developing a mission and understanding strategy chapter 3 strategic management
TRANSCRIPT
![Page 1: Developing a Mission and Understanding Strategy Chapter 3 Strategic Management](https://reader036.vdocuments.site/reader036/viewer/2022081603/5697bff11a28abf838cbb090/html5/thumbnails/1.jpg)
Developing a Mission and Understanding Strategy
Chapter 3
Strategic Management
![Page 2: Developing a Mission and Understanding Strategy Chapter 3 Strategic Management](https://reader036.vdocuments.site/reader036/viewer/2022081603/5697bff11a28abf838cbb090/html5/thumbnails/2.jpg)
Focus Questions
– What is a mission statement? What purposes does a mission serve? What are its common components?
– What is a vision statement and how is it related to the mission?
– Identify and provide examples of expansion, diversification, alliance and retrenchment strategies.
![Page 3: Developing a Mission and Understanding Strategy Chapter 3 Strategic Management](https://reader036.vdocuments.site/reader036/viewer/2022081603/5697bff11a28abf838cbb090/html5/thumbnails/3.jpg)
Figure 3.1 The Strategic Management Framework
DevelopMission &Vision
PerformSituationAnalysis
SetObjectives& CraftStrategy
ImplementStrategy
AssessValueCreation &ProvideFeedback
ValueCreation
Customers
Employees
Owners
What is amissionstatement?What is itsfunction? Howis it differentfrom a visionstatement?
What is therelationshipbetweenmission, visionand strategy?
What types ofgrowthstrategies doorganizationspursue?
![Page 4: Developing a Mission and Understanding Strategy Chapter 3 Strategic Management](https://reader036.vdocuments.site/reader036/viewer/2022081603/5697bff11a28abf838cbb090/html5/thumbnails/4.jpg)
Functions of a Mission Statement
• To establish a sense of direction within the firm and to guide the strategic management process by providing a basis for objectives and strategies
• To influence decisions about resource allocation
• To help build and communicate among employees a sense of shared purpose
• To communicate an attractive and compelling image to external stakeholders
• To support the core values of the organization
![Page 5: Developing a Mission and Understanding Strategy Chapter 3 Strategic Management](https://reader036.vdocuments.site/reader036/viewer/2022081603/5697bff11a28abf838cbb090/html5/thumbnails/5.jpg)
Mission Statement Answers the Question
Mission Statement Answers the Question
“What is Our Business?”
“What is Our Business?”
Vision Statement Answers the Question
Vision Statement Answers the Question
“What Do We Wantto Become?”
“What Do We Wantto Become?”
Vision Versus Mission
![Page 6: Developing a Mission and Understanding Strategy Chapter 3 Strategic Management](https://reader036.vdocuments.site/reader036/viewer/2022081603/5697bff11a28abf838cbb090/html5/thumbnails/6.jpg)
Components of a Mission Statement
• Value creation• Principal products and services• Geographical area• Philosophies• Self-image• Public image
![Page 7: Developing a Mission and Understanding Strategy Chapter 3 Strategic Management](https://reader036.vdocuments.site/reader036/viewer/2022081603/5697bff11a28abf838cbb090/html5/thumbnails/7.jpg)
Examples of Mission Statements
• FedEx: To produce superior financial returns for our shareowners as we serve our customers with the highest quality transportation, logistics, and e-commerce solutions.
• Kellogg Company: Kellogg is a global company committed to building long-term growth in volume and profit and to enhancing its worldwide leadership position by providing nutritious food products of superior value.
![Page 8: Developing a Mission and Understanding Strategy Chapter 3 Strategic Management](https://reader036.vdocuments.site/reader036/viewer/2022081603/5697bff11a28abf838cbb090/html5/thumbnails/8.jpg)
Table 3-4: Evaluating and Building the Mission
StatementComponent Descriptions (Key Words) of our Mission
Value Creation
Principal products
Geographical area
Philosophies
Self-image
Public image
![Page 9: Developing a Mission and Understanding Strategy Chapter 3 Strategic Management](https://reader036.vdocuments.site/reader036/viewer/2022081603/5697bff11a28abf838cbb090/html5/thumbnails/9.jpg)
Mission Statement Exercise
• Identify and critique the mission statement of your organization.
