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Strategic Management and the Organization
Chapter 8
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Organizational Strategy
Like in military applications, strategy is about knowing yourself, knowing your opponent, and making better use of your knowledge than your opponent does
Strategy is the guiding force that gives direction to the value creation activities of the entire organization
Strategy in practice is strategic management…
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Strategic Management
Process by which the organization becomes aware of the threats and opportunities inherent in the external environment as well as its own internal strengths and weaknesses and uses this knowledge to guide decision making
Key tool is SWOT analysis Strategy is about the focused pursuit of
thoughtfully established goals
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Purposes of Organizational Goals
Provide employees with direction and motivation (recall goal-setting theory)
Provide a guide for managerial and employee decision making
Establish performance criteria Provide legitimacy to external stakeholders by
showing the organization has a game plan Integrate all employees by giving them
common objectives.
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The Strategy Process
Determining the Mission Determining Operative Goals Identifying a Strategy to meet those goals
– Competitive advantage through core competencies
Define tactics to carry out the strategy
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Levels of Strategy (1)
Corporate (organizational) level (what business are we in?)– Growth
Vertical integration of supply chainRelated diversificationUnrelated diversification
– Resource control (e.g. strategic alliances)– Stability (holding market share)– Retrenchment (divestiture)
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Levels of Strategy (2)
Business level (how do we compete through strategic business units)– Low-cost– Differentiation– Focus (focused-low cost, focused differentiation)
Functional level (how do the organization’s units support business-level strategy?)– Each function (manufacturing, R&D, Sales, etc. need
to find and exploit their competencies in order to contribute to unique organizational competencies
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Strategic Analysis (SWOT)
At all levels (corporate, business, functional, global) strategies are devised by looking at the internal, external and global environments and seeking sources of competitive advantages
Internal analysis – Strengths and Weaknesses (i.e. competencies)
External analyses – Opportunities and Threats (i.e. competitive forces)
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Key Ideas – Strategy Setting
Core Competencies – unique skills and abilities within an organization that are translated into value creation
Competitive Advantage - The ability of an organization to transform its core competencies into sustainable advantage over competitors that is not easily replicated
Competitive Forces – the external environmental forces that directly affect the organization’s competitive position in its industry
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Competitive Forces (Porter)
1. Threat of entry by new competitors
2. Threat of substitute goods/services
3. Bargaining power of buyers
4. Bargaining power of suppliers
5. Rivalry amongst existing competitors
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Sources of Competitive Advantage
Product and Process Technologies Protected and regulated markets Access to financial resources Economies of scale Management of people
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Matching Strategy & Structure
Structure must match the corporate and business level strategy
Considerations:– Size of the organization– Degree of centralization– Degree of standardization– Amount of integration
Overall, mechanistic vs. organic
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Corporate-Level Strategy and Structure
Growth – larger organizations, particularly those that are diversified, need a divisional structure to handle diversification– Related diversification – incorporation into product
division structure– Unrelated diversification – conglomerate m-form
Stability and Retrenchment – means reducing the complexity of structure, possibly network structure)
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Business-Level Strategy and Structure
Low cost strategy –mechanistic structure (centralized, low differentiation, high standardization, low integration, simple structure like functional)
Differentiation Strategy – organic structure (decentralized, high differentiation, high integration, complex structure like divisional or matrix)
Focus strategy – stay as small as the market – simple, lean structure
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The International Environment
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Opportunities Expansion into new markets
(commercial and consumer) Increase sales and production =
economies of scale/scope Access to many suppliers Access to new resources and
competencies Production in lowest cost regions New competencies can be
attained from foreign ‘best practices’
Threats Increased competition in the
domestic market from low-cost foreign competitors
Increased competition in foreign markets from third-country firms
Increased volatility of markets due to global interconnectedness of markets
International Environment: Opportunities and Threats
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Environmental Elements
InternalEnviron-
ment
Task Environment
General Environment
Technology
Socio-cultural
International
Economic
Legal/Political
Customers
Supply Chain
CompetitionLabourMarket
Financial
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Global monitoring –need a structure that enables collection and sharing of information about important international events
Flexibility and Adaptability – Structure must be flexible enough to adapt quickly to changes in different areas
Efficiency – need to cut costs and eliminate redundancies to remain competitive internationally
Integration of Information – flow of information vertically and horizontally must be managed effectively to deal with time and space issues
Demands on Org. Structure
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Entering Foreign Markets
Most companies start out domestic and expand globally gradually in stages.
