1.Identify strategic goals
A firm’s strategic goals drive business strategy and address the
key success factors of the industry. Strategic goals often include the vision or mission statement for the business. They should also set the direction and standard for financial and market results against which actual performance can be measured. The two most common strategic goals are:
Competitive and market goals that define market share or market growth
and penetration for the firm’s products or services.
Financial performance in terms of key ratios. (Compare to competitors)
2.Define business strategy
The definition of business strategy includes six areas of
analysis. The product market focus is the first step. The underlying capabilities in implementing a product market strategy includes the technologies, processes and market access that a firm has. These
address the business and its key success factors. Business strategy includes customer targeting, product lines and positions, technical capabilities, strategic processes, and market access.
Describe the customer targeting strategy and its requirements. Without targeting a specific customer segment, it is impossible to develop effective products or services that meet specific customer needs and requirements. Each segment, by definition, has a different set of requirements. While
differences may be minor at time, they affect the decision of the customer to
purchase the product or service.
Describe the product line and product positioning strategies for the market segment. The business unit must decide what it will offer and how those offerings will be positioned within the competitive environment. A firm can have one product or a product line that covers a range of prices with a variety of features. The price quality performance position is a relative
determination compared with competitors’ prices, quality levels and features when comparing your products with alternative products in the marketplace.
Identify the technologies required to implement the product market strategy. Technologies provide
the basic capabilities needed to develop products or services, as well as the associated processes used in developing or delivering them to the marketplace. Technology determines the range of products and speed with which they can be developed and delivered to the marketplace.
Identify the strategic process(es) required to implement the product
market strategy. The core capabilities of a firm are embedded
in the business processes and functions. Strategic processes can
either improve the product or marketing capabilities of a firm. These processes and functions are the basis of a firm’s competitive strengths and weaknesses, and make up the core
competencies of the firm. These skills and capabilities are described in section C below.
Identify the market access strategy. The final element of strategy requires that a firm have access to its market or customers. Today, the Internet is considered the new channel for accessing markets. In the 1960s, 1800 numbers were the new method of access. At the same time,
discount superstores grew their market share in retail walk in sales markets.
3.Identify internal capabilities and skills
The ability of a firm to implement its strategy is dependent upon both the functions and business processes that support its strategy.
Depending on the nature of the organization, its functions and business process capabilities and skills are
central to strategy implementation. These capabilities can be classified into product or service creation functions and processes, and product or service delivery and satisfaction functions and processes.
Product related functions and processes are dependent upon a firm’s R&D and manufacturing/purchasing capabilities.
The R&D function generates proprietary technologies that can be applied to the development and production of new products. In the electronics industry, access to basic components, like hard
disk drives and floppy disk drives and high precision production equipment are fundamental to making smaller, lighter, higher quality products. Each generation of smaller products, like palm
recorders stimulate market growth for the company that is first to the market. Each generation of smaller products also reduce packaging and shipping costs, reduce power consumption, extend
battery life and are more convenient to carry.
The time to market process is required to integrate new technology into a firm’s products and services. Today, competitive advantage is often related to the speed with which a firm can introduce the next generation of technologies into the market through new product and process developments. Once the product is developed, production capacity often becomes the
Limiting factor of market growth.
The manufacturing function transforms a set of purchased components and software into a firm’s products. Having acceptable products available in a timely manner for customers is central to making sales. The ability to provide the highest quality products in the most efficient allows companies to gain market share by offering competitive prices and ready availability.
Experience curve effects from high volumes can lead to lower costs.
The integrated supply chain process coordinates
purchasing of components for assembly, product outsourcing, otherwise making sure products are available to meet customer order requirements. Outsourcing and alliances increase a firm’s ability to offer a wider range
of products or to introduce new products more rapidly. Increased flexibility provides competitive advantage in responding to rapid market changes.
Market related functions and processes are directed at serving the customer in the most effective manner possible. Distribution and marketing activities, including sales and service, are central to fulfilling customer demands and ensuring customer satisfaction.
The distribution function is essential for a firm in gaining market access. The company that dominates the sales channels for a given market often controls the market. Market share is related to product availability, i.e. the number and type of locations that make the products and services available to your customer target. The Internet is providing the next generation of distribution and marketing system.