![Page 10: Developing a Mission and Understanding Strategy Chapter 3 Strategic Management](https://reader036.vdocuments.site/reader036/viewer/2022081603/5697bff11a28abf838cbb090/html5/thumbnails/10.jpg)
The Vision Statement• 4 key attributes:
– idealism– uniqueness– future orientation– imagery
• 3 C test:– clear– concise– compelling
![Page 11: Developing a Mission and Understanding Strategy Chapter 3 Strategic Management](https://reader036.vdocuments.site/reader036/viewer/2022081603/5697bff11a28abf838cbb090/html5/thumbnails/11.jpg)
Table 3-5: Evaluating and Building the Vision
StatementComponent Descriptions (Key Words)of Our Vision
Clear hope for future
Challenging
Energizing
Memorable
![Page 12: Developing a Mission and Understanding Strategy Chapter 3 Strategic Management](https://reader036.vdocuments.site/reader036/viewer/2022081603/5697bff11a28abf838cbb090/html5/thumbnails/12.jpg)
Core PurposeTo help our clients and our people realize their aspirations
Core Values Integrity One Firm Respect Passion for Excellence Diversity Teamwork Stewardship Personal Growth Work/Life Balance
Vision: To be the partner for success in the new economy
MissionTo build relationships and develop innovative solutions
which help dynamic people and organizations create and realize value
Arthur Andersen’s Vision Framework
![Page 13: Developing a Mission and Understanding Strategy Chapter 3 Strategic Management](https://reader036.vdocuments.site/reader036/viewer/2022081603/5697bff11a28abf838cbb090/html5/thumbnails/13.jpg)
Strategy and Performance
• Revenue - Expenses
Invested Assets
![Page 14: Developing a Mission and Understanding Strategy Chapter 3 Strategic Management](https://reader036.vdocuments.site/reader036/viewer/2022081603/5697bff11a28abf838cbb090/html5/thumbnails/14.jpg)
Classifying Strategies
• Expansion Strategies• Diversification Strategies• Alliances and Integration • Retrenchment• Stability
![Page 15: Developing a Mission and Understanding Strategy Chapter 3 Strategic Management](https://reader036.vdocuments.site/reader036/viewer/2022081603/5697bff11a28abf838cbb090/html5/thumbnails/15.jpg)
Expansion Strategies
Present New
Markets
Products
Present
New
Present New
Market Penetration Market Extension
Product Development Diversification
![Page 16: Developing a Mission and Understanding Strategy Chapter 3 Strategic Management](https://reader036.vdocuments.site/reader036/viewer/2022081603/5697bff11a28abf838cbb090/html5/thumbnails/16.jpg)
Diversification Strategies
• Expanding beyond the scope of core business– Related Diversification
•Nike’s expansion from sports shoes into sports equipment and apparel
– Unrelated Diversification•Kodak’s acquisition of Sterling
Drug Company
![Page 17: Developing a Mission and Understanding Strategy Chapter 3 Strategic Management](https://reader036.vdocuments.site/reader036/viewer/2022081603/5697bff11a28abf838cbb090/html5/thumbnails/17.jpg)
Alliances/ Integration StrategiesAlliances/ Integration Strategies
Vertical IntegrationForward
Backward
Horizontal Integration
Joint Venture
Strategic Alliance Why are alliances an increasingly common strategy?
![Page 18: Developing a Mission and Understanding Strategy Chapter 3 Strategic Management](https://reader036.vdocuments.site/reader036/viewer/2022081603/5697bff11a28abf838cbb090/html5/thumbnails/18.jpg)
Backward Integration
Forward Integration
Horizontal Integration
Integration Strategies
![Page 19: Developing a Mission and Understanding Strategy Chapter 3 Strategic Management](https://reader036.vdocuments.site/reader036/viewer/2022081603/5697bff11a28abf838cbb090/html5/thumbnails/19.jpg)
Retrenchment StrategiesRetrenchment Strategies
Consolidation/ Downsizing/ Cost-cutting(Often to Reverse Declining Sales and Profits)
Divestiture
Liquidation
![Page 20: Developing a Mission and Understanding Strategy Chapter 3 Strategic Management](https://reader036.vdocuments.site/reader036/viewer/2022081603/5697bff11a28abf838cbb090/html5/thumbnails/20.jpg)
Stability StrategiesStability Strategies
Maintain status quoHarvest strategy
![Page 21: Developing a Mission and Understanding Strategy Chapter 3 Strategic Management](https://reader036.vdocuments.site/reader036/viewer/2022081603/5697bff11a28abf838cbb090/html5/thumbnails/21.jpg)
Porter’s Generic Strategies
![Page 22: Developing a Mission and Understanding Strategy Chapter 3 Strategic Management](https://reader036.vdocuments.site/reader036/viewer/2022081603/5697bff11a28abf838cbb090/html5/thumbnails/22.jpg)
Discussion Questions• How are the concepts of vision,
mission, core values, and strategy related? How are they different?
• Critique the following mission statement of the Harley-Davidson Company:– We fulfill dreams through the experience of
motorcycling, by providing to motorcyclists and to the general public an expanding line of motorcycles and branded products and services in selected market segments.
![Page 23: Developing a Mission and Understanding Strategy Chapter 3 Strategic Management](https://reader036.vdocuments.site/reader036/viewer/2022081603/5697bff11a28abf838cbb090/html5/thumbnails/23.jpg)
Discussion Questions
• Compare and contrast the core values of the leading pharmaceutical firms: Merck, Pfizer, and Johnson & Johnson. Use Johnson & Johnson’s credo from Chapter 1, Merck’s list of values from Table 3.1, and Pfizer’s values listed under the Vision Framework in this chapter.
![Page 24: Developing a Mission and Understanding Strategy Chapter 3 Strategic Management](https://reader036.vdocuments.site/reader036/viewer/2022081603/5697bff11a28abf838cbb090/html5/thumbnails/24.jpg)
Discussion Questions
• What are the advantages and disadvantages of strategic alliances compared to internal expansion strategies?