Chapter 5 Strategies in Action Strategic Management Concepts
![Chapter 5 Strategies in Action Strategic Management: Concepts and Cases. 9 th edition Fred Chapter 5 Strategies in Action Strategic Management: Concepts and Cases. 9 th edition Fred](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-1.jpg)
![Chapter Outline • Long-Term Objectives • Types of Strategies • Integration Strategies Fred R. Chapter Outline • Long-Term Objectives • Types of Strategies • Integration Strategies Fred R.](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-2.jpg)
![Chapter Outline • Intensive Strategies • Diversification Strategies • Defensive Strategies • Means for Chapter Outline • Intensive Strategies • Diversification Strategies • Defensive Strategies • Means for](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-3.jpg)
![Chapter Outline • Michael Porter’s Generic Strategies • Strategic Management in Nonprofit and Governmental Chapter Outline • Michael Porter’s Generic Strategies • Strategic Management in Nonprofit and Governmental](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-4.jpg)
![Strategies in Action Even if you’re on the right track, you’ll get run over Strategies in Action Even if you’re on the right track, you’ll get run over](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-5.jpg)
![Strategies in Action Hundreds of companies today – • Embrace strategic planning Quest for Strategies in Action Hundreds of companies today – • Embrace strategic planning Quest for](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-6.jpg)
![Long-Term Objectives • The results expected from pursuing certain strategies Fred R. David Prentice Long-Term Objectives • The results expected from pursuing certain strategies Fred R. David Prentice](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-7.jpg)
![Long-Term Objectives – – – – – Quantifiable Measurable Realistic Understandable Challenging Hierarchical Obtainable Long-Term Objectives – – – – – Quantifiable Measurable Realistic Understandable Challenging Hierarchical Obtainable](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-8.jpg)
![Long-Term Objectives Long-term objectives are necessary – – Corporate – Divisional – Functional levels Long-Term Objectives Long-term objectives are necessary – – Corporate – Divisional – Functional levels](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-9.jpg)
![Long-Term Objectives Strategists should avoid – – Managing by Extrapolation – Managing by Crisis Long-Term Objectives Strategists should avoid – – Managing by Extrapolation – Managing by Crisis](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-10.jpg)
![Integration Strategies Forward Integration Vertical Integration Strategies Backward Integration Fred R. David Prentice Hall Integration Strategies Forward Integration Vertical Integration Strategies Backward Integration Fred R. David Prentice Hall](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-11.jpg)
![Integration Strategies Vertical Integration strategies – – Allow a firm to gain control over: Integration Strategies Vertical Integration strategies – – Allow a firm to gain control over:](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-12.jpg)
![Integration Strategies Forward Integration – – Gaining ownership or increased control over distributors or Integration Strategies Forward Integration – – Gaining ownership or increased control over distributors or](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-13.jpg)
![Integration Strategies Guidelines for Forward Integration – § § § Present distributors are expensive, Integration Strategies Guidelines for Forward Integration – § § § Present distributors are expensive,](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-14.jpg)
![Integration Strategies Backward Integration – – Seeking ownership or increased control of a firm’s Integration Strategies Backward Integration – – Seeking ownership or increased control of a firm’s](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-15.jpg)
![Integration Strategies Guidelines for Backward Integration – § § § When present suppliers are Integration Strategies Guidelines for Backward Integration – § § § When present suppliers are](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-16.jpg)
![Integration Strategies Horizontal Integration – – Seeking ownership or increased control over competitors Fred Integration Strategies Horizontal Integration – – Seeking ownership or increased control over competitors Fred](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-17.jpg)
![Integration Strategies Guidelines for Horizontal Integration – Firm can gain monopolistic characteristics without being Integration Strategies Guidelines for Horizontal Integration – Firm can gain monopolistic characteristics without being](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-18.jpg)
![Michael Porter’s Generic Strategies Cost Leadership Strategies Differentiation Strategies Focus Strategies Fred R. David Michael Porter’s Generic Strategies Cost Leadership Strategies Differentiation Strategies Focus Strategies Fred R. David](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-19.jpg)
![Generic Strategies Cost Leadership Strategies – Pursued in conjunction with differentiation § Economies or Generic Strategies Cost Leadership Strategies – Pursued in conjunction with differentiation § Economies or](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-20.jpg)
![Generic Strategies Low Cost Producer Advantages – Market of many price-sensitive buyers § Few Generic Strategies Low Cost Producer Advantages – Market of many price-sensitive buyers § Few](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-21.jpg)
