文本课件文稿strategic options direction and method

1、ACFI3213 Week 15 LectureDarren SparkesStrategic Options 2-Direction and Method of growthJohnson, Whittington, Scholes, Angwin and Regner (2014) Exploring Strategy, tenth edition, pp224-238 and pp329-361Gap analysisObjectivee.g. ROITimeCurrent operationsFuture plansTargetGAPPosition AuditMission & Ob

2、jectivesEnvironmental AnalysisCorporate AppraisalStrategic Option GenerationStrategy Evaluation & ChoiceStrategy Implemen -tationReview & ControlThe Rational Planning ModelLearning esGenerate, and evaluate, strategic options for an organisationStrategySource of Advantage Resource Based Theory, Porte

3、rs Generic Strategies, Bowmans ClockDirection of Growth Ansoffs MatrixMethods Acquisition, Strategic Alliance, OrganicStrategyDirection of Growth Ansoffs MatrixLevels of StrategyCorporate StrategyBusiness StrategyFunctional or Operational StrategySBUSBUSBUSBUITMarketingHRFinanceOperationsCompetitive

4、 AdvantageDirection of GrowthMarketPenetrationProductDevelopmentMarketDevelopmentDiversificationNewExistingExistingNewMarketProductAnsoffs MatrixRelatedUnrelatedPENMEN(Adapted from: Johnson, Whittington and Scholes 2011)Forward Integration“Downstream”Backward Integration“Upstream”Related Diversifica

5、tion - Vertical IntegrationCustomerSupplierRelated Diversification - Horizontal IntegrationConglomerateUnrelated Diversification - ConglomerateGap analysis Closing the gapObjectivee.g. ROITimeFuture plansTargetMarket PenetrationNew products OR new marketsDiversificationMarketPenetrationProductDevelo

6、pmentMarketDevelopmentDiversificationNewExistingExistingNewMarketProductAnsoffs Matrix Risk ProfileRelatedUnrelatedPENMENIncreasedRisk(Adapted from: Johnson, Whittington and Scholes 2011)NewExistingExistingNewMarketProductHow can each of Ansoffs strategic directions be achieved?PENMENMarket Penetrat

7、ionProduct DevelopmentMarket DevelopmentDiversification Marketing Small product changes Strategic Alliance Acquire competitor Research & development Buy in Strategic Alliance Acquisition Export Foreign Direct Investment Strategic Alliance Acquisition Unique resources Core competencies Strategic Alli

8、ance Acquisition(Adapted from: Johnson, Whittington and Scholes 2011)StrategySource of Advantage Resource Based Theory, Porters Generic Strategies, Bowmans ClockDirection of Growth Ansoffs MatrixMethods Acquisition, Strategic Alliance, OrganicStrategyMethods Acquisition, Strategic Alliance, OrganicA

9、cquisition & MergerAcquisition .one firm taking over the ownership (equity) of another, hence the alternative term takeover.Merger .the combination of two previously separate organisations, typically as more or less equal partners.Strategic Alliances.where two or more organisations share resources a

10、nd activities to pursue a strategy.Equity alliances Joint ventures, Consortium alliancesNon-equity alliances Franchising, Licensing, Strategic allianceOrganic.strategy is pursued by building on and developing an organisations own capabilities. Use own resources and competences(Source: Johnson, Whitt

11、ington and Scholes 2011)Acquisition & MergerAcquisition .one firm taking over the ownership (equity) of another, hence the alternative term takeover.Merger .the combination of two previously separate organisations, typically as more or less equal partners.Strategic Alliances.where two or more organi

12、sations share resources and activities to pursue a strategy.Equity alliances Joint ventures, Consortium alliancesNon-equity alliances Franchising, Licensing, Strategic allianceOrganic.strategy is pursued by building on and developing an organisations own capabilities. Use own resources and competenc

13、es(Source: Johnson, Whittington and Scholes 2011)DIYBUYALLYBuy, Ally or DIY?Buy (Acquisition)Ally (Alliance)DIY (Organic)Speed of growthCostCongruenceResources and Competences(Adapted from: Johnson, Whittington and Scholes 2011)Buy, Ally or DIY?Buy (Acquisition)Ally (Alliance)DIY (Organic)Speed of g

14、rowthFastFastSlowCostCongruenceResources and Competences(Adapted from: Johnson, Whittington and Scholes 2011)Buy, Ally or DIY?Buy (Acquisition)Ally (Alliance)DIY (Organic)Speed of growthFastFastSlowCostPay for Goodwill but failures potentiallysaleableShare the capital input, share profits and losses

15、Can stage investment, pay only market value and retain profitsCongruenceResources and Competences(Adapted from: Johnson, Whittington and Scholes 2011)Buy, Ally or DIY?Buy (Acquisition)Ally (Alliance)DIY (Organic)Speed of growthFastFastSlowCostPay for Goodwill but failures potentiallysaleableShare th

16、e capital input, share profits and lossesCan stage investment, pay only market value and retain profitsCongruenceProblems with conflicting cultures and work processesProblems with conflicting cultures and work processesConsistent culture and processesResources and Competences(Adapted from: Johnson,

17、Whittington and Scholes 2011)Buy, Ally or DIY?Buy (Acquisition)Ally (Alliance)DIY (Organic)Speed of growthFastFastSlowCostPay for Goodwill but failures potentiallysaleableShare the capital input, share profits and lossesCan stage investment, pay only market value and retain profitsCongruenceProblems

18、 with conflicting cultures and work processesProblems with conflicting cultures and work processesConsistent culture and processesResources and CompetencesGain R&Cs of new subsidiaryGain R&Cs of new partnerMay have to acquire/develop new R&Cs(Adapted from: Johnson, Whittington and Scholes 2011)Strat

19、egySource of Advantage Resource Based Theory, Porters Generic Strategies, Bowmans ClockDirection of Growth Ansoffs MatrixMethods Acquisition, Strategic Alliance, OrganicLecture Week 16Your lecture in week 16 will be given by a guest speaker, Mr Paul Galvin.Paul is the UK Finance Director of a multi-billion pound company.The lecture will give you an insight into high level management information and will tie into your studies so far on the module.Paul