Professional Documents
Culture Documents
Ulhas D Wadivkar 7
Evolution of Strategic Management in India is divided in three periods.
Ulhas D Wadivkar 21
Aspects of Strategic Management
• Vision Statement
• Mission Statement indicating methodology for achieving the
objectives, purposes and Philosophy of organisation as reflected
in vision statement.
• Company Profile, its internal culture, strengths and capabilities.
• Critical study of external environmental factors, threats and
opportunities.
• Finding out way and deciding the desirable course of actions for
accomplishing the Mission statement.
• Selecting long term objectives and deciding corresponding
strategies.
• Evolving short term objectives, defining corresponding strategies
in tune with Mission and Vision Statements.
• Implementing chosen strategies in planned way, based on
budgets, allocating resources, outlining action plan and tasks.
• Installation of a continuous review system, creating a control
mechanism and Data generation for selecting future course of
action.
Ulhas D Wadivkar 22
Five Tasks of Strategic Management
• Forming a strategic Vision of what the company’s future
business make up will be and where the organisation is
headed. (A long term vision to infuse the organisation
with a sense of purposeful action.)
• Setting objectives: converting Strategic vision into
specific measurable performance outcomes.
• Crafting a Strategy to achieve desired outcome.
• Implementing & Executing chosen strategy efficiently
and effectively.
• Evaluating performance & initiating corrective
adjustment in Vision, Long term directions, Objectives,
Strategy in light of actual experience, changing
conditions, new ideas & new opportunities.
Ulhas D Wadivkar 23
Who performs these five tasks of Strategic Management?
• CEO is most important Strategy Manager, who is most visible also. He
performs various roles such as, Chief direction setter, Chief objective
setter, Chief strategy maker, Chief Strategy implementer.
• Vice Presidents of various functions have role to play in strategy making
and implementing. Functional heads like Production, Marketing,
Finance, HR etc have responsibilities to deliver measurable
performance as per Strategic Planning.
• All major organisational units, business units, divisions, Staff, Plant
support groups, district offices have leading and supporting roles in
company’s strategic game plan.
• CEO & Senior Corporate executives have responsibility & personal
authority for major strategic decisions.
• Managers with Profit & Loss responsibilities for individual business units
or divisions.
• Functional Heads & Departmental heads with direct responsibility over a
major business areas.
• Managers of operating plants: Strategy making is a job for all the line
managers. Doers should be strategy makers. It should not be left to staff
of Planners. Strategic Planning is not a stand alone function. It is an
integrated
Ulhas team effort.
D Wadivkar 24
Aspects of Strategic Planning - 1
• Strategic Planning provides the route map for the
enterprise. It lends a framework which can ensure that
decisions concerning future are taken in a systematic and
purposeful way.
• Strategic Planning provides a hedge against uncertainty,
against totally unexpected developments.
• Strategic Planning helps in understanding trends in a better
way and generates a reference frame for investment
decisions.
• Strategic Planning provides the frame work for all major
business decisions, decisions on business, products,
markets, manufacturing facilities, investments, and
organisational structure. It is a path finder for business
opportunities and it is also a defence mechanism to avoid
costly mistakes in choice of product market or investments.
Ulhas D Wadivkar 25
Aspects of Strategic Planning - 2
• The more intense the environmental uncertainty, more critical
is the need for strategic planning.
• The success of the efforts and activities of the enterprise
depends heavily on the quality of strategic planning.
• Considerable thought and effort must go in vision, insight,
experience, quality of judgement and the perfection of
methods and measures.
• Strategic Planning is a management task concerned with
growth and future of the business enterprise.
• As a management tool, Strategic Planning utilises both
intuition and logic. Logic is through Planning and information
process and intuition is through experience, knowledge and
vision of top people in Management.
• All vital aspects of corporate governance are perfected
through strategic planning, starting from corporate mission,
philosophy and core values, down to choice of businesses
andDstrategies.
Ulhas Wadivkar 26
Aspects of Strategic Planning - 3
• Through analytical process aspect, involved in Strategic
Planning, corporation understands where its core
competencies are, identifies the competitive advantages,
pinpoints the gaps, formulate steps to bridge them.
• Main aspects of Strategic Planning are Future, Growth,
Environment, basket of businesses of the firm for additions
and deletions, Strategy and not day to day routine matters,
creation of core competency and competitiveness and finally
integration. It views the organisation / business in its totality
and not a particular function. Thus Strategic Planning is
Corporate Strategy.
• Strategic Planning differs from other operative and
administrative functions of management. Strategic Planning
provides objective – strategy design: A) Growth Objective –
Performance levels, Profitability target, B) Product Market
scope, its penetration, C) Growth Vector – Product Market
posture, development or diversification, D) Competitive
Advantages, E) Synergy, strength obtained from new
product-market selections.
Ulhas D Wadivkar 27
Mintzberg’s 5Ps of strategy –
• Henry Mintzberg, in his 1994 book, The Rise and Fall of
Strategic Planning, points out that people use "Strategy"
in several different ways, the most common being these
five:
• Strategy is a Plan, a "how," a means of getting from here
to there.
• A strategy can be a Ploy too; really just a specific
manoeuvre intended to outwit an opponent or competitor.
• Strategy is a Pattern in actions over time; for example, a
company that regularly markets very expensive products
is using a "high end" strategy.
• Strategy is Position; that is, it reflects decisions to offer
particular products or services in particular markets.
• Strategy is Perspective, that is, vision and direction.
