ASSIGNMENT Course Code : MS-11 Course Title : Strategic Management Assignment No. : 11/TMA/SEM-II/2010 Coverage : All Blocks Note: There are five questions in this assignment. Attempt all the questions and send them to the Coordinator of the Study Centre you are attached with. 1. What do you understand by ‘mission’? Explain why it is necessary at the starting point in the process of formulating a strategy? Solution : Mission is a purpose or reason for the organizational existence, the nature of business it is in, and the customers it seeks to serve and satisfy. Its is the basis of awareness of a sense of purpose. Every company spelt the mission statement which is usually reflective of the value systems of the founder. The mission statement should lead to objectives and goals of an organization. An organization statement of purpose and mission tells what it is, why it exists and the unique contribution it can make. This is a mission statement which defines an organization purpose or desire i.e. what organization wants to achieve. Methodical control of an organization's operations through establishment of OBJECTIVES / standards and targets , and a continuous monitoring and adjustment of performance against the OBJECTIVES.
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ASSIGNMENT
Course Code : MS-11
Course Title : Strategic Management
Assignment No. : 11/TMA/SEM-II/2010
Coverage : All Blocks
Note: There are five questions in this assignment. Attempt all the questions and send them to the Coordinator of the Study Centre you are attached with.
1. What do you understand by ‘mission’? Explain why it is necessary at the starting point in
the process of formulating a strategy?
Solution : Mission is a purpose or reason for the organizational existence, the nature of business it
is in, and the customers it seeks to serve and satisfy. Its is the basis of awareness of a sense of
purpose. Every company spelt the mission statement which is usually reflective of the value
systems of the founder. The mission statement should lead to objectives and goals of an
organization. An organization statement of purpose and mission tells what it is, why it exists and
the unique contribution it can make. This is a mission statement which defines an organization
purpose or desire i.e. what organization wants to achieve.
Methodical control of an organization's operations through establishment of OBJECTIVES / standards and targets , and a continuous monitoring and adjustment of performance against the OBJECTIVES.
VisionMembers of the organization often have some image in their minds about how the organization should be working, how it should appear when things are going well. MissionAn organization operates according to an overall purpose, or mission. ValuesAll organizations operate according to overall values, or priorities in the nature of how they carry out their activities. These values are the personality, or culture, of the organization. Strategic GoalsOrganizational members often work to achieve several overall accomplishments, or goals, as they work toward their mission.
ORGANIZATIONAL objectives are the stated, measurable targets of how to achieve business aims. For instance, we want to achieve sales of €10 million in in 2009. A mission statement sets out the business vision and values that enables employees, managers, customers and even suppliers to understand the underlying basis for the actions of the business.Business ObjectivesObjectives give the business a clearly defined target. Plans can then be made to achieve these
targets. This can motivate the employees. It also enables the business to measure the progress towards to its stated aims.The most effective business objectives meet the following criteria:S – Specific – objectives are aimed at what the business does, e.g. a hotel might have an objective of filling 60% of its beds a night during October, an objective specific to that business.M - Measurable – the business can put a value to the objective, e.g. €10,000 in sales in the next half year of trading.A - Agreed by all those concerned in trying to achieve the objective.R - Realistic – the objective should be challenging, but it should also be able to be achieved by the resources available.T- Time specific – they have a time limit of when the objective should be achieved, e.g. by the end of the year.The main objectives that a business might have are:Survival – a short term objective, probably for small business just starting out, or when a new firm enters the market or at a time of crisis.Profit maximisation – try to make the most profit possible – most like to be the aim of the owners and shareholders.Profit satisficing – try to make enough profit to keep the owners comfortable – probably the aim of smaller businesses whose owners do not want to work longer hours.Sales growth – where the business tries to make as many sales as possible. This may be because the managers believe that the survival of the business depends on being large. Large businesses can also benefit from economies of scale.
StrategiesOrganizations usually follow several overall general approaches to reach their goals. Systems and Processes that (Hopefully) Are Aligned With Achieving the GoalsOrganizations have major subsystems, such as departments, programs, divisions, teams, etc. Each of these subsystems has a way of doing things to, along with other subsystems, achieve the overall goals of the organization. Often, these systems and processes are define by plans, policies and procedures. How you interpret each of the above major parts of an organization depends very much on your values and your nature. People can view organizations as machines, organisms, families, groups, etc. (We'll consider more about these metaphors later on in this topic in the library.)
What is a Mission Statement?You should think of a mission statement as a cross between a slogan and an executive summary. Just as slogans and executive summaries can be used in many ways so too can a mission statement. An effective mission statement should be able to tell your organization story and ideals in less than 30 seconds.
Here are some basic guidelines in writing a mission statement: 1 A mission statement should say who your organization is, what you do, what you stand for and why you do it. . 2 The best mission statements tend to be 3-4 sentences long. 3 Avoid saying how great you are, what great quality and what great service you provide.4 Make sure you actually believe in your mission statement, if you don't, it's a lie, and your customers will soon realize it. =========================================================================McDONALD MISSION STATEMENT
"McDonald's vision/ MISSION is to be the world's best quick service restaurant experience. Being the best means providing outstanding quality, service, cleanliness, and value, so that we make every customer in every restaurant smile."
