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23 SREERAM ACADEMY ( FORMERLY SREERAM COACHING POINT)
BUSINESS POLICY AND STRATEGIC MANAGEMENT
DEFINITION OF BUSINESS POLICY Business Policy defines the scope
or spheres within which decisions can be taken by the subordinates
in an organization. It permits the lower level management to deal
with the problems and issues without consulting top level
management every time for decisions. Business policies are the
guidelines developed by an organization to govern its actions. They
define the limits within which decisions must be made. Business
policy also deals with acquisition of resources with which
organizational goals can be achieved. Business policy is the study
of the roles and responsibilities of top level management, the
significant issues affecting organizational success and the
decisions affecting organization in long-run.
Features of Business Policy An effective business policy must
have following features-
1. Specific- Policy should be specific/definite. If it is
uncertain, then the implementation will become difficult.
2. Clear- Policy must be unambiguous. It should avoid use of
jargons and connotations. There should be no misunderstandings in
following the policy.
3. Reliable/Uniform- Policy must be uniform enough so that it
can be efficiently followed by the subordinates.
4. Appropriate- Policy should be appropriate to the present
organizational goal. 5. Simple- A policy should be simple and
easily understood by all in the organization. 6.
Inclusive/Comprehensive- In order to have a wide scope, a policy
must be comprehensive. 7. Flexible- Policy should be flexible in
operation/application. This does not imply that a policy
should be altered always, but it should be wide in scope so as
to ensure that the line managers use them in repetitive/routine
scenarios.
8. Stable- Policy should be stable else it will lead to
indecisiveness and uncertainty in minds of those who look into it
for guidance.
Difference between Policy and Strategy The term policy should
not be considered as synonymous to the term strategy. The
difference between policy and strategy can be summarized as
follows-
1. Policy is a blueprint of the organizational activities which
are repetitive/routine in nature. While strategy is concerned with
those organizational decisions which have not been dealt/faced
before in same form.
2. Policy formulation is responsibility of top level management.
While strategy formulation is basically done by middle level
management.
3. Policy deals with routine/daily activities essential for
effective and efficient running of an organization. While strategy
deals with strategic decisions.
4. Policy is concerned with both thought and actions. While
strategy is concerned mostly with action.
5. A policy is what is, or what is not done. While a strategy is
the methodology used to achieve a target as prescribed by a
policy.
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24 SREERAM ACADEMY ( FORMERLY SREERAM COACHING POINT)
ORIGIN OF BUSINESS POLICY
1. The origin of business policy can be traced back to 1911,
when Harvard Business School
introduced an integrative course in management aimed at the
creation of general
management capability. This course was based on interactive case
studies which had been use
at the school for instructional purposes since 1908.The course
was intended to enhance
general managerial capability of students. However, the
introduction of business policy in the
curriculum of business schools/ management institutes came much
later.
2. In 1969, the American Assembly of Collegiate Schools of
Business, a regulatory body for
business schools, made the course of business policy, a
mandatory requirement for the
purpose of recognition. During the next few decades, business
policy as a course spread to
different management institutes across different nations and
become an integral part of
management curriculum.
3. Basically, business policy is considered as a capstone,
integrative course offered to students
who have previously been through a set of core functional area
courses.
4. Development in business policy arose from the use of planning
techniques by managers.
Starting from day to day planning in earlier times, managers
tried to anticipate the future
through preparation of budgets and using control systems like
capital budgeting and
management by objectives. With the inability of these techniques
to adequately emphasize
the role of future, long range planning came to be used. Soon,
long range planning was
replaced by strategic planning, and later by strategic
management; a term that is currently
used to describe the process of strategic decision making.
5. Business Policy as defined by Christensen and others is the
study of the functions and
responsibilities of senior management, the crucial problems that
affect success in the total
enterprise, and the decisions that determine the direction of
the organization and shape its
future. The problems on policy in business, like those of policy
in public affairs , have to do with
the choice of purposes, the molding of organizational identity
and character, the continuous
definition of what needs to be done, and the mobilization of
resources for the attainment of
goals in the face of competition or adverse circumstance.
