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Chapter1 WhatIsStrategyandWhyIsItImportant Screengraphicscreatedby JanaF Kuzmicki Ph D TroyUniversity Strategymeansmakingclear cutchoicesabouthowtocompete JackWelchFormerCEO GeneralElectric Withoutastrategytheorganizationislikeashipwithoutarudder JoelRossandMichaelKami ChapterLearningObjectives Understandtheroleofbusinessstrategiesinmovingacompanyintheintendeddirection growingitsbusiness andimprovingitsfinancialandmarketperformance Developanawarenessofthefourmostreliablestrategicapproachesforsettingacompanyapartfromrivalsandwinningasustainablecompetitiveadvantage Learnthatbusinessstrategiesevolveovertimebecauseofchangingcircumstancesandongoingmanagementeffortstoimprovethecompany sstrategy Understandwhyacompany sstrategymustunderpinnedbyabusinessmodelthatproducesrevenuessufficienttocovercostsandearnaprofit Gainawarenessofthethreeteststhatdistinguishawinningstrategyfromaso soorflawedstrategy Learnwhygoodstrategyandgoodstrategyexecutionarethemosttrustworthysignsofgoodmanagement ChapterRoadmap WhatDoWeMeanby Strategy StrategyandtheQuestforCompetitiveAdvantageIdentifyingaCompany sStrategyWhyaCompany sStrategyEvolvesOverTimeACompany sStrategyIsPartlyProactiveandPartlyReactiveStrategyandEthics PassingtheTestofMoralScrutinyTheRelationshipBetweenaCompany sStrategyandItsBusinessModelWhatMakesaStrategyaWinner WhyAreCraftingandExecutingStrategyImportant ThinkingStrategically TheThreeBigStrategicQuestions 1 What sthecompany spresentsituation 2 Wheredoesthecompanyneedtogofromhere Business es tobeinandmarketpositionstostakeoutBuyerneedsandgroupstoserveDirectiontohead3 Howshoulditgetthere Acompany sanswerto howwillwegetthere isitsstrategy WhatDoWeMeanBy Strategy ConsistsofcompetitivemovesandbusinessapproachesusedbymanagerstorunthecompanyManagement s actionplan to GrowthebusinessAttractandpleasecustomersCompetesuccessfullyConductoperationsAchievethetargetedlevelsoforganizationalperformance TheHowsThatDefineaFirm sStrategy HowtogrowthebusinessHowtopleasecustomersHowtooutcompeterivalsHowtomanageeachfunctionalpieceofthebusiness R D production marketing HR finance andsoon HowtorespondtochangingmarketconditionsHowtoachievetargetedlevelsofperformance Choosingthe Hows ofStrategy Strategicchoicesabout how arebasedonTrial and errororganizationallearningaboutwhathasworkedandwhathasnotworkedManagement sappetitefortakingrisksManagerialanalysisandstrategicthinkingabouthowbesttoproceed givenmarketconditionsandacompany scircumstancesInchoosingastrategy managementisineffectsaying Amongallthemanydifferentwaysofcompetingwecouldhavechosen wehavedecidedtoemploythiscombinationofcompetitiveandoperatingapproachestomovethecompanyintheintendeddirection strengthenitsmarketpositionandcompetitiveness andboostperformance KeyElementsofaSuccessfulStrategy DevelopingasuccessfulstrategyhingesonmakingcompetitivemovesaimedatAppealingtobuyersinwaystosetthecompanyapartfromrivalsandCarvingoutitsownmarketpositionInvolvesdevelopingadistinctive aha elementtoAttractcustomersandProduceacompetitiveedge Copyingcompetitivemovesofothersuccessfulcompaniesrarelyworks Starbucks Strategy TheKeyElements ExpandnumberofStarbucksstoresdomesticallybyblanketingmetropolitanareas thenaddingstoresonthecity sperimeterMakeStarbucksaglobalbrandbyopeningstoresinanincreasingnumberofforeignlocationsVieweachstoreasabillboardforthecompanyandasacontributortobuildingthecompany sbrandandimageBroadenin storeproductstoincludecoffee flavoredicecream teas freshpastries musicCDs andcoffeeaccessoriesFullyexploitthegrowingpoweroftheStarbucks nameandbrandimagewithout