Ulhas D Wadivkar 28
• Mintzberg argues that strategy emerges over time as
intentions collide with and accommodate a changing
reality.
• Thus, one might start with a perspective and conclude
that it calls for a certain position, which is to be
achieved by way of a carefully crafted plan, with the
eventual outcome and strategy reflected in a pattern
evident in decisions and actions over time.
• This pattern in decisions and actions defines what
Mintzberg called "realized" or emergent strategy.
Ulhas D Wadivkar 29
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.
Ulhas D Wadivkar 30
Mintzberg’s 5Ps of strategy –
Ulhas D Wadivkar 36
A Company’s Situation
External Factors:
•Industry & Competitive
conditions. Adopt / Abandon Strategy
features
•Buyer Preferences
•“PESTEL” – Political,
Economical, Socio-cultural, New Initiatives &
Technological, Environmental & Ongoing Strategy
legal factors Features continued
•Internal Factors like from prior periods
Company’s
Resources, Competitive
strengths & Capabilities, Strategy
Weaknesses & Threats. Adoptive reactions
to Changing
circumstances
Ulhas D Wadivkar 37
Strategy
• It is a simple and undeniably relevant matter for managers
to periodically ask the following questions of the
employees reporting to them:
Ulhas D Wadivkar 42
Some Concluding Remarks - 3
The Pattern of
Actions &
Actions to strengthen Business Actions to enter new
competitive capabilities & Approaches that geographic or product
correct competitive define a markets or exit existing
weaknesses Company’s market
Strategy
Actions to
Actions & approaches
merge with or
that define how the Efforts to Actions to form
acquire rival
company manages, pursue new Strategic
companies.
research & market alliances &
development, opportunities & collaborative
production, sales & defend against partnerships
marketing, finance & threats to the
other key activities Company’s
Ulhas D Wadivkar well-being 47
The Strategy Hierarchy
• In most (large) corporations there are several levels of strategy. Strategic
management is the highest in the sense that it is the broadest, applying to all
parts of the firm. It gives direction to corporate values, corporate culture,
corporate goals, and corporate missions. Under this broad corporate strategy
there are often functional or business unit strategies
Different Levels of Strategy
Levels Structure Strategy
Functional
Finance Marketing Operations Functional Level
• Strategy sets direction, but can also serve as a set of blinders to hide
potential dangers.
• Strategy focuses efforts, there may be no peripheral vision and can
become heavily embedded into the fabric of the organization.
• Strategy defines the organization, but defining it too sharply results in
the rich complexity of the system being lost.
• Strategy provides consistency, but could hinder creativity.
Ulhas D Wadivkar 55
Kinds of Corporate Strategy -1
• There are four Grand Strategic alternatives:
• Stability Strategy: Main aim here is Stabilising and
improving Functional Performance.
a.1) No Change Strategy.
a.2) Profit Strategy.
a.3) Pause / Proceed with caution Strategy.
b) Expansion Strategy: Main aim is here High Growth.
b.1) Concentration.
b.2) Integration.
b.3) Diversification.
b.4) Cooperation.
b.5) Internationalisation.
Mergers, Takeovers, Joint Ventures, Strategic Alliances, Global
Strategy, Trans-national Strategy, International Strategy,
Multi-domestic
Ulhas D Wadivkar Strategy. 56
Kinds of Corporate Strategy - 2
c) Retrenchment Strategy: Main aim here is contraction of its
activities. It is done through Turnaround, divestment and
liquidation in modes like
c.1) Compulsory winding up.
c.2) Voluntary winding up.
c.3) Winding up under supervision of Court.
d) Combination Strategies: It is combination of all above three
policies simultaneously in different businesses or at different
times. e.g.:
viii) Merger of TTK Chemicals with TTK pharma.
ix) TT industries and Textiles Ltd. expanded through JV.
x) TTK Ltd., diversified into cooking utensils.
xi) TTK maps and publications into the general publishing
business
Ulhas D Wadivkar after a turn-around. 57
Schools of Thought on Strategy Formation-1
• The fourth paradigm (1980 onwards) says that subject of
Strategic Management is still under evolution. Strategic decision
making is at the core of Managerial activity, their Strategic
behaviour is outcome of Formation of Strategy.
• Mintzberg and other doyens in field of Strategy have formed
various perspectives called as Schools of Thought:
The Perspective Schools:
• Design School-(Sleznic & Andrews): Strategy is unique. The
process of Strategy formation is based on Judgement and
Thinking.
• Planning School-(Ansoff): Strategy is seen as a plan divided into
sub-strategies and programmes. The lead role in Strategy
formation is played by Strategy Planners.
• The Positioning School-(Schendel –Hatten & Porter): Under this
school Strategy is seen as set of planned generic positions
chosen by a firm on the basis of an analysis of the competition
Ulhas D Wadivkar 58
and the industry in which they operate.
Schools of Thought on Strategy Formation-2
The Descriptive Schools:
4. Entrepreneurial School -(Schumpeter & Cole): Strategy
formation is mainly intuitive, visionary & deliberate. Strategy
is an outcome of a personal & unique perspective to create a
niche.
5. Cognitive School -(Simon & March): Strategy formation is
mental process. The lead role is played by thinker
philosopher.
6. Learning School -(Weick, Quinn, Senge & Lindblom): This
school perceives Strategy formation as an emergent process.
The process is informal and messy and lead role is played by
the learner.