![Generic Strategies Differentiation Strategies – § § § Greater product flexibility Greater compatibility Lower Generic Strategies Differentiation Strategies – § § § Greater product flexibility Greater compatibility Lower](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-22.jpg)
![Generic Strategies Differentiation Strategies – Allow firm to charge higher price § Gain customer Generic Strategies Differentiation Strategies – Allow firm to charge higher price § Gain customer](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-23.jpg)
![Generic Strategies Focus Strategies – Industry segment of sufficient size § Good growth potential Generic Strategies Focus Strategies – Industry segment of sufficient size § Good growth potential](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-24.jpg)
![Generic Strategies Focus Strategies – Consumers have distinctive preferences § Rival firms not attempting Generic Strategies Focus Strategies – Consumers have distinctive preferences § Rival firms not attempting](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-25.jpg)
![Intensive Strategies Market Penetration Intensive Strategies Market Development Product Development Fred R. David Prentice Intensive Strategies Market Penetration Intensive Strategies Market Development Product Development Fred R. David Prentice](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-26.jpg)
![Intensive Strategies Intensive strategies – – Require intensive efforts to improve a firm’s competitive Intensive Strategies Intensive strategies – – Require intensive efforts to improve a firm’s competitive](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-27.jpg)
![Intensive Strategies Market Penetration – – Seeking increased market share for present products or Intensive Strategies Market Penetration – – Seeking increased market share for present products or](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-28.jpg)
![Intensive Strategies Guidelines for Market Penetration – Current markets not saturated § Usage rate Intensive Strategies Guidelines for Market Penetration – Current markets not saturated § Usage rate](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-29.jpg)
![Intensive Strategies Market Development – – Introducing present products or services into new geographic Intensive Strategies Market Development – – Introducing present products or services into new geographic](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-30.jpg)
![Intensive Strategies Guidelines for Market Development – § § § New channels of distribution Intensive Strategies Guidelines for Market Development – § § § New channels of distribution](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-31.jpg)
![Intensive Strategies Product Development – – Seeking increased sales by improving present products or Intensive Strategies Product Development – – Seeking increased sales by improving present products or](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-32.jpg)
![Intensive Strategies Guidelines for Product Development – § § § Products in maturity stage Intensive Strategies Guidelines for Product Development – § § § Products in maturity stage](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-33.jpg)
![Diversification Strategies Concentric Diversification Strategies Conglomerate Diversification Horizontal Diversification Fred R. David Prentice Hall Diversification Strategies Concentric Diversification Strategies Conglomerate Diversification Horizontal Diversification Fred R. David Prentice Hall](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-34.jpg)
![Diversification Strategies Diversification strategies – – Becoming less popular as organizations are finding it Diversification Strategies Diversification strategies – – Becoming less popular as organizations are finding it](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-35.jpg)
![Diversification Strategies Concentric Diversification – – Adding new, but related, products or services Fred Diversification Strategies Concentric Diversification – – Adding new, but related, products or services Fred](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-36.jpg)
![Diversification Strategies Guidelines for Concentric Diversification – § § § Competes in no- or Diversification Strategies Guidelines for Concentric Diversification – § § § Competes in no- or](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-37.jpg)
![Diversification Strategies Conglomerate Diversification – – Adding new, unrelated products or services Fred R. Diversification Strategies Conglomerate Diversification – – Adding new, unrelated products or services Fred R.](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-38.jpg)
![Diversification Strategies Guidelines for Conglomerate Diversification – Declining annual sales and profits § Capital Diversification Strategies Guidelines for Conglomerate Diversification – Declining annual sales and profits § Capital](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-39.jpg)
![Diversification Strategies Horizontal Diversification – – Adding new, unrelated products or services for present Diversification Strategies Horizontal Diversification – – Adding new, unrelated products or services for present](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-40.jpg)
![Diversification Strategies Guidelines for Horizontal Diversification – Revenues from current products/services would increase significantly Diversification Strategies Guidelines for Horizontal Diversification – Revenues from current products/services would increase significantly](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-41.jpg)
![Defensive Strategies Retrenchment Defensive Strategies Divestiture Liquidation Fred R. David Prentice Hall Ch 5 Defensive Strategies Retrenchment Defensive Strategies Divestiture Liquidation Fred R. David Prentice Hall Ch 5](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-42.jpg)