The market to collection process is used to obtain customers and deliver products. The internet
is changing the role of sales from face to face communication to phone or
computer communications. It is expected that many intermediary roles (
such as distributors and agents) will change to that of infomediary. As product quality and durability improve, service becomes less important, and new channels can be developed.
The marketing function provides the customer with information and education about a firm’s
products and services. Product information and education is often needed to let customers know about product capabilities. Advertising is the part of marketing that helps pull the customer into the market to collection process by creating recognition and image for the brand’s products and services. It helps pull the customer into the store and create brand image. Coca Cola, with the
largest advertising budget spends less money per bottle of soft drink sales than any other competitor. That gives them competitive advantage.
The customer service and satisfaction process is critical to sustain a company’s brand loyalty. Itis much less expensive to keep an existing customer than to acquire a new customer. Once a
customer relationship is established, it is important that appropriate customer service activities are established to maintain the relationship and solve problems that might hurt the relationship. When after sales service is required, customers need a company contact. 1800 numbers and the
Internet are rapidly providing direct purchase opportunities and technical
support capabilities. Dell Computers, for example, guarantees 48-hour repairs of their products (often next day service). Xerox provides 7day, 24-hour repair service to their large system customers.
. Performance is an outcome of strategy. The success with which a
firm’s business strategy effectively addresses its industry’s key success factors will determine its strategic performance. Strategic
performance is measured in terms of both financial and market success.
Financial performance is essential for continued business operations. Financial capabilities are critical in supporting functional strategies and making required infrastructure investments. For example, a company with adequate funding can expand or invest, or can provide customer
Market share demonstrates a firm’s ability to create and hold customers, which determines the long-term success of a firm. The freshness of product lines and market positioning affect a firm’s ability to attract customers ahead of their competition.
Business Strategy Evaluation & Recommendations Strategic analysis is based on assessing the effectiveness and efficiency with which a firm’s business
strategy meets the requirements of its competitive marketplace. After defining the industry and business strategy, we can seek ways to
improve the firm’s strategic performance. This is done by applying the traditional SWOT analysis to the firm’s strategy, and then determining the critical issues that need to be addressed. After ranking critical issues in order of importance, recommendations for action can be
Evaluate business strategy
The business strategy definition provides the basis for its evaluation. This process assesses issues that are both internal and external to the firm.
Internal assessments are based on the firm’s functional and process capabilities and financial resources. The internal assessment leads to an understanding of the firm’s strengths and weaknesses.
External assessments are based on the key success factor that have been identified. The external assessment leads to an understanding of the opportunities and threats facing the firm. This assessment is often referred to
as a SWOT analysis.
Identify critical issues and priorities
The SWOT analysis will lead to an understanding of the critical issues that face a firm in maintaining or improving its competitive and financial performance. The combination of strengths, weaknesses, opportunities, and threats must be ranked by priorities so that action
can be planned in a manageable way. Since managers have limited time and resources, it is important that actions be taken in order of importance.
Make recommendationFinally, recommendations must address the critical issues for management actions in the short and long term. We are seeking to improve the effectiveness of competitive strategies and the efficiency of their implementation.