7. Power School - (Allison & Astley): Strategy is seen as political
& cooperative process or pattern. This school perceives
Strategy formation as negotiation process. The process of
Strategy formation is messy, emergent & deliberate.
Ulhas D Wadivkar 59
Schools of Thought on Strategy Formation-3
8. Cultural School - (Rhenman & Normann): Strategy is seen as
collective perspective. The process of Strategy formation is
ideological, constrained & deliberate.
9. Environmental School -( Hanan, Freeman & Pugh): The lead
role in strategy formation is played by environment as an
entity. The process of Strategy formation is reactive, passive
& imposed and hence deliberate.
The Integrative School: -(Chandler, Miles & Snow):
10. The Strategy is viewed in relation to a specific context and
any of the nine schools mentioned above can be used to
form the Process. The Strategy formation process is
integrative, episodic & sequential.
Ulhas D Wadivkar 60
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.
Ulhas D Wadivkar 63
Syllabus
(4)
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Ulhas D Wadivkar 64
Strategic Intent
• Strategic Intent is combination of four levels in the Management.
It involves discussions of Vision, Mission, Business Definition &
Goals and Objectives.
• Strategic Intent refers to the purposes the Organisation strives
for.
• Strategic Intent lays down the frame work within which firms
would operate, adopt a predetermined direction, and attempt to
achieve the Goals.
• Hamel & Prahalad considered Strategic Intent as an obsession
with an Organisation.
• Strategic Intent envisions a desired leadership positioning and
establishes the criterion the Organisation will use for charting its
progress. In addition to ambitions of the Organisation; it
encompasses active Management Process that includes
focussing the organisation’s attention on winning. It covers
motivating the people by communicating the values, targets. The
intent encourages individual and team contributions and
attempts sustaining enthusiasm by providing new operational
definitions. The Strategic Intent guides the organisation through
changing circumstances and guides use of resource allocations.
Ulhas D Wadivkar 65
Strategy Formulation-
Vision, Mission and Purpose,
• A vision is more dreamt of than it is. Vision Statement is permanent
statement of a company. Vision is future aspirations that lead to an
inspiration. It defines the very purpose of existence of a company.
• "Year after year, Westin and its people will be regarded as the best
and most sought after hotel and resort management group in North
America." (Westin Hotels)
• "To be recognized and respected as one of the premier associations
of HR Professionals." (HR Association of Greater Detroit)
Ulhas D Wadivkar 70
Example of Strategic Vision
• “The San Antonio Express News” developed this
Strategic Vision,
• "EXPAND” our customer base and enhance the
franchise by pursuing multimedia opportunities.
• “DELIVER” an award-winning level of journalistic
excellence, building public interest, trust and pride.
• “PROVIDE” vigorous community leadership and support.
• “INSTILL” an environment of internal and external
excellence in customer service.
• “EMPOWER” and recognize each employee's unique
contribution.
• “ACHIEVE” the highest standards of quality.
• “IMPROVE” financial strength and profitability."
Ulhas D Wadivkar 71
Mission
• Thompson(1997) defines Mission as “the essential
purpose of the organisation, concerning particularly, why it is
in existence, the nature of businesses it is in, and the
customers it seeks to serve and satisfy”
• Hunger and Wheelen(1999) say that “mission is the
purpose and reason for the organisation’s existence”
• Mission statements could be formulated on the basis of
vision that an entrepreneur decides on in the initial stages.
• A business mission helps to evolve an executive action.
• Mission of organisation is what it is and why it exists. It
represents common purpose which the entire organisation
shares and pursues. It is a guiding principle.
Ulhas D Wadivkar 72
Mission Statement
• Mission of a company is expressed it terms of products and
geographical scope. It includes a methodology of attaining
the desired goal in vision. It defines the competitive strength
of a company and it emanates from corporate vision and
strategic posture of a company.
• Thus the mission of a business is a statement, a build-up
philosophy of its current and future expected position with
regards to its products, market leadership.
• Mission is statement which defines the role of organisation
plays in a society.
• The corporate mission is growth ambition of the firm.
Ulhas D Wadivkar 73
Mission
Characteristics of a Mission Statement
• It should be feasible, achievable & It should be precise.
• It should be motivating.
Ulhas D Wadivkar 74
Mission Statement Creation
• To create your mission statement, first identify your
organization’s “winning idea”.
This is the idea or approach that will make your organization
stand out from its competitors, and is the reason that
customers will come to you and not your competitors.
Ulhas D Wadivkar 77
• Mission Statement of Ranabaxy
“To become a $ 1 Billion research based global
(International) pharmaceutical company”
• Mission Statement of Graphite India Limited
“To be within top three companies in the world by achieving
1,00,000 MT Production of Graphite Electrodes before
2012”
• The mission statement of Farm Fresh Produce is:
“To become the number one produce store in Main Street
by selling the highest quality, freshest farm produce, from
farm to customer in under 24 hours on 75% of our range
and with 98% customer satisfaction.”
• "Our goal is simply stated. We want to be the best service
organization in the world." (IBM)
• "To give ordinary folk the chance to buy the same thing as
rich people." (Wal-Mart)
Ulhas D Wadivkar 78
Mission Statements
• "FedEx is committed to our People-Service-Profit Philosophy.