STRATEGY
"Strategy is the direction and scope of an organization over the
long-term: which achieves advantage for the organization through
its configuration of resources within a challenging environment, to
meet the needs of markets and to fulfill stakeholder
expectations".
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25 SREERAM ACADEMY ( FORMERLY SREERAM COACHING POINT)
Strategy at Different Levels of a Business
Strategies exist at several levels in any organization - ranging
from the overall business (or group of businesses) through to
individuals working in it.
Corporate Strategy - is concerned with the overall purpose and
scope of the business to meet stakeholder expectations. This is a
crucial level since it is heavily influenced by investors in the
business and acts to guide strategic decision-making throughout the
business. Corporate strategy is often stated explicitly in a
"mission statement".
Characteristics of corporate strategy
Long range in nature, though valid for short range situations.
Action oriented and more specific than objectives Multi- pronged
and integrated Flexible and dynamic. Formulated at the top
management level, though middle and lower level managers are
associated in formulation and in designing the sub strategies.
These include the determination of business lines, mergers, new
investment and divestment areas, R&D projects etc.
Generally meant to cope with a competitive and complex setting.
Flows out of the goals and objectives of the enterprise and
converts them into
performance actions. Concerned with perceiving opportunities and
threats and concerned with deployment
of limited organizational resources in the best manner. Gives
importance to the actions timing combination, sequence and depth of
various
moves and the action initiative take by the managers to handle
the situation. Provides unified criteria for managers in function
of decision making.
Business Unit Strategy - is concerned more with how a business
competes successfully in a particular market. It concerns strategic
decisions about choice of products, meeting needs of customers,
gaining advantage over competitors, exploiting or creating new
opportunities etc.
Operational Strategy - is concerned with how each part of the
business is organized to deliver the corporate and business-unit
level strategic direction. Operational strategy therefore focuses
on issues of resources, processes, people etc.
How Strategy is Managed - Strategic Management
In its broadest sense, strategic management is about taking
"strategic decisions" - decisions that answer the questions
above.
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In practice, a thorough strategic management process has three
main components, shown in the figure below:
Generic Strategic Alternatives
There are four generic ways in which strategic alternatives can
be considered. These are stability, expansion, retrenchment and
combinations.
Stability strategy This strategy is to safeguard the existing
interests and strengths. This is to continue with well established
and tested objectives to continue the chose business objectives.
This is to continue the business on a sustained basis, to
consolidate the commanding position already reached.
A stability strategy can be pursued by a firm when:
1. It continues to serve in the same or similar markets and
deals in same products and services. 2. The strategic decisions
focus on incremental improvement of functional performance.
This strategy involves keeping track of new developments to
ensure that this strategy makes sense. Some small organizations
frequently use stability as a strategic focus to maintain
comfortable market and profit position.
Expansion strategy It is implemented by redefining the business
by adding the scope of business, by increasing the efforts of
current business. This also includes diversifying, acquiring and
merging the business. They may take the enterprise along the
unknown and risky paths which may be full of promises and
pitfalls.
Expansion through diversification Diversification is defined as
entry into new products or product lines, new services or new
markets involving different skills, technology and knowledge. When
the entity introduces a new product which does not have connection
with the existing product it is
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known as conglomerate diversification. Innovative and creative
firms always look for opportunities and challenges to grow.
Sometimes diversification refers to utilizing the existing
facilities and capabilities in a more effective and efficient
manner. Expansion can be through acquisitions and mergers.
Retrenchment Strategy A business organization can redefine its
business by divesting a major product line or major market. In case
of adverse situations retrenchment strategy is necessary. If the
other strategies are not suitable retrenchment strategy is sought.
The timing, nature and extent of retrenchment strategy are to be
decided by the management depending upon the contingencies. The
entity has several options to carry out retrenchment strategy. In
the first stage the enterprise can cut back on its capital and
revenue expenditure, new buildings, replacement of worn out
machinery, advertising and R&D activities, employee welfare
subsidies, community development projects, executive perks,
etc.
As a second stage, as in more serious case of hard times,
reduction in inventory level, manufacturing level, manpower, plant
maintenance, dividend to shareholders, interest rates, etc.
