision:
How?
Identify the company’s or business unit’s core competencies.
Ensure that the competencies are continually being
strengthened.
Manage the competencies in such a way that best preserves
the competitive advantage, they create.
39. 8.2.5 - The Sourcing Decision: Proposed Outsourcing
Matrix
40. 8.3 – Strategies to Avoid
Follow the Leader.
Hit another home run.
Arms race.
Do everything.
Losing hand.
42. 8.4.1 – Strategic Choice: Selecting the Best
Strategy
Use industry scenarios.
Develop common-size financial statements
Historical common-size percentages
Develop alternative set of Optimistic(O),
Pessimistic(P), and Most Likely(ML) assumptions.
Five year Sales and COGS forecast.
Analyze historical data and make adjustments.
44. 8.4.1 – Strategic Choice: Selecting the Best
Strategy
Construct detailed pro forma financial statements.
List the actual figures
List optimistic figures
List the pessimistic figures for the next five years.
Develop a similar set of optimistic (O), pessimistic (P), and
most likely (ML) pro-forma statements for the second
strategic alternative.
Calculate FR and IS and create balance sheets.
Compare assumptions with the FS and ratios to
determine feasibility.
45. 8.4.2 - PROCESS OF STRATEGIC
CHOICE
Strategies fails due to
Actions of Decision Maker
Desire for speedy action
Apply failure-prone decision
Poor use of resources
Only 4% of the managers selected the right strategy.
46. 8.4.2 - PROCESS OF STRATEGIC
CHOICE
Two techniques to avoid CONSENSUS trap:
Devil’s advocate
Dialectical inquiry
Criteria to evaluate the strategy ability:
Mutual Exclusivity
Success
Completeness
Internal Consistency
47. 8.5 – Developing Policies
Policies define the broad guidelines for implementation,
decisions making and actions to be taken.
It forces trade-offs between competing resource demands.
It tests the strategic soundness of a particular action.
It sets clear boundaries within which employees must
operate while granting them freedom to experiment within
those constraints.
Restrict top management’s strategic options in the
future.
49. Conclusion!
Functional Strategy : Should be built on a distinctive
competency residing within that functional area.
The Sourcing Decision
Strategies to Avoid
Strategic Choice
Developing Policies
Notas del editor
One of the R&D choices is to be either a technological leader, pioneering an innovation, or a technological follower, imitating the products of competitors. Porter suggests that deciding to become a technological leader or follower can be a way of achieving either overall low cost or differentiation.
Operations strategy determines how and where a product or service is to be manufactured, the level of vertical integration in the production process, the deployment of physical resources, and relationships with suppliers. It should also deal with the optimum level of technology the firm should use in its operations processes.
vertical integration is where the supply chain of a company is owned by that company.
Vertical integration is the degree to which a firm owns its upstream suppliers and its downstream buyers
A company exhibits backward vertical integration when it controls subsidiaries that produce some of the inputs used in the production of its products. For example, an automobile company may own a tire company, a glass company, and a metal company. Control of these three subsidiaries is intended to create a stable supply of inputs and ensure a consistent quality in their final product. It was the main business approach of Ford and other car companies in the 1920s, who sought to minimize costs by integrating the production of cars and car parts as exemplified in the Ford River Rouge Complex.
A company tends toward forward vertical integration when it controls distribution centers and retailers where its products are sold.
Vertical integration is the degree to which a firm owns its upstream suppliers and its downstream buyers
A company exhibits backward vertical integration when it controls subsidiaries that produce some of the inputs used in the production of its products. For example, an automobile company may own a tire company, a glass company, and a metal company. Control of these three subsidiaries is intended to create a stable supply of inputs and ensure a consistent quality in their final product. It was the main business approach of Ford and other car companies in the 1920s, who sought to minimize costs by integrating the production of cars and car parts as exemplified in the Ford River Rouge Complex.
A company tends toward forward vertical integration when it controls distribution centers and retailers where its products are sold.
The use of CAD/CAM, flexible manufacturing systems, computer numerically controlled systems, automatically guided vehicles, robotics, manufacturing resource planning (MRP II), optimized production technology, and just-in-time techniques contribute to increased flexibility, quick response time, and higher productivity.
1970 s. low-cost, standard goods and services. Employees worked on narrowly defined. Managers are more like coaches than like bosses.
Product Life Cycle
A firm’s manufacturing strategy is often affected by a product’s life cycle. As the sales of a product increase, there will be an increase in production volume. It helps company sustain its sales and revenues.
Flexibility gives way to efficiency.
Introduction - 3D TVs
Growth - Blueray discs/DVR
Maturity - DVD
Decline - Video cassette
Purchasing strategy deals with obtaining the raw materials, parts, and supplies needed to perform the operations function.
procurement strategy of using a core purchasing cycle. This is where they order from a group of regular vendors and use outsourcing procurement for their larger and ad hoc purchases.
procurement strategy of using a core purchasing cycle. This is where they order from a group of regular vendors and use outsourcing procurement for their larger and ad hoc purchases.
The selection of the best strategic alternative is not the end of strategy formulation.
Policies define the broad guidelines for implementation. Flowing from the selected strategy, policies provide guidance for decision making and actions throughout the organization.
In the end, I would like to thanks the teacher and rest of the class for providing me an opportunity to disucuss the topic. Once again thank you and Allah Hafiz.