of storesalesDisplaycorporateresponsibilityandenvironmentalsustainabilityControlcostsofopeningnewstoresPromotecustomer friendlyserviceandenhancestoreambiencebymakingStarbucksagreatplacetowork ForDiscussion YourOpinion Fromyourperspectiveasaconsumer doesStarbucks strategy describedinIllustrationCapsule1 1 seemtobewell matchedtoindustryandcompetitiveconditions Doesthestrategyseemtobekeyedtoacostadvantage differentiatingfeatures servingtheuniqueneedsofaniche ordevelopingresourcestrengthsandcompetitivecapabilitiesrivalscan timitateortrump oramixtureofthese WhatisthereaboutStarbucks strategythatcanleadtosustainablecompetitiveadvantage StrategyandtheQuestforCompetitiveAdvantage TheheartandsoulofanystrategyareactionsacompanymakestoImproveitsfinancialperformance Strengthenitscompetitiveposition andGainacompetitiveadvantageoverrivalsAcreative distinctivestrategythatsetsacompanyapartfromrivalsandyieldsacompetitiveadvantageisacompany smostreliabletickettoaboveaverageprofitabilityOperatingwithacompetitiveadvantageismoreprofitablethanoperatingwithoutoneOperatingwithacompetitivedisadvantagenearlyalwaysresultsinbelow averageprofitability APowerfulStrategyLeadstoSustainableCompetitiveAdvantage AcompanyachievessustainablecompetitiveadvantagewhenAnattractivenumberofbuyerspreferitsproducts servicesoverthoseofrivalsandThebasisforthispreferenceisdurableItsnicewhenastrategyproducesAtemporarycompetitiveedgebutAsustainableedgeoverrivalsgreatlyenhancesacompany sprospectsforabove averageprofitability Whatseparatesapowerfulstrategyfromanordinarystrategyismanagement sabilitytoforgeaseriesofmoves bothinthemarketplaceandinternally thatproducessustainablecompetitiveadvantage StrategicApproachestoBuildingSustainableCompetitiveAdvantage Betheindustry slow costproviderAchieveacost basedcompetitiveadvantageIncorporatedifferentiatingfeaturesSuperiorproduct servicekeyedtohigherquality betterperformance widerselection value addedservices orsomeotherattributeFocusonanarrowmarketnicheWinacompetitiveedgebydoingabetterjobthanrivalsofservingtheneedsandpreferencesofbuyersinthenicheDevelopexpertiseandresourcestrengthsnoteasilyimitatedormatchedbyrivalsAchieveacapabilities basedcompetitiveadvantage CompetitiveAdvantageExamples Strivetobeindustry slow costproviderWal MartSouthwestAirlinesOutcompeterivalsonakeydifferentiatingfeatureJohnson Johnson ReliabilityinbabyproductsHarley Davidson King of the roadstylingRolex Top of the lineprestigeBMW EngineeringdesignandperformanceA Wideselectionandconvenience CompetitiveAdvantageExamples con t FocusonanarrowmarketnicheeBay OnlineauctionsBestBuy HomeelectronicsMcAfee VirusprotectionStarbucks PremiumcoffeesandcoffeedrinksTheWeatherChannel InfoabouttheweatherDevelopexpertise resourcestrengths andcapabilitiesnoteasilyimitatedbyrivalsWaltDisney ThemeparkmanagementandfamilyentertainmentDellComputer Build to ordermanufacturingcapabilitiesRitz Carlton Personalizedcustomerservice Figure1 1 IdentifyingaCompany sStrategy 1 18 TestYourKnowledge Acompany sstrategyanditsquestforcompetitiveadvantagearetightlyrelatedbecauseA acompany sstrategydetermineswhetheritwillhavelowerorhighercoststhanrivalsandthusbeatacompetitiveadvantageordisadvantage B competitiveadvantageisessentialtohavingaprofitablebusinessmodel C choosingacompetitiveadvantagetopursuealsohelpsacompanychoosewhichbusinessmodelismostappropriate D competitiveadvantageenablesacompanytoachieveitsstrategicobjectives E astrategythatleadstosustainablecompetitiveadvantageisacompany smostreliablemeansofachievingabove averageprofitabilityandfinancialperformance WhyDoStrategiesEvolve