In the third stage, withdrawal of slow- moving items, winding up
some branch offices, removing some executive positions etc.
In the fourth stage, the company may decide to sell some of the
units or products. As a last option an enterprise may seek
liquidation which means corporate death.
Combination strategies The above strategies are not mutually
exclusive. It is possible to adopt a combination of the above. The
enterprise may seek stability in some areas, expansion in some
areas and retrenchment in some areas of operations.
Dynamics of competitive strategy - Strategic thinking consists
of the orientation of the firms internal environment with the
changes of the external environment. The economic and technical
components of the external environment are considered as major
factors leading to new opportunities to the organization.
The society in which the organization operates should also be
considered as an important factor to determine the competitive
strategy. The strength and weakness are the internal factors and
opportunities and threats are the external factors, which determine
the corporate strategy.
The organization should find out in which functional area the
organization is superior to the competitors. The functional areas
may be R&D, marketing, production, etc. The strength is to be
considered in the context of the opportunities arising in the
external environment.
STRATEGIC MANAGEMENT
The organizations have to make long range plans considering the
changing needs. Strategic planning is an important component of
strategic management. This involves developing a strategy to
meet
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28 SREERAM ACADEMY ( FORMERLY SREERAM COACHING POINT)
competition and ensure long term survival and growth.The overall
objective of strategic management is two-fold:
To create competitive advantage so that the company can
outperform compared to other competitors.
To guide the company successfully through all changes in the
environment.
Strategic management starts with developing a company mission,
objectives, goals, business portfolio and functional plans.
Success of the organization depends on how well each department
performs its customer value adding activities and how well the
departments work together to serve the customer.
Value chains and value delivery networks have become popular in
the organizations that are sensitive to the needs of customers. The
ultimate aim of strategic management is to serve the companys
business products, services and communications so that they achieve
targeted profits and growth.
The term strategic management refers to the managerial process
of forming a strategic vision, setting objectives, crafting
strategy, implementing and executing the strategy; and then
overtime initiating the required corrective adjustments in vision,
objectives, strategy and execution are deemed appropriate.
Framework of strategic process
The strategy making/ strategy implementing process consist of
five interrelated managerial tasks. These are
1. Setting vision and mission: Forming a strategic vision of
where the organization is headed, so as to provide long- term
direction, delineate what kind of enterprise the company is trying
to become and infuse the organization with a sense of purposeful
action.
2. Setting objectives: converting the strategic vision into
specific performance outcomes for the company to achieve
3. Crafting a strategy to achieve the desired outcomes 4.
Implementing and executing the chosen strategy efficiently and
effectively. 5. Evaluating performance and initiating corrective
adjustments in vision, long-term direction,
objectives, strategy, or execution in light of actual
experience, changing conditions, new ideas and opportunities.
Importance of strategic management
1. Strategic management provides the framework for all the major
business decisions in the enterprises. Strategic planning works as
a pathfinder in various activities and also serves as a corporate
defense mechanism.
2. Strategic management has to identify and provide the business
organization with certain core competencies and competitive
advantage for survival and growth. It is not only to
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project the future or to forecast the jobs. It is concerned with
ensuring a good future for the enterprise and also to prepare the
corporation to face the future in its favor.
3. When the environment is uncertain, there is a definite need
for strategic management. Strategic planning and implementation are
a must for any organization. The organization has to adopt the
policy to win the situation. The organization has to build its
competitive advantage over the competitors in the business in order
to win. This is possible only when strategy is properly made,
formulated and implemented.
Strategic decision making
Decision making is a managerial process and function of choosing
a particular course of action out of several available
alternatives. Strategic decision making is for the purpose of
achieving the organizational goals. The decisions may be major or
minor, relating to day to day operations.
Strategic decisions are different in nature than all other
decisions.
The major dimensions are as indicated.
Dimension Reasoning
Requires top management decisions Involves thinking in totality
of the organizations, lots of risk involved
Involve the allocation of large amounts of company resources
Require huge financial investment and manpower with new set of
skills in them.
