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Syllabus: MBA: BPSM: Semester  III ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Ulhas D. Wadivkar. B.E. (Elect), PGDIM,  MBA (Finance) Management Consultant, Retired Vice President (Works), Graphite India Limited. Nashik & Bangalore. 1 st  August 2011
Business Policy and Strategic Management ,[object Object],[object Object],[object Object],[object Object]
Evolution of Business Policy as discipline . ,[object Object],[object Object],[object Object],[object Object]
Evolution of Business Policy as discipline . ,[object Object],[object Object],[object Object],[object Object],[object Object]
Evolution of Business Policy has undergone four Paradigms ,[object Object],[object Object],[object Object],[object Object]
Paradigm Four –  The Strategic Management. ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Indian Scenario: ,[object Object],[object Object],[object Object]
Evolution of  Strategic Management  in India is divided in three periods. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Evolution of Strategic Management in India is divided in three periods . ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Core concept of Strategy: ,[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],[object Object],[object Object]
Defining Strategy and Concept of Strategic Management ,[object Object],[object Object],[object Object],[object Object]
Defining Strategy and Concept of Strategic Management ,[object Object],[object Object],[object Object],[object Object]
If we sum up all the above definitions, then Strategy is : ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Essence Of Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object]
Strategy as Action & Nature of Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Nature of Strategy – contd… ,[object Object],[object Object],[object Object],[object Object],[object Object]
Strategy v/s Policies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategy v/s Tactics ,[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]
Strategic Management : ,[object Object],[object Object]
Aspects of Strategic Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Five Tasks of Strategic Management ,[object Object],[object Object],[object Object],[object Object],[object Object]
Who performs these five tasks of Strategic Management? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Aspects of Strategic Planning - 1 ,[object Object],[object Object],[object Object],[object Object]
Aspects of Strategic Planning - 2 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Aspects of Strategic Planning - 3 ,[object Object],[object Object],[object Object]
Mintzberg’s 5Ps of strategy – ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object]
Henry Mintzberg (pictured above,) Bruce Ahlstrand and Joseph Lampell, in their 2005 book “Strategy Bites Back”, present 5 "P's" as a way to define strategy. Each "P" shines a spotlight on what strategy is / means / encompasses from a different angle, to provide a comprehensive overview that is probably more useful than definitions that try to fit all into a couple of sentences.
Mintzberg’s 5Ps of strategy – The 5 "P's," adjusted where necessary to fit into the professional services / Industrial firms, are as follows: 1. Strategy is a PLAN To almost anyone you care to ask,  strategy is a plan  - some sort of  consciously intended course of action , a guideline (or  set of guidelines ) to deal with a situation. A kid has a "strategy" to get over a fence; a firm has one to dominate a market for a particular service or practice area. By this definition, strategies have two essential characteristics: they are developed  consciously and purposefully .
[object Object],[object Object]
[object Object],[object Object]
[object Object]
What Is Strategy? - 1 What, then, is strategy? Is it a plan? Does it refer to how we will obtain the ends we seek? Is it a position taken? Just as military forces might take the high ground prior to engaging the enemy; might a business take the position of low-cost provider? Or does strategy refer to perspective, to the view one takes of matters, and to the purposes, directions, decisions and actions stemming from this view? Lastly, does strategy refer to a pattern in our decisions and actions? For example, does repeatedly copying a competitor’s new product offerings signal a "me too" strategy? Just what is strategy? Strategy is all these—it is perspective, position, plan, ploy and pattern. Strategy is the bridge between policy or high-order goals on the one hand and tactics or concrete actions on the other. Strategy and tactics together straddle the gap between ends and means.
What Is Strategy? - 2 ,[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Adopt / Abandon Strategy features New Initiatives & Ongoing Strategy Features continued from prior periods Adoptive reactions to Changing circumstances Company’s Strategy
Strategy ,[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],[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],[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]
Some Concluding Remarks -2 ,[object Object],[object Object]
Some Concluding Remarks - 3 7. Strategy is the joint province of those who govern and those who manage. Tactics belong to those who manage. Means or resources are jointly controlled. Those who govern and manage are jointly responsible for the deployment of resources. Those who manage are responsible for the employment of those resources—but always in the context of the ends sought and the strategy for their achievement.  8 Over the time, the employment of resources yields actual results and these, in light of intended results, shape the future deployment of resources. Thus it is that "realized" strategy emerges from the pattern of actions and decisions. And thus it is that strategy is an adaptive, evolving view of what is required to obtain the ends in view.
Criteria for Effective Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Importance of Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Importance of Strategy -2 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Identifying a  Company’s Strategy – What to look For:  The Pattern of Actions & Business Approaches that define a Company’s Strategy   Actions to gain sales & Market share via lower prices, more performance features, more appealing design, better quality or customer service, wider production selection etc. Actions to respond changing market conditions and other external circumstances Actions to diversify the Company’s revenue & earnings by entering into new business Actions to enter new geographic or product markets or exit existing market Actions to strengthen competitive capabilities & correct competitive weaknesses   Actions & approaches that define how the company manages, research & development, production, sales & marketing, finance & other key activities Efforts to pursue new market opportunities & defend against threats to the Company’s well-being Actions to form Strategic alliances & collaborative partnerships Actions to merge with or acquire rival companies .
