STRATEGY ANALYSIS CHAPTER 3.

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1 STRATEGY ANALYSIS CHAPTER 3

2 Objectives understanding what strategy is and why it is important – the assumption being that strategy is important; exploring some ideas about how strategy is developed; implementing strategy; working out what all of this means for business analysts.

3 THE CONTEXT FOR STRATEGY
Why do organisations bother about strategy? What advantage do they hope to get? There are some big changes that organisations face and that strategy development tries to moderate. there are the changes to the ways we are employed Society has also changed Organisations are responding to these changes by doing everything they can to increase their flexibility and responsiveness

4 THE CONTEXT FOR STRATEGY
The world is full of contradictions, for example: Global versus local: Centralised versus decentralised Hard and soft management

5 WHAT IS STRATEGY? The concept of strategy begins in a military context and the word ‘strategy’ is derived from the Greek word strategia, meaning ‘generalship The transfer of these ideas to business is easy to make, and we expect to deal with:

6 WHAT IS STRATEGY? The goal or mission of the business: in strategy terms this is often referred to as the ‘direction’. The timeframe: strategy is about the long term. The problem here is that it differs widely across industries, with petrochemicals and pharmaceuticals at the really long end and domestic financial services products at the short end. The organisation of resources: such as finance, skills, assets and technical competence, so that the organisation can compete. The environment: within which the organisation will operate, and its markets

7 STRATEGY Defention Strategy is the direction and scope of an organisation over the long term, which achieves advantage for the organisation through its configuration of resources within a changing environment and to fulfil stakeholder expectations

8 WHAT IS STRATEGY? Typical levels of strategy could be:
Corporate strategy: concerned with the overall purpose and scope of the business. Strategies at this level are influenced by investors, governments and global competition Business unit strategy: below the corporate level are the strategic business units (SBUs). Each of these organisational units has a distinct external market, different from those of other SBUs. SBU strategies address choice of products, pricing, customer satisfaction and competitive advantage. Operational strategy :development of resources, processes and people for corporate strategy and SBUs strategy.

9 STRATEGY DEVELOPMENT There are many different drivers for strategy development, for example Strategy associated with an individual: like a new CEO Strategy may develop from experiences and view of internal managers. Strategy emerges from the people who do the work Strategies resulting from a formal planning process. Some organisations find this to be essential, especially those for which strategy is truly long term.

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11 STRATEGY DEVELOPMENT We do all of this in order to provide a written statement of our strategy. This written statement is needed for many reasons It provides a focus for the organisation and enables all parts of it to understand the reasons behind top-level decisions It provides a framework for a practical allocation of investment and other resources. It provides a guide to innovation It enables appropriate performance measures to be put in place that measure the key indicators of our success in achieving the strategy It tells the outside world, and especially our outside stakeholders, about us

12 EXTERNAL ENVIRONMENT ANALYSIS
Most organisations face a complex and changing external environment , for example The state of the national and local economies Product cost Changes in consumer lifestyles and tastes Changes in technology New marketing approaches ( E-commerce)

13 EXTERNAL ENVIRONMENT ANALYSIS
There is a framework to help organisations assess their broad environment: the PESTLE Political, Economic, Sociocultural, Technological, Legal and Environmental issues in the external business environment.

14 EXTERNAL ENVIRONMENT ANALYSIS
Political influences: Government stability Gov policies ( social welfare ) trade regulations and tariffs Economic influences interest rates; inflation Unemployment disposable income availability and cost of energy Sociocultural influences Demographics social mobility lifestyle changes

15 EXTERNAL ENVIRONMENT ANALYSIS
Technological influences: government spending on research the focus on technology the pace of technological change and the creation of technology-enabled industries. Legal influences legislation about trade practices and competition employment law Company law Healthy Law Environmental influences global warming and climate change waste, such as unnecessary packaging animal welfare Environment protection, recycling

16 EXTERNAL ENVIRONMENT ANALYSIS
It is important that we do not view PESTLE analysis as a set of checklists, these are not of themselves useful in making a strategic assessment. The key tasks are to identify those few factors that will really affect the organisation, And to develop a real understanding of how they might evolve in the future

17 EXTERNAL ENVIRONMENT ANALYSIS
we should now consider the competition our organisation faces Most organization seek to develop and keep a competitive advantage over their rivals Organisations seek to understand the nature of their competitive environment. Additionally, they will be in a stronger position if they understand the interplay

18 Porter’s five forces model

19 1 - New Entrants there are barriers to entry the market that organisations build. These include: Economies of scale Product differentiation Substantial capital investment by a new entrant. Access to distribution channels Technologies and the use of patented processes The need for regulatory approval

20 2-Supplier power limits the opportunity for cost reductions when:
there is a concentration of suppliers, and supplying businesses are bigger than the many customers they supply; the costs of switching from one supplier to another are high the supplier brand is powerful, e.g. the power of ‘Intel Inside’; customers are fragmented

21 3- Customer power is high when:
there is a small concentration of buyers and many small organisations in the supplying industry, as for example in the supply of food to supermarkets; alternative sources of supply are available and easy to find; the cost of the product or service is high, encouraging the buyer to search out Alternatives; switching costs are low.

22 4 - The threat from substitute products
product substitution from new technologies is more convenient – DVDs for videos, for example; the need for the product is replaced by a different need; we decide to ‘do without it’.

23 competitive rivalry. This is high when:
there are many competing firms; buyers can easily switch from one firm to another; the market is growing only slowly or not growing at all; the industry has high fixed costs, and responding to price pressure is difficult; products are not well differentiated, and so there is little brand loyalty; the costs of leaving the industry are high

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