![Defensive Strategies Retrenchment – – Regrouping through cost and asset reduction to reverse declining Defensive Strategies Retrenchment – – Regrouping through cost and asset reduction to reverse declining](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-43.jpg)
![Defensive Strategies Guidelines for Retrenchment – § § § Firm has failed to meet Defensive Strategies Guidelines for Retrenchment – § § § Firm has failed to meet](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-44.jpg)
![Defensive Strategies Divestiture – – Selling a division or part of an organization Fred Defensive Strategies Divestiture – – Selling a division or part of an organization Fred](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-45.jpg)
![Defensive Strategies Guidelines for Divestiture – § § § When firm has pursued retrenchment Defensive Strategies Guidelines for Divestiture – § § § When firm has pursued retrenchment](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-46.jpg)
![Recent Divestitures Fred R. David Prentice Hall Ch 5 -47 Recent Divestitures Fred R. David Prentice Hall Ch 5 -47](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-47.jpg)
![Defensive Strategies Liquidation– – Selling all of a company’s assets, in parts, for their Defensive Strategies Liquidation– – Selling all of a company’s assets, in parts, for their](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-48.jpg)
![Defensive Strategies Guidelines for Liquidation – When both retrenchment and divestiture have been pursued Defensive Strategies Guidelines for Liquidation – When both retrenchment and divestiture have been pursued](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-49.jpg)
![Means for Achieving Strategies Joint Venture/Partnering – § Two or more companies form a Means for Achieving Strategies Joint Venture/Partnering – § Two or more companies form a](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-50.jpg)
![Means for Achieving Strategies Cooperative Arrangements – § § § Research and development partnerships Means for Achieving Strategies Cooperative Arrangements – § § § Research and development partnerships](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-51.jpg)
![Means for Achieving Strategies Problems Causing Joint Ventures to Fail – Managers who must Means for Achieving Strategies Problems Causing Joint Ventures to Fail – Managers who must](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-52.jpg)
![Means for Achieving Strategies Guidelines for Joint Ventures – § § § Combination of Means for Achieving Strategies Guidelines for Joint Ventures – § § § Combination of](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-53.jpg)
![Recent Mergers Acquiring Firm Hewlett-Packard Ebay Pepsi. Co Sara Lee Phillips Petroleum Devon AMR Recent Mergers Acquiring Firm Hewlett-Packard Ebay Pepsi. Co Sara Lee Phillips Petroleum Devon AMR](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-54.jpg)
![Key Terms • • Acquisition Backward Integration Combination Strategy Concentric Diversification Conglomerate Diversification Cooperative Key Terms • • Acquisition Backward Integration Combination Strategy Concentric Diversification Conglomerate Diversification Cooperative](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-55.jpg)
![Key Terms • • Differentiation Diversification Strategies Divestiture Focus Forward Integration Franchising Generic Strategies Key Terms • • Differentiation Diversification Strategies Divestiture Focus Forward Integration Franchising Generic Strategies](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-56.jpg)
![Key Terms • • Horizontal Diversification Horizontal Integration Strategies Intensive Strategies Joint Venture Liquidation Key Terms • • Horizontal Diversification Horizontal Integration Strategies Intensive Strategies Joint Venture Liquidation](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-57.jpg)
![Key Terms • • Market Development Market Penetration Merger Outsourcing Product Development Retrenchment Takeover Key Terms • • Market Development Market Penetration Merger Outsourcing Product Development Retrenchment Takeover](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-58.jpg)
- Slides: 58
![Chapter 5 Strategies in Action Strategic Management Concepts and Cases 9 th edition Fred Chapter 5 Strategies in Action Strategic Management: Concepts and Cases. 9 th edition Fred](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-1.jpg)
Chapter 5 Strategies in Action Strategic Management: Concepts and Cases. 9 th edition Fred R. David Power. Point Slides by Anthony F. Chelte Western New England College Fred R. David Prentice Hall Ch 5 -1
![Chapter Outline LongTerm Objectives Types of Strategies Integration Strategies Fred R Chapter Outline • Long-Term Objectives • Types of Strategies • Integration Strategies Fred R.](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-2.jpg)
Chapter Outline • Long-Term Objectives • Types of Strategies • Integration Strategies Fred R. David Prentice Hall Ch 5 -2
![Chapter Outline Intensive Strategies Diversification Strategies Defensive Strategies Means for Chapter Outline • Intensive Strategies • Diversification Strategies • Defensive Strategies • Means for](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-3.jpg)
Chapter Outline • Intensive Strategies • Diversification Strategies • Defensive Strategies • Means for Achieving Strategies Fred R. David Prentice Hall Ch 5 -3
![Chapter Outline Michael Porters Generic Strategies Strategic Management in Nonprofit and Governmental Chapter Outline • Michael Porter’s Generic Strategies • Strategic Management in Nonprofit and Governmental](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-4.jpg)
Chapter Outline • Michael Porter’s Generic Strategies • Strategic Management in Nonprofit and Governmental Organizations • Strategic Management in Small Firms Fred R. David Prentice Hall Ch 5 -4