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1. kutambua malengo ya kimkakati malengo ya kimkakati ya kampuni kuendesha mkakati wa biashara na kushughulikia mambo muhimu ya mafanikio ya sekta. Malengo ya kimkakati mara nyingi ni pamoja na maono au taarifa ya utume kwa ajili ya biashara. Pia wanapaswa kuweka mwelekeo na kiwango cha matokeo ya kifedha na soko ambayo utendaji halisi unaweza kupimwa. Lengo la mkakati ni: makampuni ya biashara na masoko ya masoko, ambayo hufafanua sehemu ya soko au ukuaji wa soko na kupenya kwa bidhaa au huduma za kampuni. Utendaji wa kifedha katika suala la uwiano muhimu. "Kulinganisha na ""mashindano"" ya biashara, mkakati wa biashara unajumuisha ""mashindano"" sita." Lengo la soko la bidhaa ni hatua ya kwanza. Uwezo wa msingi katika kutekeleza mkakati wa soko la bidhaa ni pamoja na teknolojia, michakato na upatikanaji wa soko kwamba kampuni ina. Hizi kushughulikia biashara na mambo yake muhimu ya mafanikio. Mkakati wa biashara ni pamoja na lengo la wateja, mistari ya bidhaa na nafasi, uwezo wa kiufundi, michakato ya kimkakati, na upatikanaji wa soko. Kuelezea mkakati wa kulenga wateja na mahitaji yake. Bila kulenga sehemu maalum ya wateja, haiwezekani kuendeleza bidhaa na huduma zinazofaa ambazo zinakidhi mahitaji maalum ya wateja. Kila sehemu, kwa ufafanuzi, ina seti tofauti ya mahitaji. Ingawa tofauti hizo zinaweza kuwa ndogo wakati huo, zinaathiri uamuzi wa mteja wa kununua bidhaa au huduma. Kuelezea mstari wa bidhaa na mikakati ya nafasi ya bidhaa kwa ajili ya sehemu ya soko. Kitengo cha biashara lazima kuamua nini itakuwa kutoa na jinsi matoleo hayo itakuwa nafasi ndani ya mazingira ya ushindani. Kampuni inaweza kuwa na bidhaa moja au mstari wa bidhaa ambayo inashughulikia mbalimbali ya bei na aina ya vipengele. Utendaji wa bei ni kipimo cha jamaa ikilinganishwa na bei za washindani, viwango vya ubora na sifa wakati wa kulinganisha bidhaa zako na bidhaa mbadala kwenye soko. Kutambua teknolojia zinazohitajika kutekeleza mkakati wa soko la bidhaa. Teknolojia hutoa uwezo wa msingi unaohitajika kuendeleza bidhaa au huduma, pamoja na michakato inayohusiana inayotumiwa katika kuendeleza au kuitoa kwenye soko. Teknolojia huamua aina ya bidhaa na kasi ambayo zinaweza kutengenezwa na kutolewa kwenye soko. Kutambua mchakato wa kimkakati (s) required kutekeleza mkakati wa soko la bidhaa. Uwezo wa msingi wa kampuni ni embedded katika michakato ya biashara na kazi. Utaratibu wa kimkakati unaweza ama kuboresha bidhaa au uwezo wa uuzaji wa kampuni. Hizi michakato na kazi ni msingi wa kampuni ya ushindani nguvu na udhaifu, na kufanya juu ya uwezo wa msingi wa kampuni. Ujuzi na uwezo huu unaelezwa katika sehemu C hapa chini. Kutambua mkakati wa upatikanaji wa soko. Kipengele cha mwisho cha mkakati inahitaji kwamba kampuni kuwa na upatikanaji wa soko lake au wateja. Leo, Intaneti inachukuliwa kuwa njia mpya ya kufikia masoko. Katika miaka ya 1960, nambari za 1800 zilikuwa njia mpya ya kupata. Wakati huo huo, maduka makubwa ya punguzo yaliongeza sehemu yao ya soko katika masoko ya rejareja ya kutembea katika masoko ya mauzo. Uwezo wa kampuni kutekeleza mkakati wake unategemea kazi na michakato ya biashara inayounga mkono mkakati wake. Kulingana na asili ya shirika, kazi zake na uwezo wa mchakato wa biashara na ujuzi ni muhimu kwa utekelezaji wa mkakati. Uwezo huu unaweza kuainishwa katika kazi za uundaji wa bidhaa au huduma na michakato, na utoaji wa bidhaa au huduma na kazi na michakato