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Pi t f Ill t ti C A l (C t ) IPicture from Illustrative Case: Apple (Computer) Inc.

In 2007 changed name, reflects evolution to their strategy,Was this a conscience choice or emergent? What is their strategy, what is their business model,The value proposition, is it a good strategy

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“Strategy is the pattern of decisions in a company that Strategy is the pattern of decisions in a company that determines and reveals its objectives, purposes, or goals, produces the principal policies and plans for achieving those goals, and defines the range of business the company is to pursue, the kind of economic and human organization it is or intends to be, and the nature of the economic and noneconomic contribution it intends to make to its shareholders, employees, customers, and communities.”

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Kenneth Andrews, The Concept of Corporate Strategy (Homewood, IL: Richard D. Irwin, 1971).

“Strategy is the pattern of decisions in a company that Strategy is the pattern of decisions in a company that determines and reveals its objectives, purposes, or goals, produces the principal policies and plans for achieving those goals, and defines the range of business the company is to pursue, the kind of economic and human organization it is or intends to be, and the nature of the economic and noneconomic contribution it intends to make to its shareholders, employees, customers, and communities.”

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Kenneth Andrews, The Concept of Corporate Strategy (Homewood, IL: Richard D. Irwin, 1971).

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“Strategy is the pattern of decisions in a company that Strategy is the pattern of decisions in a company that determines and reveals its objectives, purposes, or goals, produces the principal policies and plans for achieving those goals, and defines the range of business the company is to pursue, the kind of economic and human organization it is or intends to be, and the nature of the economic and noneconomic contribution it intends to make to its shareholders, employees, customers, and communities.”

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Kenneth Andrews, The Concept of Corporate Strategy (Homewood, IL: Richard D. Irwin, 1971).

“Strategy is the pattern of decisions in a company that Strategy is the pattern of decisions in a company that determines and reveals its objectives, purposes, or goals, produces the principal policies and plans for achieving those goals, and defines the range of business the company is to pursue, the kind of economic and human organization it is or intends to be, and the nature of the economic and noneconomic contribution it intends to make to its shareholders, employees, customers, and communities.”

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Kenneth Andrews, The Concept of Corporate Strategy (Homewood, IL: Richard D. Irwin, 1971).

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“Strategy is the pattern of decisions in a company that Strategy is the pattern of decisions in a company that determines and reveals its objectives, purposes, or goals, produces the principal policies and plans for achieving those goals, and defines the range of business the company is to pursue, the kind of economic and human organization it is or intends to be, and the nature of the economic and noneconomic contribution it intends to make to its shareholders, employees, customers, and communities.”

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Kenneth Andrews, The Concept of Corporate Strategy (Homewood, IL: Richard D. Irwin, 1971).

Strategic Mission

How a firm positions itself in the market and develops and leverages internal resources and capabilities to accomplish its strategic mission.

Strategic Plan

A firm’s values and purpose and the scope of its operations in product and market terms.

Strategic Mission

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Individual actions taken to execute the strategic plan in pursuit of the strategic mission.

Strategic Actions

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def. the assessment of an organization’s current

From a generalist’s perspective (integrative, foundational)Using strategic reasoning (rivalry, dynamics, complexity)G i i

competitive position and the identification of future valuable competitive positions and how to achieve them

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Grounded in analytics and data Applying appropriate tools and frameworks

• Someone who formulates and implements strategyCEO or PresidentCEO or President

Entrepreneur/OwnerVP Strategic PlanningGeneral Manager of a Business Unit

• Someone who evaluates strategy Investors

Financial Analysts

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y

• Someone who recommends future strategic actionsConsultantsSecondary Stakeholders

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ValuesWhat is our mission?What is our scope?What do we value?

The mission of The Walt Disney Company is to be one of the world's leading

Our goal for Citigroup is to be the most respected global financial services company

producers and providers of entertainment and information.

Google's mission is to organize the world's information and make it universally accessible and useful.

Dell’s mission is to be the most successful computer company in the world at delivering the best customer experience in markets we serve.

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respected global financial services company. Like any other public company, we're obligated to deliver profits and growth to our shareholders. Of equal importance is to deliver those profits and generate growth responsibly.

Source: www.missionstatements.com

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At the heart of the Chevron way is our vision to be the global energy company most admired for its people, partnership and performance.

Ford: We are a global family with a proud heritage passionately committed to providing

McKesson: Our mission is to provide comprehensive pharmacy solutions that improve productivity, profitability and result in superior patient care and satisfaction.

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personal mobility for people around the world.

Source: www.missionstatements.com

Facebook’s mission is to give people the power to share and make the world more open and connected.

ValuesValuesWhat is our mission?What is our scope?What do we value?

OpportunitiesWhat does the market

demand? Who else, if anyone, offers this value proposition?

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ValuesValuesWhat is our mission?What is our scope?What do we value?

CapabilitiesOpportunities What are our strengths?

Where might we have a competitive advantage?

What does the market demand? Who else, if anyone, offers this value proposition?

ValuesValuesWhat is our mission?What is our scope?What do we value?

Opportunities CapabilitiesWhat are our strengths?Where might we have a competitive advantage?

What does the market demand? Who else, if anyone, offers this value proposition?

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ValuesValuesWhat is our mission?What is our scope?What do we value?

Valuable Competitive

PositionOpportunities Capabilities

What are our strengths?Where might we have a competitive advantage?

What does the market demand? Who else, if anyone, offers this value proposition?

How do we create and

sustain value?

Position

Strengths Weaknesses

Inte

rnal

Firm

Ca

pabi

litie

sve

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Opportunities Threats

Exte

rnal

Com

petit

ivEn

viro

nmen

t

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Performance Metrics

Capabilities Objectives/Values

Strategy

Focal Firm

Competitor 1

Competitor 2

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Competitor 3

Competitor 4

Competitor 5

Demographic Trends

Socio-cultural Influences

Technological Developments

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Macroeconomic Impacts

Political-Legal Pressures Global Trade Issues

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A business’ strategy is embodied in its mission, plan, d iand actions

Strategic analysis is useful for assessing the viability of a business strategy

Strategic analysis is not just the purview of the CEO

The strategist’s challenge is to balance values, i i d bili i id if d i bl opportunities, and capabilities to identify desirable

competitive positions that create and sustain value.

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