![Strategies in Action Even if youre on the right track youll get run over Strategies in Action Even if you’re on the right track, you’ll get run over](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-5.jpg)
Strategies in Action Even if you’re on the right track, you’ll get run over if you just sit there. -- Will Rogers Fred R. David Prentice Hall Ch 5 -5
![Strategies in Action Hundreds of companies today Embrace strategic planning Quest for Strategies in Action Hundreds of companies today – • Embrace strategic planning Quest for](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-6.jpg)
Strategies in Action Hundreds of companies today – • Embrace strategic planning Quest for higher revenues • Quest for higher profits • Fred R. David Prentice Hall Ch 5 -6
![LongTerm Objectives The results expected from pursuing certain strategies Fred R David Prentice Long-Term Objectives • The results expected from pursuing certain strategies Fred R. David Prentice](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-7.jpg)
Long-Term Objectives • The results expected from pursuing certain strategies Fred R. David Prentice Hall Ch 5 -7
![LongTerm Objectives Quantifiable Measurable Realistic Understandable Challenging Hierarchical Obtainable Long-Term Objectives – – – – – Quantifiable Measurable Realistic Understandable Challenging Hierarchical Obtainable](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-8.jpg)
Long-Term Objectives – – – – – Quantifiable Measurable Realistic Understandable Challenging Hierarchical Obtainable Congruent Time-line Fred R. David Prentice Hall Ch 5 -8
![LongTerm Objectives Longterm objectives are necessary Corporate Divisional Functional levels Long-Term Objectives Long-term objectives are necessary – – Corporate – Divisional – Functional levels](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-9.jpg)
Long-Term Objectives Long-term objectives are necessary – – Corporate – Divisional – Functional levels Fred R. David Prentice Hall Ch 5 -9
![LongTerm Objectives Strategists should avoid Managing by Extrapolation Managing by Crisis Long-Term Objectives Strategists should avoid – – Managing by Extrapolation – Managing by Crisis](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-10.jpg)
Long-Term Objectives Strategists should avoid – – Managing by Extrapolation – Managing by Crisis – Managing by Subjectives – Managing by Hope Fred R. David Prentice Hall Ch 5 -10
![Integration Strategies Forward Integration Vertical Integration Strategies Backward Integration Fred R David Prentice Hall Integration Strategies Forward Integration Vertical Integration Strategies Backward Integration Fred R. David Prentice Hall](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-11.jpg)
Integration Strategies Forward Integration Vertical Integration Strategies Backward Integration Fred R. David Prentice Hall Ch 5 -11
![Integration Strategies Vertical Integration strategies Allow a firm to gain control over Integration Strategies Vertical Integration strategies – – Allow a firm to gain control over:](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-12.jpg)
Integration Strategies Vertical Integration strategies – – Allow a firm to gain control over: • Distributors • Suppliers • competitors Fred R. David Prentice Hall Ch 5 -12
![Integration Strategies Forward Integration Gaining ownership or increased control over distributors or Integration Strategies Forward Integration – – Gaining ownership or increased control over distributors or](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-13.jpg)
Integration Strategies Forward Integration – – Gaining ownership or increased control over distributors or retailers Fred R. David Prentice Hall Ch 5 -13
![Integration Strategies Guidelines for Forward Integration Present distributors are expensive Integration Strategies Guidelines for Forward Integration – § § § Present distributors are expensive,](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-14.jpg)
Integration Strategies Guidelines for Forward Integration – § § § Present distributors are expensive, unreliable, or incapable of meeting firm’s needs Availability of quality distributors is limited When firm competes in an industry that is expected to grow markedly Organization has both capital and human resources needed to manage new business of distribution Advantages of stable production are high Present distributors have high profit margins Fred R. David Prentice Hall Ch 5 -14
![Integration Strategies Backward Integration Seeking ownership or increased control of a firms Integration Strategies Backward Integration – – Seeking ownership or increased control of a firm’s](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-15.jpg)
Integration Strategies Backward Integration – – Seeking ownership or increased control of a firm’s suppliers Fred R. David Prentice Hall Ch 5 -15
![Integration Strategies Guidelines for Backward Integration When present suppliers are Integration Strategies Guidelines for Backward Integration – § § § When present suppliers are](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-16.jpg)
Integration Strategies Guidelines for Backward Integration – § § § When present suppliers are expensive, unreliable, or incapable of meeting needs Number of suppliers is small and number of competitors large High growth in industry sector Firm has both capital and human resources to manage new business Advantages of stable prices are important Present supplies have high profit margins Fred R. David Prentice Hall Ch 5 -16
![Integration Strategies Horizontal Integration Seeking ownership or increased control over competitors Fred Integration Strategies Horizontal Integration – – Seeking ownership or increased control over competitors Fred](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-17.jpg)