Acompany sstrategyisaworkinprogressChangesmaybenecessarytoreacttoFinancialcrisisFreshmovesofcompetitorsEvolvingcustomerpreferencesTechnologicalbreakthroughsEmergingmarketopportunitiesChangingpoliticaloreconomicclimateNewideastoimprovestrategy Figure1 2 ACompany sStrategyIsaBlendofProactiveInitiativesandReactiveAdjustments 1 21 LinkingStrategyWithEthics EthicalandmoralstandardsgobeyondProhibitionsoflawandlanguageof thoushaltnot toissuesofDutyand right vs wrong Ethicalandmoralstandardsaddress Whatistherightthingtodo TwocriteriaofanethicalstrategyDoesnotentailactionsandbehaviorsthatcrossthelinefrom shoulddo to shouldnotdo becausesuchactionsareunsavory shady unconscionable injurioustoothers orharmfultotheenvironment Allowsmanagementtofulfillitsethicaldutiestoallstakeholders AFirm sEthicalResponsibilitiestoItsStakeholders Owners shareholders Rightfullyexpectsomeformofreturnontheirinvestment Employees Rightfullyexpecttobetreatedwithdignityandrespectfordevotingtheirenergiestotheenterprise Customers Rightfullyexpectasellertoprovidethemwithareliable safeproductorservice Suppliers Rightfullyexpecttohaveanequitablerelationshipwithfirmstheysupplyandbetreatedfairly Community Rightfullyexpectbusinessestobegoodcitizensintheircommunity 1 23 RoleofSeniorExecutives LinkingStrategywithEthics ForbidpursuitofethicallyquestionablebusinessopportunitiesInsistallaspectsofcompanystrategyreflecthighethicalstandardsMakeitclearthatallemployeesareexpectedtoactwithintegrityInstallorganizationalchecksandbalancestoMonitorbehaviorEnforceethicalcodesofconductProvideguidancetoemployeesingrayareasDisplaygenuinecommitmenttoconductbusinessactivitiesethically TestYourKnowledge Acompany sstrategycanbeconsidered ethical A ifallofitsdifferentactionsandelementsarelegalandincompliancewithgovernmentalrulesandregulations B solongasitsactionsandbehaviorscanpassthetestof moralscrutiny andareaboveboardinthesenseofnotbeingshadyorunconscionable injurioustoothers orunnecessarilyharmfultotheenvironment C onlyifallelementsofthestrategyareinaccordwithwhatisgenerallyconsideredasbeingintheoverallbestinterestsofsocietyatlarge D solongasreligiousauthoritiesandnotedethicsexpertsfindnothing wrong inthecompany sactions E ifitisincompliancewiththecompany scodeofethicsandhasbeenapprovedbythecompany schiefethicsofficer WhatIsaBusinessModel Abusinessmodeladdresses Howdowemakemoneyinthisbusiness Isthecompany sstrategycapableofdeliveringgoodbottom lineresults Dotherevenue cost profiteconomicsofthestrategymakegoodbusinesssense LookatrevenuestreamsthestrategyisexpectedtoproduceLookatassociatedcoststructureandpotentialprofitmarginsDoresultingearningsstreamsandROIindicatethestrategyhasgoodpotentialtodeliveracceptableprofitability RelationshipBetweenStrategyandBusinessModel Strategy Dealswithacompany scompetitiveinitiativesandbusinessapproaches BusinessModel Concernswhetherrevenuesandcostsflowingfromthestrategydemonstrateabusinesscanbeprofitableandviable 1 27 Microsoft sBusinessModel 1 28 RedHat sBusinessModel 1 29 TestYourKnowledge Thenitty grittyissuesurroundingacompany sbusinessmodeliswhetherA thestrategyiscapableofproducingsustainablecompetitiveadvantage B itmatchesthecompany sexternalandinternalsituation C thechosenstrategymakesgoodbusinesssensefromamoney makingperspective D thecompany sstrategyandstrategicmovesaremostlyproactive E thecompany sstrategystandsareallygoodchanceofhittingahome runinthemarketplace ForDiscussion YourOpinion Whohasthebestbusinessmodel MicrosoftorRedHat TestsofaWinningStrategy GOODNESSOFFITTESTHowwelldoesthestrategyfitthecompany sexternalandinternalsituation COMPETI