ya kuridhika. Kazi zinazohusiana na bidhaa na michakato ni tegemezi juu ya kampuni ya R & D na utengenezaji / ununuzi uwezo. Kazi ya R&D inazalisha teknolojia za wamiliki ambazo zinaweza kutumika kwa maendeleo na uzalishaji wa bidhaa mpya. Katika sekta ya umeme, upatikanaji wa vipengele vya msingi, kama vile diski ngumu na diski diski na vifaa vya uzalishaji wa usahihi wa juu ni muhimu kwa kufanya bidhaa ndogo, nyepesi, na ubora wa juu. Kila kizazi cha bidhaa ndogo, kama vile rekodi za mkono huchochea ukuaji wa soko kwa kampuni ambayo ni ya kwanza kwenye soko. Kila kizazi cha bidhaa ndogo pia hupunguza gharama za ufungaji na usafirishaji, hupunguza matumizi ya umeme, huongeza maisha ya betri na ni rahisi zaidi kubeba. Wakati wa mchakato wa soko inahitajika kuunganisha teknolojia mpya katika bidhaa na huduma za kampuni. Leo, faida ya ushindani mara nyingi inahusiana na kasi ambayo kampuni inaweza kuanzisha kizazi kijacho cha teknolojia kwenye soko kupitia maendeleo mapya ya bidhaa na mchakato. Mara baada ya bidhaa ni maendeleo, uwezo wa uzalishaji mara nyingi inakuwa kipengele Limited ya ukuaji wa soko. Kazi ya utengenezaji hubadilisha seti ya vipengele vilivyonunuliwa na programu kuwa bidhaa za kampuni. Kuwa na bidhaa zinazokubalika zinazopatikana kwa wakati kwa wateja ni muhimu kwa kufanya mauzo. Uwezo wa kutoa bidhaa za ubora wa juu katika ufanisi zaidi inaruhusu makampuni kupata sehemu ya soko kwa kutoa bei za ushindani na upatikanaji wa haraka. Uzoefu curve athari kutoka kiasi kikubwa inaweza kusababisha gharama ya chini. Mchakato wa mnyororo wa usambazaji wa pamoja unaratibu ununuzi wa vipengele kwa ajili ya mkusanyiko, bidhaa outsourcing, vinginevyo kuhakikisha bidhaa zinapatikana ili kukidhi mahitaji ya mteja. Outsourcing na ushirikiano kuongeza uwezo wa kampuni ya kutoa mbalimbali pana ya bidhaa au kuanzisha bidhaa mpya kwa kasi zaidi. Kuongezeka kwa kubadilika hutoa faida ya ushindani katika kukabiliana na mabadiliko ya haraka ya soko. Kazi na michakato inayohusiana na soko inaelekezwa kwa kumtumikia mteja kwa njia bora iwezekanavyo. Uuzaji na masoko shughuli, ikiwa ni pamoja na mauzo na huduma, ni muhimu kwa kutimiza mahitaji ya wateja na kuhakikisha kuridhika kwa wateja. Kazi ya usambazaji ni muhimu kwa kampuni katika kupata upatikanaji wa soko. Kampuni ambayo inatawala njia za mauzo kwa soko fulani mara nyingi inadhibiti soko. Sehemu ya soko inahusiana na upatikanaji wa bidhaa, yaani. Idadi ya maeneo ya kuuza bidhaa na huduma kwa wateja wako wa lengo Mtandao ni kutoa kizazi kijacho cha usambazaji na mfumo wa masoko. Soko kwa mchakato wa ukusanyaji hutumiwa kupata wateja na kutoa bidhaa. Mtandao ni kubadilisha jukumu la mauzo kutoka uso kwa uso mawasiliano ya simu au mawasiliano ya kompyuta. Inatarajiwa kwamba majukumu mengi ya kati (kama vile wasambazaji na mawakala) itabadilika kuwa ya infomediary. Kadiri ubora na uthabiti wa bidhaa unavyozidi kuboresha, huduma inakuwa isiyo muhimu sana, na njia mpya za biashara zinaweza kuanzishwa. Kazi ya masoko hutoa mteja na habari na elimu kuhusu bidhaa na huduma za kampuni. Habari ya bidhaa na elimu mara nyingi inahitajika ili kuwafanya wateja wajue juu ya uwezo wa bidhaa. Matangazo ni sehemu ya masoko ambayo husaidia kuvuta mteja katika soko kwa mchakato wa ukusanyaji kwa kuunda utambuzi na picha kwa bidhaa na huduma za chapa. Inasaidia kuvuta mteja ndani ya duka na kuunda picha ya chapa. Coca-Cola, na bajeti kubwa ya matangazo ya biashara, hutumia pesa