Integration Strategies Horizontal Integration – – Seeking ownership or increased control over competitors Fred R. David Prentice Hall Ch 5 -17
![Integration Strategies Guidelines for Horizontal Integration Firm can gain monopolistic characteristics without being Integration Strategies Guidelines for Horizontal Integration – Firm can gain monopolistic characteristics without being](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-18.jpg)
Integration Strategies Guidelines for Horizontal Integration – Firm can gain monopolistic characteristics without being challenged by federal government § Competes in growing industry § Increased economies of scale provide major competitive advantages § Faltering due to lack of managerial expertise or need for particular resources § Fred R. David Prentice Hall Ch 5 -18
![Michael Porters Generic Strategies Cost Leadership Strategies Differentiation Strategies Focus Strategies Fred R David Michael Porter’s Generic Strategies Cost Leadership Strategies Differentiation Strategies Focus Strategies Fred R. David](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-19.jpg)
Michael Porter’s Generic Strategies Cost Leadership Strategies Differentiation Strategies Focus Strategies Fred R. David Prentice Hall Ch 5 -19
![Generic Strategies Cost Leadership Strategies Pursued in conjunction with differentiation Economies or Generic Strategies Cost Leadership Strategies – Pursued in conjunction with differentiation § Economies or](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-20.jpg)
Generic Strategies Cost Leadership Strategies – Pursued in conjunction with differentiation § Economies or diseconomies of scale § Capacity utilization achieved § Linkages with suppliers and distributors § Fred R. David Prentice Hall Ch 5 -20
![Generic Strategies Low Cost Producer Advantages Market of many pricesensitive buyers Few Generic Strategies Low Cost Producer Advantages – Market of many price-sensitive buyers § Few](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-21.jpg)
Generic Strategies Low Cost Producer Advantages – Market of many price-sensitive buyers § Few ways of achieving product differentiation § Buyers not sensitive to brand differences § Large number of buyers with bargaining power § Fred R. David Prentice Hall Ch 5 -21
![Generic Strategies Differentiation Strategies Greater product flexibility Greater compatibility Lower Generic Strategies Differentiation Strategies – § § § Greater product flexibility Greater compatibility Lower](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-22.jpg)
Generic Strategies Differentiation Strategies – § § § Greater product flexibility Greater compatibility Lower costs Improved service Greater convenience More features Fred R. David Prentice Hall Ch 5 -22
![Generic Strategies Differentiation Strategies Allow firm to charge higher price Gain customer Generic Strategies Differentiation Strategies – Allow firm to charge higher price § Gain customer](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-23.jpg)
Generic Strategies Differentiation Strategies – Allow firm to charge higher price § Gain customer loyalty § Fred R. David Prentice Hall Ch 5 -23
![Generic Strategies Focus Strategies Industry segment of sufficient size Good growth potential Generic Strategies Focus Strategies – Industry segment of sufficient size § Good growth potential](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-24.jpg)
Generic Strategies Focus Strategies – Industry segment of sufficient size § Good growth potential § Not crucial to success of major competitors § Fred R. David Prentice Hall Ch 5 -24
![Generic Strategies Focus Strategies Consumers have distinctive preferences Rival firms not attempting Generic Strategies Focus Strategies – Consumers have distinctive preferences § Rival firms not attempting](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-25.jpg)
Generic Strategies Focus Strategies – Consumers have distinctive preferences § Rival firms not attempting to specialize in the same target segment § Fred R. David Prentice Hall Ch 5 -25
![Intensive Strategies Market Penetration Intensive Strategies Market Development Product Development Fred R David Prentice Intensive Strategies Market Penetration Intensive Strategies Market Development Product Development Fred R. David Prentice](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-26.jpg)
Intensive Strategies Market Penetration Intensive Strategies Market Development Product Development Fred R. David Prentice Hall Ch 5 -26
![Intensive Strategies Intensive strategies Require intensive efforts to improve a firms competitive Intensive Strategies Intensive strategies – – Require intensive efforts to improve a firm’s competitive](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-27.jpg)
Intensive Strategies Intensive strategies – – Require intensive efforts to improve a firm’s competitive position with existing products Fred R. David Prentice Hall Ch 5 -27
![Intensive Strategies Market Penetration Seeking increased market share for present products or Intensive Strategies Market Penetration – – Seeking increased market share for present products or](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-28.jpg)
Intensive Strategies Market Penetration – – Seeking increased market share for present products or services in present markets through greater marketing efforts Fred R. David Prentice Hall Ch 5 -28
![Intensive Strategies Guidelines for Market Penetration Current markets not saturated Usage rate Intensive Strategies Guidelines for Market Penetration – Current markets not saturated § Usage rate](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-29.jpg)