We will produce outstanding financial returns by providing
totally reliable, competitively superior, global, air-ground
transportation of high-priority goods and documents that
require rapid, time-certain delivery." (Federal Express)
• "Our mission is to earn the loyalty of Saturn owners and grow
our family by developing and marketing U.S.-manufactured
vehicles that are world leaders in quality, cost, and customer
enthusiasm through the integration of people, technology,
and business systems." (Saturn)
• "In order to realize our Vision, our Mission must be to exceed
the expectations of our customers, whom we define as
guests, partners, and fellow employees. (mission) We will
accomplish this by committing to our shared values and by
achieving the highest levels of customer satisfaction, with
extraordinary emphasis on the creation of value. (strategy) In
this way we will ensure that our profit, quality and growth
goals
Ulhas are met." (Westin Hotels and Resorts)
D Wadivkar 79
Values
• Values are traits or qualities that are considered
worthwhile; they represent an individual’s highest priorities
and deeply held driving forces. (Values are also known as
core values and as governing values; they all refer to the
same sentiment.)
• Value statements are grounded in values and define how
people want to behave with each other in the
organization. They are statements about how the
organization will value customers, suppliers, and the
internal community. Value statements describe actions
which are the living enactment of the fundamental values
held by most individuals within the organization.
Ulhas D Wadivkar 80
Values
• The values of each of the individuals in your workplace,
along with their experience, upbringing, and so on, held
together to form your corporate culture. The values of your
senior leaders are especially important in the development
of your culture. These leaders have a lot of power in your
organization to set the course and environment and they
have selected the staff for your workplace.
• If you think about your own life, your values form the
cornerstones for all you do and accomplish. They define
where you spend your time, if you are truly living your
values. Each of you makes choices in life according to
your most important top ‘ten’ values. It is necessary to
take the time to identify what is most important to you and
to your organization.
Ulhas D Wadivkar 81
Developing a Values Statement
• Values represent the core priorities in the organization’s
culture, including what drives members’ priorities and how
they truly act in the organization, etc. Values are
increasingly important in strategic planning. They often drive
the intent and direction for “organic” planners.
• Developing a values statement can be quick culture-
specific, i.e., participants may use methods ranging from
highly analytical and rational to highly creative and
divergent, e.g., focused discussions, divergent experiences
around daydreams, sharing stories, etc. Therefore, visit with
the participants how they might like to arrive at description
of their organizational values.
• Establish four to six core values from which the organization
would like to operate. Consider values of customers,
shareholders, employees and the community.
Ulhas D Wadivkar 82
Developing a Values Statement
• Notice any differences between the organization’s preferred
values and its true values (the values actually reflected by
members’ behaviours in the organization). Record each
preferred value on a flash card, then have each member
“rank” the values with 1, 2, or 3 in terms of the priority
needed by the organization with 3 indicating the value is
very important to the organization and 1 is least important.
Then go through the cards again to rank how people think
the values are actually being enacted in the organization
with 3 indicating the values are fully enacted and 1
indicating the value is hardly reflected at all. Then address
discrepancies where a value is highly preferred (ranked
with a 3), but hardly enacted (ranked with a 1).
• Incorporate into the strategic plan, actions to align actual
behaviours with preferred behaviours.
Ulhas D Wadivkar 83
Samples of Values and Value Statements
• "To preserve and improve human life." (Merck)
At Merck, "corporate conduct is inseparable from the conduct of
individual employees in the performance of their work. Every Merck
employee is responsible for adhering to business practices that are
in accordance with the letter and spirit of the applicable laws and
with ethical principles that reflect the highest standards of corporate
and individual behaviour...
• "At Merck, we are committed to the highest standards of ethics and
integrity. We are responsible to our customers, to Merck employees
and their families, to the environments we inhibit, and to the
societies we serve worldwide. In discharging our responsibilities, we
do not take professional or ethical shortcuts. Our interactions with all
segments of society must reflect the high standards we profess."
• Patriot Ledger (SouthofBoston.com): "We have a total commitment
to these values, shaping the way we do business for our employees,
our customers and our company.
• Our employees are the most valued assets of our company,
essential participants with a shared responsibility in fulfilling our
mission.
• We recognize that the quality, motivation and performance of our
employees
Ulhas D Wadivkarare the key factors in achieving our success. 84
Goals, Objectives and Action Plans
• After you have developed the key strategies, turn your
attention to developing several goals that will enable you to
accomplish each of your strategies. Goals should be
S M A R T : Specific, Measurable, Achievable, Realistic and
Time-based.
• Once you have enabled strategy accomplishment through
setting SMART Goals, you will want to develop action plans
to accomplish each goal. You will need to follow an action
plan:
• Establish a cross section of professionals as a committee
and meet to plan the sessions.
• Determine budget.
• Select topics based on member needs assessment.
• Plan advertising strategies, and so forth.
• Make action plans as detailed as you need them to be and
integrate the individual steps into your planning system. An
effective planning system, whether it uses a personal
computer, a paper and pen system, a handheld computer or
a Palm, will keep your goals and action plans on track and
on target.
Ulhas D Wadivkar 85
Areas of Objectives
• Objectives represent managerial commitment to achieve
specific results in specific period of time. Objectives could be
• : Profitability
• : Markets
• : Productivity
• : Innovation
• : Product
• : Financial Resources
• : Physical facilities
• : Organisation Structure & Activities
• : Manager Performance & Development
• : Employee performance & Activities.
• : Customer Service
• Ulhas D Wadivkar : Social Responsibility. 86
Defining the business
• A clear-cut statement of the business, the firm is engaged in
or planning to enter. It is elaboration of the business arena
and the boundaries in which it will play.
• What is our business? What will it be? What should it be?
