Professional Documents
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Contents
1. Introduction 2. Check against critical criteria 3. Assess the level of strategic fit 3.1. Boston Consulting Group matrix 3.2. GE Business Screen 3.3. Product / Market Evolution matrix 3.4. TOWS analysis 3.5 Puttick's Grid 4. Making the choice 5. Conclusion 6. References Revised by Tim Perry
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STRATEGIC CHOICE
1. Introduction
Having generated several alternative strategies these must now be evaluated against the company's mission statement and objectives and the most appropriate strategy chosen. Again there are a large number of tools available and only 3 of the common approaches are shown. Luffman et al (1990 p 123) proposed a model to help do this and shown below is a modified version of this model. There are four main stages ; check against critical criteria, assess the level of strategic fit, consider timing and likely reaction of others and decide. Considering each of these.
Risk
Critical Criteria
Strategic Fit Business strengths & comparative advantage Industry Attractiveness Timing Choice Decide and activate strategic choice Analysis of competitive & other reactions
Strategic Choice
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scarce a company with a policy of no redundancies may have to consider backward or forward integration to ensure all employees are fully utilised. Hence a policy of no redundancies limits the range of acceptable strategies. Ethos and culture - these are 'soft' aspects of a company and yet can have a huge impact on the ability of an organisation to implement change. For example before apartheid ended many companies would not consider doing business with South Africa. Many older organisations with a very strong culture can find it very difficult to adapt to change. IBM may be an example of this and in the UK the Government is attempting to improve the management of the National Health Service which is seen as very bureaucratic. A strategy which requires fast, rapid responses may simply not be possible. Large companies often set up new divisions to try to overcome these problems. Internal and external analysis - having carried out all this analysis it is vital to check that the alternatives proposed actually make use of strengths, exploit opportunities, overcome threats and improve weaknesses. The Tesco strategy mentioned earlier of repackaging own brand goods to give a low cost product range is clearly a response to the threat from new competitors. Risk - this element has not been mentioned yet but is of vital importance. There are two aspects to consider ; the company's attitude to risk and the actual level of risk associated with the strategy. All individuals have different approaches to risk. For example a low risk taker would put their money in a bank whilst a high risk taker might gamble their money on a horse race. Different companies will have different attitudes to risk. Considering the strategies themselves ; all strategies are based on unknown and uncertain information. For example sales forecasts for new products are very difficult to produce. The level of risk associated with a particular strategy must be assessed and checked to see if this is acceptable to the company. In a large company a number of different strategies may be selected because they have a range of different risks associated with them ; both high and low. Having checked each alternative strategy against the key criteria there may still be a range of viable alternatives to chose from and hence further analysis is required.
Strategic Choice
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assist in strategy development; and finally the Puttick Grid relates the levels of market uncertainty to levels of product complexity.
STAR
QUESTION MARK
CASH COW
DOG
Based on these 4 groups of product/business category the following general characteristics apply. The impact on cash flow now becomes apparent with a cash flow crisis likely if the company has too many question marks and stars. Business Category STARS CASH COWS QUESTION MARKS DOGS Market Share Thrust Hold/Increase Hold/Increase Increase Harvest/Divest Business Profitability High High None or -ve Low or -ve Investment Required High Low Very High Disinvest Net Cash Flow
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A company would plot the position of its existing products or businesses on the chart together with the position of any proposed strategies to identify if there is a balance ; ideally between question marks, stars and cash cows. A further sophistication of this technique is to plot the relative market sizes and shares of the different products/businesses as shown below and is taken from Hedley (1977 p 12). In the example the business growth rate is given as a percentage and the company's relative competitive position is determined by comparing the size of its market share to that of the market leader. Note - the scale for relative competitive position is not linear.