[object Object],[object Object],Different Levels of Strategy Levels Structure Strategy Corporate Corporate Level SBU - A SBU - B SBU - C SBU Business level Functional Finance Marketing Operations Personnel Information Functional Level Corporate Office
[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]
[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],[object Object],[object Object],[object Object]
Kinds of Corporate Strategy -1 ,[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]
Kinds of Corporate Strategy - 2 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Schools of Thought on Strategy Formation-1 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Schools of Thought on Strategy Formation-2 ,[object Object],[object Object],[object Object],[object Object],[object Object]
Schools of Thought on Strategy Formation-3 ,[object Object],[object Object],[object Object],[object Object]
Strategic Management Process - an Overview  Definition of Strategic Management:  Strategic management  is defined as  the dynamic process of formulation,  implementation, evaluation and control of strategies to realise  the Organisation’s Strategic intent. Strategic Management  is a continual, evolving, iterative  process. It is not rigid, stepwise activities arranged in a  sequential order. It is repeated over time as situation  demands. Establish  Strategic  Intent Formulation  of  Strategies Implementation  of  Strategies Strategic  Evaluation Strategic Control
Strategic Management Process-1 ,[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]
Strategic Management Process-2 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Syllabus 2.  Strategic Intent & Strategy Formulation:  Vision, mission and purpose – Business definition, objectives and goals –  Stakeholders in business and their roles in strategic management –  Corporate Social Responsibility,  Ethical and Social considerations in Strategy (4) --------------------------------------------------------------
Strategic Intent ,[object Object],[object Object],[object Object],[object Object],[object Object]
Strategy Formulation- Vision, Mission and Purpose, ,[object Object],[object Object],[object Object],[object Object],[object Object]
Characteristics of a Vision Statement ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Vision Statement ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Developing a Vision Statement ,[object Object],[object Object],[object Object],[object Object]
Strategic Vision ,[object Object],[object Object],[object Object]
Example of Strategic Vision ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Mission ,[object Object],[object Object],[object Object],[object Object],[object Object]
Mission Statement ,[object Object],[object Object],[object Object],[object Object]
Mission ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Mission Statement Creation ,[object Object],[object Object],[object Object],[object Object],[object Object]
Developing a Mission Statement ,[object Object],[object Object],[object Object],[object Object]
Mission Statements ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Mission Statements ,[object Object],[object Object],[object Object]
Values ,[object Object],[object Object]
Values ,[object Object],[object Object]
Developing a Values Statement ,[object Object],[object Object],[object Object]
Developing a Values Statement ,[object Object],[object Object],[object Object]
Samples of Values and Value Statements ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Goals, Objectives and Action Plans ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Areas of Objectives ,[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]
Defining the business ,[object Object],[object Object],[object Object],[object Object],[object Object]
Objectives of Business Policy: ,[object Object],[object Object],[object Object],[object Object]
Some Business definitions : Modi Zerox  : Focus as a service organisation rather than vendor of zerox machines.  Customer focus : Office Communication with high priced and low priced equipments, marketing services of maintenance and per copy price.  Customer Function:  Availability of spares, Drums, Toner, good after sales service.  Technology : Collaboration with “Rank Zerox” Helen Curtice : We are in beauty enriching business. We will pursue ideas that would generate products enhancing beauty and youthfulness of men and women. Intel : We are in the business of computing technology and to consistently  develop the artifice/building blocks of computing technology for the entire computer industry of the world is our business.
Attributes of a good business definition: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Benefits of Business Policy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Social Responsibility & Strategic Management ,[object Object],[object Object],[object Object]
Social Responsibility ,[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],Society Business
Corporate Governance : Social Responsibility ,[object Object],[object Object],[object Object],[object Object]
Corporate Governance : Social Responsibility ,[object Object],[object Object]
Corporate Governance : Social Responsibility ,[object Object],[object Object]
Corporate Governance : Social Responsibility ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Stakeholder Definition ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
External Stakeholder : Definition: ,[object Object],[object Object],[object Object]
Stakeholders ,[object Object]
Types of stakeholders ,[object Object],[object Object],[object Object],[object Object]
Examples of a company stakeholders Jobs, Involvement, Environmental issues, Shares Local Community Credit score, New contracts, Liquidity Creditors Value, Quality, Customer Care, Ethical products Customers Working conditions,  Minimum Wages , Legal requirements Trade Unions Rates of pay,  Job Security Non-Managerial staff Performance,  Targets , Growth Senior Management staff Taxation,  VAT ,  Legislation , Low unemployment Government Profit , Performance, Direction Owners private/shareholders Examples of interests Stakeholder
Syllabus: 3 .  Strategic analysis: ,[object Object],[object Object],[object Object],[object Object]
Competitive Strategy According to Michael Porter ,[object Object],[object Object],[object Object]
Identification and Assessment of firm’s Competitive Edge & Core Competencies ,[object Object],[object Object],[object Object]
Distinctive Competence ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Core Competency ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Internal Appraisal of the firm:   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Assessing strengths and weaknesses: ,[object Object],[object Object],[object Object],[object Object]
Main Functions: ,[object Object],[object Object]
Main Functions: ,[object Object],[object Object],[object Object]
Business policy & Strategic Management for MBA
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Business policy & Strategic Management for MBA

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  • 30. Henry Mintzberg (pictured above,) Bruce Ahlstrand and Joseph Lampell, in their 2005 book “Strategy Bites Back”, present 5 "P's" as a way to define strategy. Each "P" shines a spotlight on what strategy is / means / encompasses from a different angle, to provide a comprehensive overview that is probably more useful than definitions that try to fit all into a couple of sentences.