• Defining business involves three dimensions, namely
“Customer Functions”, “Customer Groups” and “Alternative
technologies”.
• Business Definition sets and limits the contours of the
business. It clarifies the opportunities business can pursue
and the areas in which these opportunities are to be looked
for. It clarifies to the firm the various sources from which
threats and competition will come for.
• Defining Customer functions and Customer groups provides
Blue Print and a reference point for Product-market strategy.
Mission Statement provides the basic inputs for Business
definition and provides a broad frame work.
Ulhas D Wadivkar 87
Objectives of Business Policy:
• Understand various concepts, like. Strategy, policies,
plans, programmes.
• Knowledge of internal and external environment and how it
affects the functioning of the organisation.
• Application of generalised approach to deal with wide
variety of situations.
• Development of analytical ability to understand situation.
Identify factors relevant to decision making. Analyse
strength, weakness, opportunities and threats to
organisation. Development of attitude of generalist and
asses a situation from all angles.
Ulhas D Wadivkar 88
Some Business definitions:
Society
Business
Ulhas D Wadivkar 94
Corporate Governance : Social Responsibility
• “Sole aim of a business is and should be maximisation of
Shareholders’ value”, as stated by Milton Friedman, does not
hold good anymore.
• All modern large corporate have attained their present size
due to support of society in terms of shareholders, suppliers,
lenders, employees, government, local community and
society at large.
• Every business unit of the country must aim at becoming
good corporate citizen of the country and the world as whole.
World Class Quality of goods and services, reasonable prices
is minimum requirement. With this companies would enjoy
excellent image within area, country and world. Indian
examples are Tatas, Birlas, Reliance, Bajaj, L&T, Hero
Honda, HDFC, Dr. Reddy Laboratories. TCS, etc.
• Industrial Corporate Citizens are trustees and should utilise
their wealth for the welfare of the society / community.
Trusteeship invokes code of discipline, ethical behaviour and
strong principle of accountability. Capital and Labour have to
have mutual, peaceful co-existence.
Ulhas D Wadivkar 95
Corporate Governance : Social Responsibility
• Common feature they all posses is their image not only as
value creator but more as Top Class Corporate citizen of
India and of the world. They are asset to the share holders,
country and society at large by creating world class products
at competitive prices and price and providing these products
to society at desired time and space. Many of them provide
non-core social activities for benefit of society in quest of
their becoming good Corporate Citizens.
• They realise their dependence on Society for their needed
inputs like money, men and skills, society as a market for
their outputs and realise that they cannot exist without
unreserved support from Society. The more closely a
company concentrates on solving societal problems, the
better it is able to solve its own problem of growth and
prosperity.
Ulhas D Wadivkar 96
Corporate Governance : Social Responsibility
• Capital and labour should supplement and assist each other.
Capital being trustees should look after welfare of labour not
only material but also moral welfare. Principle of mutually
cherishing each other should be developed. Capital should
look after the workers and workers should look after
productivity and profit of the organisation. Presently, capital
has been replaced by knowledge in newer industries like IT
& Pharma. Knowledge workers (professionals) like Bill
Gates, Narayan Murthy are paving the way towards social
responsibilities.
• Social Responsibilities have foundation of Business Ethics,
the moral principles of good & bad, right & wrong or Just &
unjust. Peter Drucker has stated that there are no separate
ethics of business. What is unethical and immoral in society
is also applicable to business. The trick is to put your-self in
shoes of those, against whom a particular action is being
planned / taken, which is known as empathy. Corporate
ethics refers to set of rules, code of conduct acceptable to
society at large without any reservations. The concept of
Business ethics is global phenomenon and is recognised 97
Ulhas D Wadivkar
throughout the world.
Corporate Governance : Social Responsibility
• Code of Ethics for Indian Business (by PHD
Chambers)
• It is believed that the best way to promote high
standards of business practice is through self regulation.
• Business should be conducted in a manner that earns
the goodwill of all concerned through Quality, efficiency,
transparency & good values with objectives as under:
• a) Be faithful and realistic in stating claims.
b) Be responsive to customer need and concerns.
c) Treat all stakeholders fairly and with respect
d) Protect and promote the Environment and
Community interests
Ulhas D Wadivkar 98
Stakeholder Definition
• Stakeholders are defined as "those groups without whose
support the organization would cease to exist.
• A corporate stakeholder is a party that affects or can be
affected by the actions of the business as a whole.
• Person, Group, or Organization that has direct or indirect
Stake in an organization because it can affect or be affected
by the Organisation’s actions, Objectives, and Policies.
• Key stakeholders in a Business Organization include
Creditors, Customers, Directors, Employees, Government
(and its Agencies) Owners, Shareholders, Suppliers, Unions,
and the Community from which the business draws its
Resources.
• Although stake-holding is usually self-legitimizing (those who
Judge themselves to be stakeholders are de facto so), all
stakeholders are not equal and different stakeholders are
entitled to different Considerations.
• For example, a firm's customers are entitled to fair trading
practices but they are not entitled to the same consideration
as
Ulhasthe firm's employees.
D Wadivkar 99
Ulhas D Wadivkar 100
External Stakeholder : Definition:
• Entities such as Customers, Suppliers, Lenders, or the
wider society which influence and are influenced by an
Organisation but are not its 'internal part'
• Stakeholder: Any party that has an interest in an
organization. Stakeholders of a company include
stockholders, bondholders, customers, suppliers,
employees, and so forth.