However, this model has been criticised for being too simple and the following assumptions have been made. If these assumptions are not true then the use of this tool may be misleading. The market can be defined in terms of size and relative competitive strength A higher market share means greater profits There are no barriers to entry or exit exist The stage of maturity, with respect to the life cycle, can be defined The market is still growing
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Dimensions of industry attractiveness Industry and market analysis was discussed in the external analysis section from this analysis key features of industry attractiveness can be identified. The firm needs to consider both the current situation and to forecast what is likely to happen in the future. The 11 key features to be assessed are :-
Factor
1. Growth potential 2. Market diversity 3. Profitability 4. Vulnerability 5. Concentration 6. Product sales 7. Specialisation 8. Brand identification 9. Distribution 10. Price policy 11. Cost position 12. Service 13. Technology 14. Integration 15. Ease of entry & exit
Force
Increasing or decreasing size Number of markets served Increasing, steady, decreasing Competitors, recession Number of dominant players Cyclic, continuous Focus, differentiation, uniqueness Ease of switching, substitution etc. Channels, support required Learning effect, elasticity, ind. Norms Competitive, high/low cost Timing, reliability, guarrantees Leadership, uniqueness Vertical, horizontal, ease of control Barriers
Having assessed these features each individual business must be ranked with respect to overall industry attractiveness on a scale of high, medium and low. This process can be done qualitatively or quantitatively. Features could be given weights and then individual businesses/products awarded scores. The aim being to derive an overall total score for each business to enable them to be ranked in a more systematic and scientific manner. Dimensions of business strength To identify business strength the firm needs to review its strengths and weaknesses as described in section 6. Key areas to review include :Management Finance Marketing People and organisation Production Research and development Each business or product must be ranked with respect to overall business strength on a scale of high, medium and low in the same manner as ranking the level of industry attractiveness.
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Average evaluate potential for leadership via segmentation identify weaknesses build strengths
identify growth
identify growth
segments
invest strongly maintain position
segments
specialise invest selectively prune lines minimise investment position to divest
elsewhere maintain overall position seek cash flow invest at maintenance levels
trust
leadership's statesmanship sic on competitors cash generators time exit and divest
Using the GE Business Screen Each individual business or product can then be positioned on the matrix shown above. In each box are suggestions as to the possible actions which can be taken. Companies can be successful in any box on the matrix provided the right actions are taken but is naturally desirable to be nearer the top left with a strong competitive position and in an attractive market.
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Decline
Figure 5
With all 3 matrices described the products or markets can be plotted just as names. However the matrix can be used to show one of two extra details: The relative contribution of each product/market where contribution can be defined as sales or profits. By plotting different size circles to represent the size of contribution vulnerability to individual products or markets can be shown. The total market size and the current market share for the business. This can be shown by plotting circles to represent the total market size for each individual product or market and then shading a portion to represent the percentage market share currently captured by the company. This shows relative importance and competitiveness.
Strategic Choice
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STRENGTHS - S 1. 2. 3. List Strengths 4. etc. SO STRATEGIES Maxi-Maxi Use strengths to take advantage of opportunities ST STRATEGIES Maxi-Mini Use strengths to avoid threats
Figure 6 - TOWS matrix
WEAKNESSES - W 1. 2. 3. List Weaknesses 4. etc. WO STRATEGIES Mini-Maxi Overcome weaknesses by taking advantage of opportunities WT STRATEGIES Mini-Mini Minimise weaknesses and avoid threats
This helps the company assess if all the important elements identified by SWOT are being tackled by the strategy or strategies proposed and helps to evaluate the likely success of different strategies. The strategies which appear most attractive and offer the highest chance of success are obviously the SO (Strength/Opportunity) strategies which take advantage of external opportunity whilst exploiting an internal strength. A current example is the opportunity presented by the UK recession for low cost producers to increase their market share and this opportunity has been seized by supermarket chains like Aldi who have built up internal expertise in this area in Germany. The choice between taking a ST (Strength/Threat) strategy or a WO (Weakness/Opportunity) strategy may depend on an assessment of how aggressive the company is towards the marketplace in comparison to the organisation's ability to make internal change. In practice when using the TOWS matrix it is common to find that a strategy will not fit cleanly into one of the four central boxes; for example because it exploits both strengths and weaknesses. In this case it may be sensible to combine the 4 individual boxes. However, the TOWS matrix is still an extremely useful presentation aid to link individual strategic alternatives to strengths, weaknesses, opportunities and threats.
