Professional Documents
Culture Documents
EPGDM Program
Term III
Jun. - Sep. 2016
BUSINESS STRATEGY
Module 1
Prof.Krishna Kumar V Rao
Britannia India
Dabur
Godrej
ITC
TCS
Mahindra
TVS Group
GE
IBM
J&J
P&G
Pfizer
Coca Cola
Daewoo
Nortel Networks
Agfa Photo Co.
K-Mart
Polaroid
Compaq
Remington
Hidusthan Motors
Bombay Dyeing
Disruptive technologies
Technologies that
Destroy value of existing technology
Create new markets
Competitive Landscape
Strategic maneuvering
among global and
innovative companies
Globalisation
of economy
Rapid
technological
change
Hyper competition
A condition of rapidly escalating
competition based on:
Price-Quality positioning
Globalisation
Markets are getting flooded with not only industrial goods but
also with items of daily consumption
Each day, an average person makes use of goods and services of
multiple originsfor instance, the Finnish mobile Nokia and the
US toy-makers Barbie doll made in China but used across the
world; a software from the US-based Microsoft, developed by an
Indian software engineer based in Singapore, used in Japan; the
Thailand-manufactured US sports shoe Nike used by a Saudi
consumer
The increased integration of marketsgoods and financialthe
mobility of people with transnational travels for jobs and
vacations, and the global reach of satellite channels, the Internet,
and the telephone all have virtually transformed the world literally
into a global village.
Industrial Revolution.
Mass Production
Complicated Processes
Complex Organisation Structures
Analog to Digital
Miniaturisation
Seamless integration of technologies, domains and
products/services
Global & Regional Trade Pacts
Almost free movement of factors of production across the globe
Management
What is it?
Management
Planning as of now
Business Questions
By understanding
Say Yes or No
Looking into your organisation as of today!
The need for our services is growing fast, and the resources
to meet the needs are declining. We are in danger of becoming
a crisis first aid service.
Say Yes or No
Looking into your organisation as of today!
We are drifting. For the past few years all our energy has
been spent on keeping going. We need to establish a new
direction.
Say Yes or No
Looking into your organisation as of today!
Say Yes or No
Looking into your organisation as of today!
What is Strategy?
Strategy?
Strategy?
Is mainly Proactive
SOME PARALLELS
STRATEGY
Strategy Formulation
Strategy Implementation
Strategy Evaluation
Strategy Implementation:
The Action stage of Strategic Management
Strategy Evaluation
Strategic Managers
49
MICROSOFT
IBM
The 90s:
The focus was process centered
Resulted in what Michael Giersch, VP Strategy
called a near death experience .
With plummeting revenues and profits, a
reorganisation brought Lou Gerstner as President &
CEO in 1996
His background: Highly successful stints at Amex,
Nabisco
He started a radical revamping the company's
existing planning and execution practices and policies
IBM
IBM
With economic (and political) upheaval, technical
innovation, and competitive initiatives happening
rather more frequently than annual strategic reviews,
IBM's continuous strategy evolution enables the firm to
act and react more quickly than most to critical market
challenges and opportunities
Couple of years back they adopted 3 Key Value Factors
dedication to every clients success
innovation that mattersfor our company and for the
world
trust and personal responsibility in all relationships
Notable Quotes