Intensive Strategies Guidelines for Market Penetration – Current markets not saturated § Usage rate of present customers can be increased significantly § Market shares of competitors declining while total industry sales increasing § Increased economies of scale provide major competitive advantages § Fred R. David Prentice Hall Ch 5 -29
![Intensive Strategies Market Development Introducing present products or services into new geographic Intensive Strategies Market Development – – Introducing present products or services into new geographic](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-30.jpg)
Intensive Strategies Market Development – – Introducing present products or services into new geographic area Fred R. David Prentice Hall Ch 5 -30
![Intensive Strategies Guidelines for Market Development New channels of distribution Intensive Strategies Guidelines for Market Development – § § § New channels of distribution](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-31.jpg)
Intensive Strategies Guidelines for Market Development – § § § New channels of distribution that are reliable, inexpensive, and good quality Firm is very successful at what it does Untapped or unsaturated markets Capital and human resources necessary to manage expanded operations Excess production capacity Basic industry rapidly becoming global Fred R. David Prentice Hall Ch 5 -31
![Intensive Strategies Product Development Seeking increased sales by improving present products or Intensive Strategies Product Development – – Seeking increased sales by improving present products or](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-32.jpg)
Intensive Strategies Product Development – – Seeking increased sales by improving present products or services or developing new ones Fred R. David Prentice Hall Ch 5 -32
![Intensive Strategies Guidelines for Product Development Products in maturity stage Intensive Strategies Guidelines for Product Development – § § § Products in maturity stage](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-33.jpg)
Intensive Strategies Guidelines for Product Development – § § § Products in maturity stage of life cycle Competes in industry characterized by rapid technological developments Major competitors offer better-quality products at comparable prices Compete in high-growth industry Strong research and development capabilities Fred R. David Prentice Hall Ch 5 -33
![Diversification Strategies Concentric Diversification Strategies Conglomerate Diversification Horizontal Diversification Fred R David Prentice Hall Diversification Strategies Concentric Diversification Strategies Conglomerate Diversification Horizontal Diversification Fred R. David Prentice Hall](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-34.jpg)
Diversification Strategies Concentric Diversification Strategies Conglomerate Diversification Horizontal Diversification Fred R. David Prentice Hall Ch 5 -34
![Diversification Strategies Diversification strategies Becoming less popular as organizations are finding it Diversification Strategies Diversification strategies – – Becoming less popular as organizations are finding it](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-35.jpg)
Diversification Strategies Diversification strategies – – Becoming less popular as organizations are finding it more difficult to manage diverse business activities Fred R. David Prentice Hall Ch 5 -35
![Diversification Strategies Concentric Diversification Adding new but related products or services Fred Diversification Strategies Concentric Diversification – – Adding new, but related, products or services Fred](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-36.jpg)
Diversification Strategies Concentric Diversification – – Adding new, but related, products or services Fred R. David Prentice Hall Ch 5 -36
![Diversification Strategies Guidelines for Concentric Diversification Competes in no or Diversification Strategies Guidelines for Concentric Diversification – § § § Competes in no- or](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-37.jpg)
Diversification Strategies Guidelines for Concentric Diversification – § § § Competes in no- or slow-growth industry Adding new & related products increases sales of current products New & related products offered at competitive prices Current products are in decline stage of the product life cycle Strong management team Fred R. David Prentice Hall Ch 5 -37
![Diversification Strategies Conglomerate Diversification Adding new unrelated products or services Fred R Diversification Strategies Conglomerate Diversification – – Adding new, unrelated products or services Fred R.](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-38.jpg)
Diversification Strategies Conglomerate Diversification – – Adding new, unrelated products or services Fred R. David Prentice Hall Ch 5 -38
![Diversification Strategies Guidelines for Conglomerate Diversification Declining annual sales and profits Capital Diversification Strategies Guidelines for Conglomerate Diversification – Declining annual sales and profits § Capital](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-39.jpg)
Diversification Strategies Guidelines for Conglomerate Diversification – Declining annual sales and profits § Capital and managerial talent to compete successfully in a new industry § Financial synergy between the acquired and acquiring firms § Exiting markets for present products are saturated § Fred R. David Prentice Hall Ch 5 -39
![Diversification Strategies Horizontal Diversification Adding new unrelated products or services for present Diversification Strategies Horizontal Diversification – – Adding new, unrelated products or services for present](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-40.jpg)
Diversification Strategies Horizontal Diversification – – Adding new, unrelated products or services for present customers Fred R. David Prentice Hall Ch 5 -40