• "The stakeholders in a corporation are the individuals and
constituencies that contribute, either voluntarily or
involuntarily, to its potential wealth-creating capacity and
activities, and that are therefore its beneficiaries and/or risk
bearers."
Ulhas D Wadivkar 101
Stakeholders
• Any individual, group or business with a vested interest (a
stake) in the success of an organization is considered to be
a Stakeholder. A Stakeholder is typically concerned with an
organization delivering intended results and meeting its
financial objectives. In general, a Stakeholder can be one of
two types: internal (from within an organization) or external
(outside of an organization). Examples of a Stakeholder are
an owner, manager, Shareholder, Investor, employee,
customer, partner and/or supplier, among others. A
Stakeholder may contribute directly or indirectly to an
organization’s business activities. Other than traditional
business, a Stakeholder may also be concerned with the
outcome of a specific project, effort or activity, such as a
community development project or the delivery of local
health services. A Stakeholder usually stands to gain or lose
depending on the decisions taken or policies implemented.
• : Bench marking
Strength &
Weaknesses
Synergistic
Effects
Competencies
Organisational
Capabilities
Strategic
Advantages
Ulhas D Wadivkar 118
OCP & SAP
Strength & Weaknesses
OR & OB creates S & W. Strength is an inherent capability
of organisation used to gain Strategic Advantage. It could
be finance, Technology etc. A Weakness on other hand is
inherent limitation or constraint creating Strategic
Disadvantage. It could be Plant Location, Layout, Obsolete
machinery, Uneconomical operations etc.
Synergistic Effects
Two or more attributes of S & W, do not add up
mathematically but combine to produce an dramatic,
enhanced or reduced effect. This is Synergy or Dysergy.
e.g. when product, pricing, distribution, promotion support
each other a synergistic effect will occur on marketing
Ulhas D Wadivkar 119
Competencies
OR & OB develop S & W, which when combined with
Synergistic Effects manifest themselves in terms of
Competencies. This helps Organisations to withstand
pressures of competition. This is ability to compete with
rivals.
Organisational Capability
Organisational Capability is inherent capacity or potential of
an organisation to use its Strengths and overcome
Weaknesses to exploit Opportunities & face Threats. It is a
skill for coordinating resources and putting them to
productive use. Without capability, resources, even though
valuable & unique, will be worthless. Organisational
Capability, though measurable, remains a subjective
attribute.
Ulhas D Wadivkar 120
Strategic Advantage
• Strategic Advantage is result of Organisational
Capabilities. The advantages can be measured in terms
of Profit, Market Share, Growth etc. Negative results
indicate Strategic Disadvantages. When compared with
known identified rivals, the Strategic Advantage is also
known as Competitive Advantage. In an abundantly profit
making company, Competitive Advantage is used as
stimulus.
Visions
Missions,
Objectives,
Goals,
Business-
Definition
Feedback
Corrective Strategy
Action Systems
Structures
Targets
Un-
Certainty
C. Can be used D. Are of Highest
for Long term Concern
Planning
Low
Low Impact
Ulhas D Wadivkar High 137
Analysing Scenarios & Problem Solving
• D Category : High Impact and Low Uncertainty. Highest
priority issues, need to be addressed immediately and more
cautiously. All employees must first focus on these issues.
• B Category : High Risk issues, need to be observed closely
and monitored strictly because of high uncertainty involved.
• C Category : Low impact – Low uncertainty: These issues
can be used for Long term Planning.
• A Category : Because of High Uncertainty and Low impact to
the organisation is involved, these issues can be discarded
for time being.
Select the best Strategy & Business Model for the Company
Ulhas D Wadivkar 140
Environment Survey : Purpose:
1. To learn about events and trends in the environment
and project the future of the environment.
2. To identify the favourable and unfavourable factors
in the environment from standpoint of the
firm.
3. To figure out the opportunities and threats hidden in
environmental events and trends.
4. To assess the scope of various opportunities and find
out the ones having potential of becoming promising
businesses and pursue them.
5. To draw up the opportunity-threat profile.
6. To formulate strategy in line with opportunities.
Ulhas D Wadivkar 141
Scope of Survey - 1
• Macro- environmental factors
• Demographic Environment – Size of population, age
distribution, literacy levels, religious composition,
composition of workforce, household patterns, regional
characteristics, population shifts.
• Socio-cultural, Environment – Culture-language-
education, traditions, beliefs, values, lifestyle, social
class,
• Economic Environment – General Economic conditions
and conditions for the targeted population segment,
purchasing power, consumer spending pattern, rate of
growth of economy and the growth of economy of
targeted sector, rate of inflation, interest rates, tax rates,
price of materials and energy, labour scene – cost, skill,
availability.
• Political Environment –Regulating legislation, stability of
the government, media, social and religious
organisations, pressure groups-lobbies,
Ulhas D Wadivkar 142
Scope of Survey - 2
• Natural Environment – ecology, climate, endowment of
natural resources, raw material, energy,
• Technology Environment – Technology options
available, their cost effectiveness, technology at
International level. Govt. approach in respect of
technology, technology selection.
• Legal- Business legislation – Corporate affairs,
Consumer protection, Employee protection, Corporate
protection, Regulation on products, controls on trade
practices, protecting national firms.
• Government Policies – Organisations have to
understand govt. policies while setting and operating
units, especially MNCs who operate in various countries.
For example, many MNCs prefer India over China due to
India’s legal environment.
