CHAPTER 1
WHAT IS STRATEGY AND
WHY IS IT IMPORTANT?
1. Understand why every company needs a sound strategy to
compete successfully, manage the conduct of its business, and
strengthen its prospects for long-term success.
2. Develop an awareness of the four most dependable strategic
approaches for setting a company apart from rivals and
winning a sustainable competitive advantage.
3. Understand that a company’s strategy tends to evolve over
time because of changing circumstances and ongoing
management efforts to improve the company’s strategy.
4. Learn why it is important for a company to have a viable
business model that outlines the company’s customer value
proposition and its profit formula.
5. Learn the three tests of a winning strategy.
Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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WHAT DO WE MEAN BY STRATEGY ?
♦ What is our present situation?
●
Business environment and industry conditions
●
Firm’s financial and competitive capabilities
♦ Where do we want to go from here?
●
Creating a vision for the firm’s future direction
♦ How are we going to get there?
●
Crafting an action plan that will get us there
Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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WHAT IS STRATEGY ABOUT?
♦ Strategy is all about How:
●
How to outcompete rivals.
●
How to respond to economic and market
conditions and growth opportunities.
●
How to manage functional pieces of the
business.
●
How to improve the firm’s financial and
market performance.
Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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WHY DO STRATEGY ?
♦ A firm does strategy:
●
To improve its financial performance.
●
To strengthen its competitive position.
●
To gain a sustainable competitive.
advantage over its market rivals.
♦ A creative, distinctive strategy:
●
Can yield above-average profits.
●
Makes competition difficult for rivals.
Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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STRATEGY AND COMPETITORS
♦ Strategy is about competing differently
from rivals—
●
Doing what they don’t do or doing it better!
●
Doing what they can’t do!
●
Doing that which sets the firm apart and
attracts customers.
●
Doing what we should or should not do to
produce a competitive edge.
Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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1.1
Identifying a Company’s Strategy—What to Look For
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Key initiatives of the Plan-to-Win strategy:
• Improved restaurant operations
• Affordable pricing
• Wide menu variety and beverage choices
• Convenience and expansion of dining opportunities
• Ongoing restaurant reinvestment and international
expansion
Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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Follow-up
• Which of McDonald’s Plan-to-Win strategy
initiatives are associated with meeting
customer needs more effectively?
• Which initiatives are focused on more
efficiently delivering products and services?
• Which initiatives will likely result in the most
enduring competitive advantage?
• Which of the initiatives will competitors likely
attempt to overcome first?
Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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The Quest for Competitive Advantage
♦ Competitive Advantage
●
Meeting customer needs more effectively,
with products or services that customers
value more highly, or more efficiently, at
lower cost.
♦ Sustainable Competitive Advantage
●
Giving buyers lasting reasons to prefer a
firm’s products or services over those of its
competitors.
Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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STRATEGIC APPROACH CHOICES
Building Competitive Advantage
Low-cost
provider
Differentiation
on features
Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
Focus on
market niche
Best-cost
provider
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STRATEGIC APPROACHES
♦ Building a competitive advantage by:
1. Striving to become the industry’s low-cost
provider (efficiency).
2. Outcompeting rivals on differentiating
features (effectiveness).
3. Focusing on better serving a niche market’s
needs (efficiency and\or effectiveness).
4. Offering the lowest (best) prices for
differentiated goods (best-cost provider).
Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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Strategic Positioning
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Strategic Positioning
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GAINING SUSTAINABLE COMPETITIVE
ADVANTAGE
♦ How to create a sustainable competitive
advantage:
●
Develop valuable expertise and competitive
capabilities over the long-term that rivals
cannot readily copy, match or best.
●
Put the constant quest for sustainable
competitive advantage at center stage in
crafting your strategy.
Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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Competitive Advantage
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Competitive Advantage
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The Value Chain as a Framework for
Competitive Advantage
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Decomposed the value chain : Be
better than competitor
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Value Chain Analysis
 Value added  revenue – total cost = margin
 Value added process  add value through cooperation with
supplier, customer, and distributor
 Value chain system  The relationship between the value
chain activities of the organization and its suppliers,
distributors and consumers
 The value network
Channel
Value chain
Organization
Value Chain
Customer
Value chain
Downstream value
Upstream value
Supplier
Value chain
COMPETITIVE ADVANTAGE
Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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Value Chain
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Why a Firm’s Strategy Evolves over Time
♦ Managers modify strategy in response to:
●
●
●
●
●
●
Changing market conditions
Advancing technology
Fresh moves of competitors
Shifting buyer needs
Emerging market opportunities
New ideas for improving the strategy
Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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The Evolving Nature of a Firm’s Strategy
♦ Realized (current) strategy is a blend of:
●
Proactive (deliberate) strategy elements that
include both continued and new initiatives.
●
Reactive (emergent) strategy elements that
are required due to unanticipated competitive
developments and fresh market conditions.
Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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1.2
A Company’s Strategy Is a Blend of Proactive Initiatives
and Reactive Adjustments
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THE RELATIONSHIP BETWEEN A
FIRM’S STRATEGY AND ITS
BUSINESS MODEL
Realized
Strategy
$$$?
Business
Model
Competitive
Initiatives
Value
Proposition
Business
Approaches
Profit Formula
Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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A Company’s Business Model
♦ How the business will make money :
●
By providing customers with value.
 The firm’s customer value proposition
● By generating revenues sufficient to cover
costs and produce attractive profits.
 The firm’s profit formula
It takes a proven business model—one that
yields appealing profitability—to demonstrate
viability of a firm’s strategy.
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Business Model Elements
♦ The Customer Value Proposition
●
Satisfying buyer wants and needs at a price
customers will consider a good value.

The greater the value provided (V) and
the lower the price (P), the more
attractive the value proposition is to
customers.
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Business Model Elements (cont’d)
♦ The Profit Formula
●
Creating a cost structure that allows for
acceptable profits, given that pricing is
tied to the customer value proposition.
V—the value provided to customers
 P—the price charged to customers
 C—the firm’s costs
The lower the costs (C) for a given customer
value proposition (V–P), the greater the ability
of the business model to be a moneymaker.

●
Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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IS OUR STRATEGY A WINNER?
The Strategic
Fit Test
The Competitive
Advantage Test
Winning
Strategy
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The Performance
Test
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WHAT MAKES A STRATEGY
A WINNER?
♦ A winning strategy must pass three tests:
●
The Fit Test
 Does it exhibit dynamic fit with the external and
internal aspects of the firm’s overall situation?
● The Competitive Advantage Test
 Can it help the firm achieve a significant and
sustainable competitive advantage?
● The Performance Test
 Can it produce good performance as measured
by the firm’s profitability, financial and
competitive strengths, and market standing?
Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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WHY CRAFTING AND EXECUTING
STRATEGY ARE IMPORTANT TASKS
♦ Strategy provides:
●
A prescription for doing business.
● A road map to competitive advantage.
● A game plan for pleasing customers.
● A formula for attaining long-term standout
marketplace performance.
Good Strategy + Good Strategy Execution =
Good Management
Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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THINKING STRATEGICALLY
♦ Google’s web browser-based Chrome operating
system and its online applications suite are now
challenging Microsoft’s long-term dominance of
those marketplace sectors.
●
What should be Microsoft’s first response to this
competitive challenge?
●
How will Microsoft’s response to this competitor’s
actions affect its business model?
●
Which competitor’s strategy will likely be the eventual
winner in the marketplace?
Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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THE ROAD AHEAD
♦ Strategy is about asking the right questions:
●
What must managers do, and do well, to make a
firm a winner in the marketplace?
♦ Strategy requires getting the right answers:
●
Good strategic thinking and good management of
the strategy-making, strategy-executing process.
●
First-rate capabilities and skills in crafting and
executing strategy are essential to managing
successfully.
Welcome and best wishes for your success!
Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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