![Diversification Strategies Guidelines for Horizontal Diversification Revenues from current productsservices would increase significantly Diversification Strategies Guidelines for Horizontal Diversification – Revenues from current products/services would increase significantly](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-41.jpg)
Diversification Strategies Guidelines for Horizontal Diversification – Revenues from current products/services would increase significantly by adding the new unrelated products § Highly competitive and/or no-growth industry w/low margins and returns § Present distribution channels can be used to market new products to current customers § New products have counter cyclical sales patterns compared to existing products § Fred R. David Prentice Hall Ch 5 -41
![Defensive Strategies Retrenchment Defensive Strategies Divestiture Liquidation Fred R David Prentice Hall Ch 5 Defensive Strategies Retrenchment Defensive Strategies Divestiture Liquidation Fred R. David Prentice Hall Ch 5](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-42.jpg)
Defensive Strategies Retrenchment Defensive Strategies Divestiture Liquidation Fred R. David Prentice Hall Ch 5 -42
![Defensive Strategies Retrenchment Regrouping through cost and asset reduction to reverse declining Defensive Strategies Retrenchment – – Regrouping through cost and asset reduction to reverse declining](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-43.jpg)
Defensive Strategies Retrenchment – – Regrouping through cost and asset reduction to reverse declining sales and profit Fred R. David Prentice Hall Ch 5 -43
![Defensive Strategies Guidelines for Retrenchment Firm has failed to meet Defensive Strategies Guidelines for Retrenchment – § § § Firm has failed to meet](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-44.jpg)
Defensive Strategies Guidelines for Retrenchment – § § § Firm has failed to meet its objectives and goals consistently over time but has distinctive competencies Firm is one of the weaker competitors Inefficiency, low profitability, poor employee morale, and pressure from stockholders to improve performance. When an organization’s strategic managers have failed Very quick growth to large organization where a major internal reorganization is needed Fred R. David Prentice Hall Ch 5 -44
![Defensive Strategies Divestiture Selling a division or part of an organization Fred Defensive Strategies Divestiture – – Selling a division or part of an organization Fred](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-45.jpg)
Defensive Strategies Divestiture – – Selling a division or part of an organization Fred R. David Prentice Hall Ch 5 -45
![Defensive Strategies Guidelines for Divestiture When firm has pursued retrenchment Defensive Strategies Guidelines for Divestiture – § § § When firm has pursued retrenchment](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-46.jpg)
Defensive Strategies Guidelines for Divestiture – § § § When firm has pursued retrenchment but failed to attain needed improvements When a division needs more resources than the firm can provide When a division is responsible for the firm’s overall poor performance When a division is a misfit with the organization When a large amount of cash is needed and cannot be obtained from other sources. Fred R. David Prentice Hall Ch 5 -46
![Recent Divestitures Fred R David Prentice Hall Ch 5 47 Recent Divestitures Fred R. David Prentice Hall Ch 5 -47](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-47.jpg)
Recent Divestitures Fred R. David Prentice Hall Ch 5 -47
![Defensive Strategies Liquidation Selling all of a companys assets in parts for their Defensive Strategies Liquidation– – Selling all of a company’s assets, in parts, for their](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-48.jpg)
Defensive Strategies Liquidation– – Selling all of a company’s assets, in parts, for their tangible worth Fred R. David Prentice Hall Ch 5 -48
![Defensive Strategies Guidelines for Liquidation When both retrenchment and divestiture have been pursued Defensive Strategies Guidelines for Liquidation – When both retrenchment and divestiture have been pursued](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-49.jpg)
Defensive Strategies Guidelines for Liquidation – When both retrenchment and divestiture have been pursued unsuccessfully § If the only alternative is bankruptcy, liquidation is an orderly alternative § When stockholders can minimize their losses by selling the firm’s assets § Fred R. David Prentice Hall Ch 5 -49
![Means for Achieving Strategies Joint VenturePartnering Two or more companies form a Means for Achieving Strategies Joint Venture/Partnering – § Two or more companies form a](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-50.jpg)
Means for Achieving Strategies Joint Venture/Partnering – § Two or more companies form a temporary partnership or consortium for purpose of capitalizing on some opportunity. Fred R. David Prentice Hall Ch 5 -50
![Means for Achieving Strategies Cooperative Arrangements Research and development partnerships Means for Achieving Strategies Cooperative Arrangements – § § § Research and development partnerships](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-51.jpg)
Means for Achieving Strategies Cooperative Arrangements – § § § Research and development partnerships Cross-distribution agreements Cross-licensing agreements Cross-manufacturing agreements Joint-bidding consortia Fred R. David Prentice Hall Ch 5 -51
![Means for Achieving Strategies Problems Causing Joint Ventures to Fail Managers who must Means for Achieving Strategies Problems Causing Joint Ventures to Fail – Managers who must](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-52.jpg)