Typically, a company, once it becomes aware of foreign opportunities, enters foreign markets first through export
The most likely structure for exporting domestic companies is a divisional structure with an international division.
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International Division Structure
CEO
Line 1 Line 2 Line 3 Interntn’l
Europe
USA
Asia
Staff
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Global Strategic Alliances
Orgs. Can enter foreign markets without building foreign facilities through strategic alliances:
Long-term contracts with foreign producers– Includes franchising and licensing
Network Structure – contract out non-core functions to foreign firms (e.g. Nike)
Joint Ventures – work with an established organization to exploit both organizations’ core competencies
Minority Ownership – can be used to gain leverage and learn from foreign organizations
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Global Expansion
The goal of global expansion is to transfer the org.’s core competencies into new markets in order to create competitive advantages abroad
The challenge of global expansion is to find the most effective means of linking resources and information from all global facilities in order to create greater value for the org.
Global organizations must also secure resources in each area in which they operate
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Competing Demands in Global Expansion
Firms expanding globally must balance two competing demands:– The need to be responsive to local markets,
customizing to meet the needs of consumers in order to be effective at marketing its goods/services
– The need to integrate operations and strategy as much as possible worldwide in order to reduce costs through economies of scale and scope
Both integration and customization increase bureaucratic costs
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International Strategy
Product Standardization
Global Integration
Multi-Domestic Strategy
(Magazine)
Transnational Strategy
(Electronics)
International Strategy (Coke)
Global Strategy
(Nike Shoes)
low
low
high
high
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Global Expansion 1 - Multidomestic Strategy
Products/services are highly customized to meet the needs of the specific market
Foreign operations are only loosely integrated with other foreign operations and domestic HQ
Involves the establishment of autonomous foreign divisions that operate like mini organizations in foreign markets
Foreign divisions secure their own suppliers and distributors in the foreign market
Allows ‘country-by-country’ expansion Global Geographic structure is likely
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Global Geographic Division Structure
CEO
Pacific Europe S. America USA HQ
Project Coordination
Long-Term Planning
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Global Expansion 2 - International Strategy
Goal is minimal customization of products or services while retaining high integration (one product for the world)
Core functions of R&D, Marketing and Product Design are centrally located at HQ for the entire organization
Production facilities worldwide operate very similarly, with minor adaptations to local needs
Allows transfer of core competencies Global Product Structure
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Global Product Structure
Acctg. M ktg. M fg.
G lobal OperationsProduct Line 1
Acctg. M ktg. M fg.
G lobal OperationsProduct Line 2
CEO
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Global Product Structure (International Strategy)
R&D Mktg
.Mfg
.
Global Operations
Product Line 1
Global Operations
Product Line 2
Corporate HQ
R&D Mktg
.Mfg
.Mexico
US
UK
France
US
UK
Local Market
Local Market
Local Market
Local Market
Local Market
Local Market
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Global Expansion 3 – Global Strategy
Goal is total product standardization and global integration
For products that can be mass produced for the entire global market in a central facility
Core functions located in HQ like with International Strategy
Production is located wherever in the world the lowest cost can be achieved, product is then exported
Global Product Structure, with production located in various global regions
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R&D Mktg
.Mfg
.
Global Operations
Product Line 1
Global Operations
Product Line 2
Corporate HQ
R&D Mktg
.Mfg
.
Global Product Structure - (Global Strategy)
US UK Mex US UK Mex
Product MarketsDomestic and Foreign
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Global Expansion 4 – Transnational Strategy
Goal is complete customization of product and complete integration of value-creation activities
Operations are located in most markets where the company sells
Local org. units coordinate the customization of products, network with other global org. units
Various operations use their core competencies to add value in the best way possible
Fluid interconnections between global org. units to remain adaptive
Each centre can develop its core competencies to benefit the entire org.
Global Matrix or Transnational Structure
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Global Matrix Structure
USA UK Mexico Congo
Hemorrhoid Cream
Jock Itch Powder
Acne Cream
Wart Remover
Globally Located Org. Units
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Global Expansion – Concluding Thoughts
Global expansion is not “all or nothing” – it occurs in phases
The level of complexity of a global organization grows exponentially
Structure must match the strategy Culture is as important, if not more important
than structure in a global organization Flexibility and adaptability are essential.
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Team Discussion
Read the case ABB’s Matrix Structure on pp.262 – 264
Answer the following questions (NOT THE ONES IN THE TEXT)
1. What potential advantages does the Global Matrix structure provide for a company like ABB?
2. What problems are likely to emerge with such a structure
YOU HAVE 20 MINUTES!