Ulhas D Wadivkar 143
Environmental factors specific to the business
concerned -1
• The Market / Demand – Nature of Demand whether it
is seasonal, related to specific event, repetitive etc.,
Demand Potential, Current level of Demand, Changes
in demand, consumption pattern, buying habits,
invasion of substitute products,
• The Consumer - Consumer tastes and preferences
keep fluctuating and need to be monitored. A perpetual
analysis of customer analysis is required. Who is the
customer, what needs are served by product and what
needs are envisaged by customer is to be analysed.
Other factors are – Purchasing power, buying motive,
buying Habits, Attitudes, lifestyle, brand Awareness,
brand loyalty, nearest competitor, customer’s reaction
to upcoming new products.
Ulhas D Wadivkar 144
Environmental factors specific to the business
concerned -2
• The Industry & competition – Knowledge of Industry and
competition is a fundamental requirement in developing
strategy and industry analysis. The study of demand,
consumer, industry and competition is normally a on-
going activity.
• Government Policies – More important in regulated
economies but even in free economy, Govt. plays role as
large purchaser, offers subsidies, protect home
producers, ban fresh entry, ban products. Some time
Govt. itself is large supplier and regulates the market.
Govt. policies have a great effect on socio-economic
conditions.
• The Supplier related factors – Suppliers as a group have
their own bargaining power and can influence cost.
Scarcity of raw materials can affect output and
deliveries. Supplier becoming manufacturer is always a
threat. Monitoring supplier environment helps in making
aDdecision
Ulhas Wadivkar of integrating or outsourcing. 145
Porter’s Five Forces Model,
Source: Porter, Michael E, - Competitive Strategies -1985
Potential
Entrants
Threat of new
Entrants
Industry
Suppliers Competitors Buyers
Rivalry among
existing firms
Bargaining Power of Bargaining Power
Suppliers of Buyers
Threat of substitute
products or suppliers
Substitutes
Ulhas D Wadivkar 146
Forces Shaping Competition in an industry - 1
• According to Porter, a firm develops its business
strategies in order to obtain competitive advantage (i.e.,
increase profits) over its competitors. It does this by
responding to five primary forces:
1. Rivalry amongst existing firms and jockeying for
position - i.e. competition
2. Threat of new entrants
3. Bargaining power of buyers / customers
4. Threat form substitute products and
5. Bargaining power of suppliers
Ulhas D Wadivkar 147
Forces Shaping Competition in an industry - 2
• These five factors shape competition and determine
Attractiveness / Profitability in an industry.
• Sizing up competition within factory is not enough; all
forces shaping competition and survival of industry must
be sized up. We should know which of these forces are
strong and how they work in its industry, how will they
affect the firm in particular and how to adjust one’s
position to defend or overcome or take advantage of
these forces.
• The company positions itself so as to be least vulnerable
to competitive forces while exploiting its unique advantage
(say - cost leadership). A company can also achieve
competitive advantage by altering the competitive forces.
Ulhas D Wadivkar 148
Forces Shaping Competition in an industry - 3
• These five forces of competition influence the firm’s
strategy. The five competitive forces model provides a
solid base for developing business strategies that
generate strategic opportunities. In fact the strategy
should be formed in such a way to influence all these
forces in favour of the firm. Strategy should be formed to
build defence against these forces and finding a position
in industry where the influence of these forces is weakest.
• In his recent study, Porter (2001) reemphasized the
importance of analyzing the five competitive forces in
developing strategies for competitive advantage:
• Analyzing the forces illuminates an industry’s fundamental
attractiveness, exposes the underlying drivers of average
industry profitability, and provides insight into how
profitability
Ulhas D Wadivkar will evolve in the future. 149
Rivalry amongst existing firms and jockeying
for position - i.e. competition
1. Industry members undertake more aggressive and more
frequent actions to boost their market standing &
performance. This makes rivalry stronger.
2. Rivalry is stronger in slow growing markets.
3. More nos. of competitors and competitors who are equal
in size and capability makes rivalry stronger.
4. Rivalry increases as products of rival competitor
becomes more standardised giving good reliability.
5. Rivalry increases as it becomes less costly for buyers to
switch the brand.
6. Rivalry increases as competitors play a price war and
other competitive weapons to boost their market share.
7. Rivalry is strong when nos. of competitors are less than
five.
Ulhas D Wadivkar 150
8. Rivalry increases when strong companies outside
the industry acquire weak firm in the industry and
launch well-funded, aggressive moves to transform
the acquired company in to a major contender.
– Rivalry is weak in fast growing markets.
– Rivalry is weak when, there are so many rivals, that
impact of one’s action is thin on spread over span.
Typical weapons to combat rivalry are:
6. Lower Prices.
7. More or different features.
8. Better product performance with higher Quality.
9. Stronger Brand image & appeal.
10. Wider selection to customers to choose from
Models & styles.
11. Better & bigger dealer network.
12. Better Customer service capabilities.
Ulhas D Wadivkar 151
2. Threat of new entrants
Entry threats are stronger when:
• Candidates have resources that make them a formidable
contender.
• Entry barriers are low.
• Newcomers can expect good returns.
• Buyer demand is growing rapidly.
• Industry is unwilling / unable to stop new entrants.
(3)
Ulhas D Wadivkar 163
Synergy v/s Dysergy -1
• The whole is greater or lesser than sum of its parts.
• 1 + 1 could be 2 or 11 or 111.
• This effect is known as Synergy.