Means for Achieving Strategies Problems Causing Joint Ventures to Fail – Managers who must collaborate daily not involved in forming or shaping the venture § Venture may benefit the companies but not the customers § Venture not supported equally by both partners § Venture may begin to compete with one of the partners more so than the other § Fred R. David Prentice Hall Ch 5 -52
![Means for Achieving Strategies Guidelines for Joint Ventures Combination of Means for Achieving Strategies Guidelines for Joint Ventures – § § § Combination of](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-53.jpg)
Means for Achieving Strategies Guidelines for Joint Ventures – § § § Combination of privately held and publicly held can be synergistically combined Domestic forms joint venture with foreign firm, can obtain local management to reduce certain risks Distinctive competencies of two or more firms are complementary Overwhelming resources and risks where project is potentially very profitable (e. g. , Alaska pipeline) Two or more smaller firms have trouble competing with larger firm A need exists to introduce a new technology quickly Fred R. David Prentice Hall Ch 5 -53
![Recent Mergers Acquiring Firm HewlettPackard Ebay Pepsi Co Sara Lee Phillips Petroleum Devon AMR Recent Mergers Acquiring Firm Hewlett-Packard Ebay Pepsi. Co Sara Lee Phillips Petroleum Devon AMR](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-54.jpg)
Recent Mergers Acquiring Firm Hewlett-Packard Ebay Pepsi. Co Sara Lee Phillips Petroleum Devon AMR Tellabs Acquired Firm Compaq Computer Homes Direct Quaker Oats Earthgrains Company Conoco Anderson Exploration TWA Ocular Networks Fred R. David Prentice Hall Ch 5 -54
![Key Terms Acquisition Backward Integration Combination Strategy Concentric Diversification Conglomerate Diversification Cooperative Key Terms • • Acquisition Backward Integration Combination Strategy Concentric Diversification Conglomerate Diversification Cooperative](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-55.jpg)
Key Terms • • Acquisition Backward Integration Combination Strategy Concentric Diversification Conglomerate Diversification Cooperative Arrangements Cost Leadership Fred R. David Prentice Hall Ch 5 -55
![Key Terms Differentiation Diversification Strategies Divestiture Focus Forward Integration Franchising Generic Strategies Key Terms • • Differentiation Diversification Strategies Divestiture Focus Forward Integration Franchising Generic Strategies](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-56.jpg)
Key Terms • • Differentiation Diversification Strategies Divestiture Focus Forward Integration Franchising Generic Strategies Fred R. David Prentice Hall Ch 5 -56
![Key Terms Horizontal Diversification Horizontal Integration Strategies Intensive Strategies Joint Venture Liquidation Key Terms • • Horizontal Diversification Horizontal Integration Strategies Intensive Strategies Joint Venture Liquidation](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-57.jpg)
Key Terms • • Horizontal Diversification Horizontal Integration Strategies Intensive Strategies Joint Venture Liquidation Long-Term Objectives Fred R. David Prentice Hall Ch 5 -57
![Key Terms Market Development Market Penetration Merger Outsourcing Product Development Retrenchment Takeover Key Terms • • Market Development Market Penetration Merger Outsourcing Product Development Retrenchment Takeover](https://slidetodoc.com/presentation_image_h/1af7cead88a1affcbcd6f419a0537610/image-58.jpg)
Key Terms • • Market Development Market Penetration Merger Outsourcing Product Development Retrenchment Takeover Vertical Integration Fred R. David Prentice Hall Ch 5 -58
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Promotional concepts and strategies
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Basic concepts of strategic management
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Mintzberg’s modes of strategic decision making
Basic concepts of strategic management
Strategic management in public and private sector
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Basic concepts of strategic management
Basic concepts of strategic management
Strategic management chapter 7
Intensive strategies in strategic management
Functional strategies in strategic management
Strategic management and strategic competitiveness
Analysing the 6 strategic options megxit
Jay haley strategic family therapy
Strategic fit vs strategic intent
Puppy dog ploy strategy
Prentice hall physical science concepts in action
Bacground
Chemical property definition
Pearson physical science concepts in action
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Cues to action are strategies to activate readiness
Process of strategic cost management
Mastering strategic management
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Strategic management chapter 4
The nature of strategic management chapter 1 summary
Strategic management
Chapter 7 strategic management
Implementing strategies management and operations issues
Implementing strategies: management and operations issues
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Internal assessment strategic management
Chapter 3 strategic management
Strategic management chapter 7
Mis issues in strategy implementation
Chapter 3 external assessment
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Establish accurate controls
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Chapter 6 strategy analysis and choice
Strategic action plan
The plot sequence
Exposition of a story
Stages of the plot
Exposition rising action climax falling action resolution
Suit the action to the word the word to the action meaning
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Clock and compass time management
Core concepts of management
Database management concepts
Construction management concepts
Moh accounting
Top level management