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www.inboundoutboundmarketing.com2013 IO Marketing – Proprietary and Confidential2013 IO Marketing – Proprietary and Confidential
Roadmap The strategic management process Mission and vision statements Analyzing strategic drivers and core
competencies SWOT analysis Scenario planning
2013 IO Marketing – Proprietary and Confidential
The Strategic Management Process
Define the business and its mission. Perform external and internal audits. Translate the mission into strategic goals. Generate and select strategies to reach
strategic goals. Implement the strategy. Evaluate performance.
2013 IO Marketing – Proprietary and Confidential
A Comprehensive Strategic-Management Model
2013 IO Marketing – Proprietary and Confidential
Vision and MissionA vision statement tells people
Where we want to goWhat we want to becomeWhat we want to accomplishWhy it is important
And a mission expresses the organization’s:Purpose - the needs we exist to addressBusiness - what are we doing to address these Values - what principles or beliefs guide our
work
Examples of Mission StatementsCORPORATION OF DADE
To provide information services in local-exchange and exchange-ac APEX ELEVATORTo provide a high-reliability, error-free method for moving people and products up, down, and sideways within a building
To provide information services in local-exchange and exchange-access markets within its franchised area, as well as cellular phone and paging. services.
JOSEPHSON DRUG COMPANY, INC.To provide people with longer lives and higher-quality lives by applying research efforts to develop new or improved drugs and health-care products.
2013 IO Marketing – Proprietary and Confidential
Strategy Types Corporate
Concentration Vertical integration Diversification Status quo Investment reduction Strategic alliances/joint ventures
Competitive Cost leadership Differentiation Focus
2013 IO Marketing – Proprietary and Confidential
Forces Driving Industry Competition
2013 IO Marketing – Proprietary and Confidential
Examples of a Company’s Strengths, Weaknesses, Opportunities, and Threats
2013 IO Marketing – Proprietary and Confidential
How to Test the Quality of Your Strategy
Does your strategy fit with what’s going on in the environment?
Does your strategy exploit your key resources?
Will competitors have difficulty keeping up with you?
Are the elements of your strategy internally consistent?
Do you have enough resources to pursue this strategy?
Can your strategy be implemented?
2013 IO Marketing – Proprietary and Confidential
Strategy TypesCorporate
ConcentrationVertical integrationDiversificationStatus quoInvestment reductionStrategic alliances/joint ventures
CompetitiveCost leadershipDifferentiationFocus
2013 IO Marketing – Proprietary and Confidential
How to Benchmark as pricing, and don’t look for new product
information. Keep information you receive confidential. Focus on a specific problem and define it
carefully Use employees who will actually implement
changes to identify the best-practices companies and to conduct on-site studies.
Be willing to share information with others. Avoid sensitive issues such
2013 IO Marketing – Proprietary and Confidential
BCG Matrix
2013 IO Marketing – Proprietary and Confidential
Scenario Planning Principles Scenarios have value only to the extent that they inform
decision makers and influence decision making. Scenarios add value to decision making only when
managers and others use them to systematically shape questions about the present and the future, and to guide how to go about answering them.
In each step of developing scenarios, the emphasis must be on identifying, challenging, and refining the substance of managers’ mindsets and knowledge.
2013 IO Marketing – Proprietary and Confidential
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