Impact on the long term prosperity of the firm The results are
not seen immediately
Future oriented Predicting the future environmental conditions
and change likely to occur
Major multi functional or multi business consequences
Pervasive throughout the organization
Necessitate consideration of factors in the firms external
environment
Orienting the internal environment to the changes of external
environment.
Strategic Management Model
1. Strategic management process can be best understood by using
a model. This model is widely accepted and used. It represents a
clear approach for formulating, implementing and evaluating
strategies.
2. The starting point is to identify situation and condition may
not require certain course of action and may dictate a particular
course of action.
3. Every organization has vision, objectives, mission and
strategies though sometimes they are not properly defined. The
strategic management process is dynamic and continuous. A change in
any one of the models may initiate major changes in other
models.
4. In many organizations clear cut procedures may not be
available. Generally there is a give and take among hierarchical
levels or organization.
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30 SREERAM ACADEMY ( FORMERLY SREERAM COACHING POINT)
5. Many organizations conduct formal meetings, semi annually,
quarterly to discuss and update the firms vision/ mission and
objectives, opportunities and threats, strength and weakness,
policies and performances etc.
6. Application of strategic management process is more formal in
larger and well established organizations. Bigger organizations are
formal in conducting the meetings and applying the strategic
concepts. The strategic management process is associated with the
cost, comprehensiveness, accuracy and success of planning across
all types of organizations.
Vision, Mission and Objectives
In the early stage of strategy making process the companys
senior managers must wrestle with the issue of what directional
path the company should take and what changes are required in
companys product- market- customer technology focus to improve the
current market position and future prospects.
Top managements views and conclusions about the companys
direction and the product- customer-market technology focus
constitute a strategic vision for the company. A strategic vision
points an organization in a particular direction, charts a
strategic path for it to follow in preparing for the future and
moulds organizational identity.
A strategic vision is a roadmap of companys future providing
specifics about technology and customer focus, the geographic and
product markets to be pursued, the capabilities it plans to
develop, and the kind of company that the management is trying to
create.
The three elements of strategic vision
1. Coming up with a mission statement that defines what business
the company is presently in and conveys the essence of who we are
and where we are now.
2. Using the mission statement as basis for deciding on a long
term course making choice about where we are going?
3. Communicating the strategic vision in clear, exciting terms
that arouse organization- wide commitment.
How to develop a strategic vision?
Thinking of how to develop the company for future. It is an
exercise of intelligent entrepreneurship. Many successful
organizations need to change direction to maintain their
success (not for survival) It creates enthusiasm for the course
management has charted and engages the
members of the organization The best worded vision statement
illuminates the direction in which the
organization is headed.
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MISSION
According to Glueck & Jauch, Mission is an answer to the
question, what business are we in? The organization should have
mission because of the following reasons:
To ensure unanimity of purpose within the organization To
provide a basis for motivating the use of organizations resources
To develop a basis for allocating the organizations resources To
establish organizational climate To serve as a focal point for
those who can identify with organizations purpose and direction. To
facilitate the translation of objectives and goals into work
structure. To specify organizational purposes and translation of
these purposes and goals.
A Companys mission statement is typically focused on its present
business scope who we are and what we do. Mission statements
broadly describe an organizations present capabilities, customer
focus, activities and business make up.
Mission should contain elements of long term strategy as well as
desired outcomes. A good mission statement should be precise,
clear, feasible, distinctive and motivating. It should indicate
major component of strategy.
While creating the mission statement for a company the
consideration of following points will be useful:
The mission is to make profit. The mission statement is to give
the organization its own special identity, business
emphasis and path for development.
A companys business is identified by what needs it is trying to
satisfy, the targeted customer group and by the technologies and
competencies it uses and the activities it performs.
Good mission statements are highly personalized, unique to the
organization for which they are developed.
The well known management experts peter F Drucker and Theodore
Levitt were among the first to agitate and discuss the concept of
mission.
The starting point in business planning is to clarify the
corporate mission and define accurately the business. The firm
should raise the following questions and answer them to make the
mission statement.