• In any organisation, Resources, Strengths, Weaknesses,
behaviours do not exist independently but they act
together. If these strengths, and resources and
behaviour in the Organisation are directed properly, then
a Synergistic Effect could be seen. The Organisation
should cultivate “Win-Win” and open communication with
philosophy of “Seek to understand first and then to be
understood”.
• In such an atmosphere, two or more strong points add
up to something more than its arithmetic sum. This is
Synergy. Similarly, two or more weaknesses acting in
tandem can damage more than its arithmetic sum. This
is Dysergy.
16
14
Business
Growth
12
rate %
10
CASH COWS DOGS
8
2 2
10 X 4X 0.1 X
Ulhas D Wadivkar 1.5 X 1X 0.5 X 172
Product Life Cycle
Circle denotes
Ulhas the size of Industry , while blue colour portion corresponds to Market182
D Wadivkar
Share.
General Electric’s Business Screen
• The vertical axis represents Industry Attractiveness. This
is weighted composite rating based on eight different
factors. These factors are:
2. Size of Market
10%
3. Rate of Growth of Sales & Cyclicality 10%
4. Industry Profit Margin.
40%
5. Competitive intensity including vulnerability to foreign
competition.
15%
6. Seasonality.
5%
7. Economics of Scale. 5%
8. Susceptibility to Technological obsolesce 5%
9. Entry conditions, Social, legal, environmental & human
impacts.
Ulhas10%
D Wadivkar 183
General Electric’s Business Screen
• The horizontal axis represents business strength
competitive position. This is a weighted composite rating
based on eight factors. These factors are:
2. Relative market Share.
3. Relative cost position.
4. Profit margins relative to competitors.
5. Ability to compete on Price & Quality.
6. Knowledge of Customer & Market.
7. Competitive Strengths & Weaknesses.
8. Technological Capability
9. Calibre of Management.
• The two composite values for ‘Industry Attractiveness’ and
‘Business Strength’ are plotted for each business in a
Company’s Portfolio. The pie charts denote the proportional
size of the industry – white colour & blue segment represent
company
Ulhas D Wadivkar share. 184
General Electric’s Business Screen
• The horizontal axis represents business strength competitive position.
This is a weighted composite rating based on seven factors. A typical
scoring of Company’s Competitive position
Factor Weightage Rating Score
(1 to 10)
Market Share and Capacity 20% 7 1.4
Gap
Performance
Achieved
Performance
Time -1 Time -2
(3)
Ulhas D Wadivkar 326
Issues in implementation:
• Project Implementation.
• Procedural Implementation.
• Resource Allocation.
• Structural Implementation.
• Behavioural Implementation.
Plans
Program
Projects
Budgets
Medium Short
Long Term
Term Term
(5-10 years)
(3 Yrs) (1 Year)
Ulhas D Wadivkar 332
Advantages of Annual Objectives:
Project Control
Objectives Measures
Strategic
budget
Minimising P
R
gaps O
P
Core Competencies, O
Executive Marketing & past S
Performance, A
Management Environment, culture L
S
Targets /
Operation Implementa
Operating tion
Budgets
Management
Ulhas D Wadivkar 339
Types of Strategic Budgets
Functional CEO
Head – A
Location /
Product /
Plant
Head – B
Location /
Product /
Plant
Head – C
Location /
Product /
Plant
Corporate
HQ
Individual-focussed
Ulhas D Wadivkar
specialised value chain team-focussed Job
351
Job Design Design
Organisational Systems
• Control Systems – The measurement and correction of
the performance of activities of all the people in
structure in order to make sure that enterprise
objectives and plan devised to achieve the same is
accomplished.
Establish
Standards
Determine Measure
corrective Performance
performance
Evaluate
Performance
against
Standards
Management
Development
• Leadership.
• Corporate Culture.
• Corporate Politics.
• Use of Power.
Operational
Operational
System
System
Objective
Structure
Operational
Policies and
plans
Ulhas D Wadivkar 366
Syllabus
11. Behavioural issues in implementation:
• Corporate culture –
• Mc Kinsey’s 7s Framework –
• Concepts of Learning Organization
(3)
Operation.
Symptoms of Mal-functioning for a CEO:
1. Are you attending too many meetings, and ones which are
discussing the wrong things?
2. Do subordinates consult you too often before taking action?
3. Do you learn about things only after they’ve already
happened?
4. Are your subordinates apparently trying to anticipate your
likes and dislikes - and forming ‘their’ opinions accordingly?
5. Are you unclear about where you stand with your boss or
bosses?
6. Are your incentives disproportionately dependent on the
share price?
7. Do you have few, if any, activities which are not connected to
the company?
All these personal behaviours are symptoms of a corporate
disease - and that illness is as common as the cold. The disease
is chronic mismanagement. All seven of the symptoms show
that you and others in the corporation are being hampered in
managing effectively by faults which manifests to failure or poor
Ulhas D Wadivkar 424
performance.
CEO Cult in Organisations
This happens due to a CEO Cult :The Cult holds these seven
Beliefs:
3. The CEO runs the company.
4. He or she does so, on the basis of order-and obey.
5. The CEO controls all events and is the source of all
important information.
6. His or her authority is enhanced by the exercise of
personality - even charisma.
7. The CEO has no trouble in turning the other directors into
acquiescent poodles.
8. CEOs place pleasing shareholders above all else, primarily
by boosting ‘shareholder value’ (i.e., the share price)
9. They are expected to deploy superhuman qualities in order
to live up to the previous six postulates.