  • 31. Mintzberg’s 5Ps of strategy – The 5 "P's," adjusted where necessary to fit into the professional services / Industrial firms, are as follows: 1. Strategy is a PLAN To almost anyone you care to ask, strategy is a plan - some sort of consciously intended course of action , a guideline (or set of guidelines ) to deal with a situation. A kid has a "strategy" to get over a fence; a firm has one to dominate a market for a particular service or practice area. By this definition, strategies have two essential characteristics: they are developed consciously and purposefully .
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  • 35. What Is Strategy? - 1 What, then, is strategy? Is it a plan? Does it refer to how we will obtain the ends we seek? Is it a position taken? Just as military forces might take the high ground prior to engaging the enemy; might a business take the position of low-cost provider? Or does strategy refer to perspective, to the view one takes of matters, and to the purposes, directions, decisions and actions stemming from this view? Lastly, does strategy refer to a pattern in our decisions and actions? For example, does repeatedly copying a competitor’s new product offerings signal a "me too" strategy? Just what is strategy? Strategy is all these—it is perspective, position, plan, ploy and pattern. Strategy is the bridge between policy or high-order goals on the one hand and tactics or concrete actions on the other. Strategy and tactics together straddle the gap between ends and means.
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  • 43. Some Concluding Remarks - 3 7. Strategy is the joint province of those who govern and those who manage. Tactics belong to those who manage. Means or resources are jointly controlled. Those who govern and manage are jointly responsible for the deployment of resources. Those who manage are responsible for the employment of those resources—but always in the context of the ends sought and the strategy for their achievement. 8 Over the time, the employment of resources yields actual results and these, in light of intended results, shape the future deployment of resources. Thus it is that "realized" strategy emerges from the pattern of actions and decisions. And thus it is that strategy is an adaptive, evolving view of what is required to obtain the ends in view.
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  • 47. Identifying a Company’s Strategy – What to look For: The Pattern of Actions & Business Approaches that define a Company’s Strategy Actions to gain sales & Market share via lower prices, more performance features, more appealing design, better quality or customer service, wider production selection etc. Actions to respond changing market conditions and other external circumstances Actions to diversify the Company’s revenue & earnings by entering into new business Actions to enter new geographic or product markets or exit existing market Actions to strengthen competitive capabilities & correct competitive weaknesses Actions & approaches that define how the company manages, research & development, production, sales & marketing, finance & other key activities Efforts to pursue new market opportunities & defend against threats to the Company’s well-being Actions to form Strategic alliances & collaborative partnerships Actions to merge with or acquire rival companies .
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  • 61. Strategic Management Process - an Overview Definition of Strategic Management: Strategic management is defined as the dynamic process of formulation, implementation, evaluation and control of strategies to realise the Organisation’s Strategic intent. Strategic Management is a continual, evolving, iterative process. It is not rigid, stepwise activities arranged in a sequential order. It is repeated over time as situation demands. Establish Strategic Intent Formulation of Strategies Implementation of Strategies Strategic Evaluation Strategic Control
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  • 64. Syllabus 2. Strategic Intent & Strategy Formulation: Vision, mission and purpose – Business definition, objectives and goals – Stakeholders in business and their roles in strategic management – Corporate Social Responsibility, Ethical and Social considerations in Strategy (4) --------------------------------------------------------------
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  • 89. Some Business definitions : Modi Zerox : Focus as a service organisation rather than vendor of zerox machines. Customer focus : Office Communication with high priced and low priced equipments, marketing services of maintenance and per copy price. Customer Function: Availability of spares, Drums, Toner, good after sales service. Technology : Collaboration with “Rank Zerox” Helen Curtice : We are in beauty enriching business. We will pursue ideas that would generate products enhancing beauty and youthfulness of men and women. Intel : We are in the business of computing technology and to consistently develop the artifice/building blocks of computing technology for the entire computer industry of the world is our business.
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  • 104. Examples of a company stakeholders Jobs, Involvement, Environmental issues, Shares Local Community Credit score, New contracts, Liquidity Creditors Value, Quality, Customer Care, Ethical products Customers Working conditions, Minimum Wages , Legal requirements Trade Unions Rates of pay, Job Security Non-Managerial staff Performance, Targets , Growth Senior Management staff Taxation, VAT , Legislation , Low unemployment Government Profit , Performance, Direction Owners private/shareholders Examples of interests Stakeholder
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