IF YOU ANALYZE THE MISSION STATEMENT
and THE SIGNIFICANT WORDS IN IT.
*BEST QUICK SERVICE.
*OUTSTANDING QUALITY
*OUTSTANDING SERVICE
*CLEANINESS
*VALUE
*MAKE THE CUSTOMER SMILE.
McDONALD has taken these elements to everycorner of the world.
-usa, canada,mexico-brazil, argentina-uk, west europe-russia, east europe-china-west asia-africa continent-india,south east asia-australia / new zealand
THEY HAVE APPLIED THE COMPANY MISSIONEVERYWHERE UNIFORMLY.
AT THE SAME TIME, THEY HAVE ADOPTEDTHE TASTE /CUSTOMS OF THE LOCAL REGION.
THAT IS THE REASON THEY ARE SUCHA WONDERFUL/ SUCCESSFUL COMPANY.
THEIR MISSION DRIVES THE BUSINESS.==============================================================
2. Using the published information about Dell Computers, write a brief case study showing
the strategic development and its current strategic position.
Solution:
DELL'S SALES REVENUE
1984----------START UP
1992----------$2 BILL US
1996----------$16 BILL US
2004----------$41 BILL US
2008----------$61 BILL US
2009----------$61 BILL US
==========================
DELL'S STRATEGY IS AN UNCONVENTIONAL APPROACH.
• 1984 The company becomes the first in the industry to sell custom-built computers directly to
end-users, bypassing the dominant system of using computer resellers to sell mass-produced
computers.
• 1986 Dell unveils the industry's fastest-performing computer, pioneers the industry's first
thirty-day money back guarantee, and offers the industry's first onsite service program.
• 1996 The company's quiet bid to sell custom-built computers over the Internet quickly
becomes a public revolution when the company announces that sales over www.dell.com have
exceeded $1 million per day. Dell introduces also its first custom custom-made web links for
customers. Called "Premier Pages", the links allow customers to tap directly into the company's
own service and support databases.
1998 Dell establishes web-based connections with its suppliers to speed the flow of inventory and
quality information
================================
THE THREE GOLDEN DELL RULES
Disdain inventory
Always listen to the customer
Never sell indirect
=====================================
DELL COMPETITIVE STRATEGIES
• Speed to market
• Superior customer service
• A fierce commitment to producing consistently high quality, custom-made computer systems
that provide the highest performance and the latest relevant technology to the customers
An early exploitation of the INTERNET.
==========================================
DEVELOPING THE FAST PACED FLEXIBLE CULTURE
Set a Common Goal.
- Mobilize your people around a common goal.
-Help them feel a part of something genuine, special, and important,
and you'll inspire real passion and loyalty.
====================================
DELL'S TIGHTLY ALIGNED BUSINESS STRATEGY.
THIS STRATEGY HAS SEVERAL KEY ELEMENTS
Dell's transformation
Profitability management, coordinating a company's day-to-day activities through careful
forethought and great management, was at the core of Dell's transformation in this critical period.
Dell created a tightly aligned business model that enabled it to manage away the need for its
component inventories. Not only was capital not needed, but the change generated enormous
amounts of cash that Dell used to fuel its growth. How did Dell do it?
At the heart of Dell's profitability management was a seemingly impossible dilemma: the
company had adopted a build-to-order system, yet it had to commit to purchase key components
sixty days in advance. How did Dell manage this?
1.Account selection. Dell purposely selected customers with relatively predictable purchasing
patterns and low service costs. The company developed a core competence in targeting
customers, and kept a massive database for this purpose. A large portion of Dell's business
stemmed from long-term corporate relationship accounts—customers having predictable needs
closely tied to their budget cycles. For these, Dell developed powerful customer-specific intranet
Web sites with predetermined custom specifications and budgets. The remainder of Dell's
business involved individual consumers. To obtain stable demand in this segment, Dell used
higher price-points and the latest technology products to target second-time buyers who had
regular upgrade purchase patterns, required little technical support, and paid by credit card.
2.Demand management. "Sell what you have" was the phrase that Dell developed for the crucial
function of matching incoming demand to predetermined supply. This occurred at several levels.
At a monthly MSP/MPP (master sales plan/master production plan) meeting led by CEO Michael
Dell, top-level managers agreed on a five-quarter rolling forecast with a strong focus on "the
current quarter plus one." In this meeting, Dell's functional department leaders balanced and
agreed on internal product strategies, competitive factors, and constraints. At the meeting, the
sales commission plan was set to equal the production plan. Through this process, Dell
synchronized the company every thirty days.
At a weekly Lead-Time Meeting, senior executives in sales, marketing, and supply chain
collectively interpreted demand trends and supply issues to determine where component overages
or underages were likely to develop. The meeting focused on a common variable: lead time for
product delivery to customer. At this meeting, the group focused on managing product lead times
to ensure that customers would not cancel sales, and that Dell would not be stuck with unsold
components.