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Aerospace Major Capital Projects Major Computer Systems HIGH PRODUCT COMPLEXITY LOW UNCERTAINTY
Fashion Packaging
The characteristics and behaviours of the businesses in these four groups are very different. Some of these are shown in the chart below. These are not all, and it is essential that during The lecture you note down further characteristics on such as finance and logistics control in the space provided. This grid of business behaviours or process types can be used to characterise any business. Even though a business does not manufacture a commodity product, it may have many or all of the behaviours and values of a "commodity" business e.g. frugality, control, sweating the physical assets, conformity etc. Regardless of its actual product, the action it must take are those of any other "commodity" company. In this grouping are those companies most at risk from low wage, low energy economies. There is a saying "if you are successfully competing against a third world company then you are one". There are many ways to avoid the pernicious decline into the commodity situation. All of these are effected by hard work and careful and deliberate thinking.
Strategic Choice PRODUCT COMPLEXITY High M A R K E T 1. Fitness for purpose 2. Service 3. Price 1. Fashionability 2. Availability 3. Price High
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Low
Fashion / Jobbing
Knowledge acquisition & product creation Knowledge acquisition & product creation Product Design & Development IT Market vision & time to market Entrepreneurship
U N C E R T A N T Y Low
Innovation
Consumer Durables
Commodities
1. Fitness for purpose 2. Service 3. Price Knowledge acquisition & product supply (flexibility) Time to market & flexible manufacture Discipline
1. Price 2. Service 3. Fitness for purpose Knowledge acquisition & product supply (cost) Manufacturing productivity & logistics Frugality
There is a natural progression over time. All products move towards "commodities" as their other differentiation factors are eroded by competition. There is therefore a general move of all commodity businesses to countries with low energy costs and cheap labour. Even products which were high tech. And differentiated a few years ago, are now commodities. Mobile phones for example were high profit margin and made in Japan or the USA. As they became commodities the manufacture moved to Malaysia, Indonesia, etc. and now to China. In order to get out of the commodities trap, Nokia have turned the phone into a fashion item by having multiple covers with fashion colours. Consider the industries below:
Strategic Choice
PRODUCT COMPLEXITY High M A R K E T U N C E R T A I N T Y High Low
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Watches
Light bulbs
Sneakerisation
Plimsolls
The movement of the commodity plimsoll sports shoe to a fashion trainer is well known, as is its fall back to commodity status. This process is known in the USA as "sneakerisation" of a product. There are many examples of these repositionings of products and companies
5. Conclusion
The area of business strategy is a relatively new academic field. This results in many different viewpoints as to what the subject is about and what the best tools and techniques are to use. As a subject it is very prone to fashions and trends and is continually being updated. We will finish with a look at some of the recent trends which include : The popularity of Michael Porter's work and concentration on the customer and competition. A move away from planning to implementation with a concentration on the people and structure in organisations. (The latest trend being Business Process Reengineering).
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Rejection of the large diversified corporation with many unrelated businesses to concentration on core skills and competencies. (It is better to do a few things well rather than a lot of things badly.) Recognition that successful strategy requires more than just an understanding of how to use the tools and techniques.
Strategy as an academic discipline can only rely on examining successful companies and attempting to identify the reasons for their success. This is in effect a form of 'benchmarking' the past and can provide some useful lessons for companies. However, we always need to remember that the most successful companies and entrepreneurs are those that spot a gap in the market or a new trend before the competition. Innovation, originality and luck can all make a contribution to a company's success and these elements can not be taught.
6. References
Hedley B. (1977) "Strategy and the Business Portfolio" Long Range Planning, February 1977, p 2. Hofer C. W. and Schendel D. (1978) Strategy Formulation: Analytical Concepts, West. Luffman G., Sanderson S., Lea E. and Kenny B. (1990) "Business Policy - An Analytical Introduction" Basil Blackwell Publications, Oxford and Cambridge MA .Alexander David - Positioning the Business
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