What is our mission? What is our ultimate purpose? What do we
want to become? What kind of growth do we seek?
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What business are we in? Do we understand our business correctly
and define it accurately? Do we know our customer? Whom do we
intend to serve? What brings us to this particular business? In
what business would we like to be, in future?
The corporate mission is an expression of the growth ambition of
the firm. IT provides a dramatic picture of what the company wants
to become. The mission is a grand design of the firms future. The
mission serves as a justification for the firms very presence and
existence. It legitimizes the firms presence. The vision is spelt
out through mission. It represents the common purpose, which the
entire firm shares and pursues.
A mission is not a confidential affair to be confined at the top
level. All levels of management should know it. Its the
corporations guiding principle. A mission doesnt represent a
specific target. It represents the whole thrust of the firm. Its
main purpose is to give internal direction for the future of the
corporation.
The mission is a statement which defines the role that an
organization plays in the society. The organizations also have some
purpose, that is, anything the organization strives for.
Organizations relate their existence in satisfying the particular
need of the society. Mission is a statement which defines the role
that an organization plays in the society. Mission and purpose go
hand in hand. Mission strictly refers to purpose; it relates to
what the organization strives to achieve in order to fulfill its
mission to the society.
OBJECTIVES and GOALS
Business organizations translate their vision and mission into
objectives. Sometimes objectives and goals are synonymously used.
However they vary in certain aspects.
Objectives are open- ended attributes that denote the future
states or outcome. Goals are close ended attributes which are
precise and expressed in specific terms. Goals are more specific
and translate the objectives to short term perspective. The pursuit
of objectives is an unending process such that the organizations
sustain themselves. They provide meaning and sense of direction to
organizational Endeavour.
Organizational structure and activities are designed and
resources are allocated around the objectives to facilitate their
achievement. Objectives also act as benchmarks for guiding
organizational activity and for evaluating how the organization is
performing.
Objectives are organizations performance targets- the results
and outcomes it wants to achieve. Objectives function as yardstick
for tracking an organizations performance and progress.
Characteristics of Objectives
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Objectives should define the organizations relationship with its
environment. They provide the basis for strategic decision making.
They should provide standards for performance appraisal. They
should be facilitative towards achievement of mission and purpose.
Objectives should be understandable concrete and specific.
Objectives should be related to time frame. Objectives should be
measurable and controllable. Objectives should be challenging
Different objectives should correlate with each other Objectives
should be set within the constraints.
Strategic levels in the organization
In most companies, there are two main types of managers: general
managers who bear responsibility for overall performance of the
company or for one of its major, self- contained subunits or
divisions, and functional managers who are responsible for
supervising a particular function, that is, a task, activity or
operation. Like finance and accounting, production, marketing,
R&D, information technology, or materials management.
An organization is divided into several functions and
departments that work together to bring a particular product or
service to the market. If a company provides several different
kinds of products or services, if often duplicates these functions
and creates a series of self contained decisions to manage each
different product or service.
The general managers of these divisions then become responsible
for their particular product line. The overriding concern of
general managers is for the health of the whole company or division
under their direction, they are responsible for deciding how to
create a competitive advantage and achieve high profitability with
the resources and capital they have at their disposal. The figure
depicts the levels of management of a company. The corporate level
of management consists of the chief executive officer (CEO), other
senior executives, the BODs and the corporate staff. These
individuals occupy the apex of the decision making within the
organization.
The CEO is the principal general manager. In consultation with
other senior executives, the role of corporate level managers is to
oversee the development of strategies for the whole organization.
This role includes defining the mission and goals of the
organization, determining what businesses it should be in,
allocating resources among the different businesses, formulating
and implementing strategies that span individual businesses, and
providing leadership for the organization.
Level of strategy Definition Example
Corporate strategy Market definition Diversification into new
products or geographic markets
Business strategy Market navigation Attempts to secure
competitive advantage in existing product or geographic
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34 SREERAM ACADEMY ( FORMERLY SREERAM COACHING POINT)
markets.
Functional strategy Support of corporate and business
strategy
Information systems, human resources practices and production
processes that facilitate achievement of corporate and business
strategy.