kidogo kwa kila chupa ya vinywaji vya kupumzika kuliko mshindani mwingine yeyote. Hilo huwapa faida ya ushindani. Huduma ya wateja na mchakato wa kuridhika ni muhimu kudumisha uaminifu wa chapa ya kampuni. Ni gharama nafuu zaidi kuweka mteja wa sasa kuliko kupata mteja mpya. Mara baada ya uhusiano wa mteja kuanzishwa, ni muhimu kwamba shughuli zinazofaa za huduma ya mteja zimeanzishwa ili kudumisha uhusiano na kutatua matatizo ambayo yanaweza kuharibu uhusiano. Wakati baada ya huduma ya mauzo inahitajika, wateja wanahitaji mawasiliano ya kampuni. Nambari za 1800 na mtandao zinatoa fursa za ununuzi wa moja kwa moja na uwezo wa msaada wa kiufundi. Dell Computer inahakikisha matengenezo ya masaa 48 kwa bidhaa zao (mara nyingi huduma ya siku inayofuata). Xerox inatoa huduma ya ukarabati wa siku 7 kwa wateja wao wa mfumo mkubwa. . Utendaji ni matokeo ya mkakati. Mafanikio ambayo mkakati wa biashara ya kampuni kwa ufanisi inashughulikia sekta yake muhimu mafanikio mambo itaamua utendaji wake wa kimkakati. Utendaji wa kimkakati hupimwa katika suala la mafanikio ya kifedha na soko. Utendaji wa kifedha ni muhimu kwa ajili ya kuendelea shughuli za biashara. Uwezo wa kifedha ni muhimu katika kuunga mkono mikakati ya kazi na kufanya uwekezaji wa miundombinu inayohitajika. Kwa mfano, kampuni yenye fedha za kutosha inaweza kupanua au kuwekeza, au inaweza kutoa wateja, sehemu ya soko inaonyesha uwezo wa kampuni ya kuunda na kuweka wateja, ambayo huamua mafanikio ya muda mrefu ya kampuni. Freshness ya mistari ya bidhaa na nafasi ya soko kuathiri uwezo wa kampuni ya kuvutia wateja mbele ya ushindani wao. Mkakati wa Biashara Mkakati wa Biashara Mkakati wa Biashara Mkakati wa Biashara ni msingi wa kutathmini ufanisi na ufanisi ambao mkakati wa biashara ya kampuni hukutana na mahitaji ya soko lake la ushindani. Baada ya kufafanua sekta na mkakati wa biashara, tunaweza kutafuta njia ya kuboresha utendaji wa kimkakati wa kampuni. Hii ni kufanyika kwa kutumia jadi SWOT uchambuzi wa mkakati wa kampuni, na kisha kuamua masuala muhimu ambayo yanahitaji kushughulikiwa. Baada ya kuweka masuala muhimu kwa utaratibu wa umuhimu, mapendekezo kwa ajili ya hatua inaweza kuwa Tathmini ya mkakati wa biashara Ufafanuzi wa mkakati wa biashara hutoa msingi kwa ajili ya tathmini yake. Utaratibu huu inathamini masuala ambayo ni wote ndani na nje ya kampuni. Tathmini za ndani zinategemea uwezo wa kazi na mchakato wa kampuni na rasilimali za kifedha. Tathmini ya ndani inaongoza kwa uelewa wa nguvu na udhaifu wa kampuni. Tathmini za nje zinategemea sababu kuu ya mafanikio ambayo imegunduliwa. Tathmini ya nje inaongoza kwa uelewa wa fursa na vitisho kukabiliwa na kampuni. Uchunguzi huu mara nyingi huitwa uchambuzi wa SWOT. Kuamua masuala muhimu na vipaumbele: Uchambuzi wa SWOT utaongoza kwa uelewa wa masuala muhimu ambayo kampuni inakabiliwa na kudumisha au kuboresha utendaji wake wa ushindani na kifedha. Mchanganyiko wa nguvu, udhaifu, fursa, na vitisho lazima uorodheshwe kwa vipaumbele ili hatua iweze kupangwa kwa njia inayoweza kudhibitiwa. Kwa kuwa wasimamizi wana muda na rasilimali chache, ni muhimu kwamba hatua zichukuliwe kwa utaratibu wa umuhimu. Kwa hivyo, kwa sababu ya mapendekezo ya juu, ni muhimu kuzingatia hatua za usimamizi za muda mfupi na wa muda mrefu. Tunatafuta kuboresha ufanisi wa mikakati ya ushindani na ufanisi wa utekelezaji wao. Hebu hapa! Bonyeza moja ya wawakilishi wetu hapa chini na tutaweza kupata nyuma na wewe haraka iwezekanavyo.