Professional Documents
Culture Documents
OUTLINE
1 2 3 4 5
Crafting a Strategy
Implementing and Executing Strategy Evaluating Performance and Making Corrective Adjustments
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Phase 4
Phase 5
Setting Objectives
Revise as needed in light of actual performance, changing conditions, new opportunities, and new ideas
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product-customer focus
service offerings Customer needs being served Technological and business capabilities
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Technologies/ resources/busines s approaches used and activities performed How customers needs are satisfied?
Vision:
We are the best tasting
QSR.. The most endearing brand that has ever been We will lead in product taste at all times We will provide FSC excellence in every encounter Happiness in every moment By year 2020, with over 4,000 stores worldwide, Jollibee is truly a GLOBAL BRAND. (and the Filipino will be admired worldwide)
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Mision:
To serve great tasting
food, bringing the joy of eating to everyone.
Vision:
We envision a society
where the poor, vulnerable and disadvantaged are empowered for an improved quality of life. Towards this end, DSWD will be the world's standard for the delivery of coordinated social services and social protection for poverty reduction by 2030.
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Mision:
To develop, implement
and coordinate social protection and poverty reduction solutions for and with the poor, vulnerable and disadvantaged.
Vision:
Enriching peoples lives
Mision:
Nissan provides unique and innovative automotive product and services that deliver superior measurable values to all stakeholders in alliance with Renault.
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*Values statements *Contain between four and eight values *Are ideally tightly connected to and reinforce
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Values
Leadership: The courage to shape a better future Collaboration: Leverage collective genius Integrity: Be real Accountability: If it is to be, it's up to me Passion: Committed in heart and mind Diversity: As inclusive as our brands Quality: What we do, we do well
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Values
Passion for Success Teamwork Respect for Our People Customer Focus Innovativeness Integrity Social Responsibility
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Setting Objectives
Phase 2 of the Strategy-Making Process
*Purpose: *Converts vision into specific performance targets *Creates yardsticks to track performance *Pushes firm to be inventive, intentional, and
focused in its actions
Characteristics of Objectives
*Represent commitment to achieve specific performance
targets
Types of Objectives
Financial Objectives
Outcomes focused on improving financial performance
Strategic Objectives
Outcomes focused on improving long-term competitive business position
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* Financial Objectives:
* An x percent increase in
annual revenues
* Strategic Objectives:
* Winning an x percent
market share
* Overtaking key
competitors on product performance or quality or customer service
* Achieving customer
satisfaction rates of x percent
* An x percent return on
equity (ROE)
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Next, set business and product line objectives Then, establish functional and departmental objectives
Crafting a Strategy
Phase 3 of the Strategy-Making Process
*To do new things or *To do existing things in new or better ways *Strategizing involves *Picking up on happenings in the external
environment and
functional areas and departmental units backgrounds and experiences strengthen strategizing effort
Business Strategies
Two-Way Influence
Functional Strategies
Two-Way Influence
Operating Managers
Operating Strategies
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Functional Managers
Functional Strategies
Two-Way Influence
Operating Managers
Operating Strategies
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*Establishing investment
priorities and steering corporate resources into the most attractive businesses
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*Delegation of responsibility
to frontline managers
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Strategic Plan
Strategy
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*Tougher and more time-consuming *Key tasks include *Improving efficiency of the strategy being executed *Showing measurable progress in achieving targeted
results
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*Building a capable organization *Allocating resources to strategy-critical activities *Establishing strategy-supportive policies *Instituting best practices and programs for
continuous improvement *Installing information, communication, and operating systems *Motivating people to pursue the target objectives *Tying rewards to achievement of results *Creating a strategy-supportive corporate culture *Exerting the leadership necessary to drive the process forward and keep improving
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*Involves creating strong fits between strategy and *Organizational capabilities *Reward structure *Internal operating systems *Organizations work climate and culture *The stronger the fits the *Better the execution *Higher a companys odds of achieving its performance
targets
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Corporate Governance
*Exercise strong oversight to ensure the five tasks of
strategic management are executed to benefit
*Shareholders or *Stakeholders *Make sure executive actions are not only proper but also
aligned with interests of stakeholders
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END OF PRESENTATION
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