If a product lead time was climbing, purchasing could expedite component deliveries or shift to
alternative sources of supply, or sales could try to induce customers to buy substitute products. If
component overages were accumulating, sales could provide incentives for order-takers to steer
customers toward the makeable set of products, or could bundle products with an attractive
umbrella price. The order-takers could tell from their screens which configurations were
available, and the dynamic incentives induced them to steer point-of-sale demand toward these.
Dell's pricing also reflected real-time demand management, and varied significantly from week to
week. While its competitor's prices were stable with periodic adjustments, Dell's prices varied
significantly from week to week as the company modified its prices to push products where
component inventory was building beyond prescribed levels.
The weekly Lead-Time Meetings had a very strong impact on Dell's culture. Once the sales
executives agreed on a set of products to be made, they "owned" the task of ensuring that these
products would be sold. The product lead times were posted daily for all to see, and this drove the
daily profitability management process.
Dell's core philosophy of actively managing demand in real time, or "selling what you have,"
rather than making what you want to sell, was a critical driver of Dell's successful profitability
management. Without this critical element, Dell's business model simply would not have been
effective.
3.Product lifecycle management. Because Dell's customers were largely high-end repeat buyers
who rapidly adopted new technology, Dell's marketing could focus on managing product lifecycle
transitions. The company's direct marketing provided real-time customer feedback, which led to
the rapid rounds of learning essential to product development and crisp lifecycle timing. Dell
became expert at curtailing the end-of-life tail of its six-to-nine-month product cycle.
4.Supplier management. Although Dell's manufacturing system featured a combination of build-
product-to-order and buy-component-to-plan processes, the company worked closely with its
suppliers to introduce more flexibility into its system. Dell concentrated its supplier base into 50
to 100 suppliers accounting for 80 percent of its purchases. Supplier selection was based only 30
percent on cost, with the other 70 percent on quality, service, and flexibility.
5.Forecasting. Dell's forecast accuracy was about 70 to 75 percent, due to its careful account
selection. Demand management, in turn, closed the forecast gap. When in doubt, Dell managers
over-forecast on high-end products because it was easier to sell up, and high-end products had a
longer shelf life.
6.Liquidity management. Direct sales were explicitly targeted at high-end customers who paid
with a credit card. These sales had a four-day cash conversion cycle, while Dell took forty-five
days to pay its vendors. This generated a huge amount of liquidity that helped finance Dell's rapid
growth and limited its external financing needs. This cash engine was a key underlying factor that
enabled Dell to earn such extraordinarily high returns.
Genesis of Dell's process
How did Dell create its tight profitability management process? The answer is very telling.
The seeds of Dell's success were sown in its failures of an earlier time. In 1994, Dell created two
important products that were deficient due to quality problems. Sales plummeted and Dell faced a
serious cash shortfall. At the same time, the company realized that it had to accelerate its growth
in order to move from the list of declining Tier 2 manufacturers (Commodore, Zeos, etc.) to the
group of prospering Tier 1 producers (IBM, Compaq, etc.), and this required even more cash.
The executives met to decide how to generate the funds to keep the company alive. The decision
was made to dramatically reduce inventories. The heads of manufacturing and marketing were
charged with devising a way to run the business without component inventories. At first they
resisted. Then they developed a way to meet this goal.
The new Dell business model developed over a period of time. The first set of objectives focused
on lowering inventory by 50 percent, improving lead time by 50 percent, reducing assembly costs
by 30 percent, and reducing obsolete inventory by 75 percent.
The new system was phased in, with component inventory dropping from seventy days to thirty
to forty days, then to twenty days, then to nearly zero. At the same time, the sales force was
trained to "sell what you have." As the new profitability management system emerged and proved
viable, Dell moved aggressively to refine it and to bring the other functional activities into tight
alignment.
Dell used the freed-up cash to fuel its growth, chiefly in major corporate accounts. These
accounts were originally hard for Dell to penetrate because they were generally buying from
resellers. In order to win this business from the resellers, Dell had to convince the accounts that
its products were of comparable quality, and that it could meet the necessary service and delivery
requirements.
It was widely thought that Dell's build-to-order model could not meet the delivery requirements
of major accounts. Once Dell demonstrated that it could build to specific customer orders and
meet delivery and quality requirements, growth followed. This dynamic enabled Dell to catapult
to first-tier status.
Two surprises greeted the Dell executives who were creating this new process.
First, as inventory dropped, lead-time performance improved. The reason was that Dell was not
simply carrying component inventory against forecasted sales, but rather was aligning inventory
and sales, managing profitability on a daily, weekly, and monthly basis.
Second, as inventory disappeared, the company's returns grew disproportionately. Not only did
Dell avoid carrying costs and obsolete stock, but importantly, it was saving enormous amounts of
money on purchasing components because the component prices were dropping 3 percent per
month.
Profitability, not inventory
The inventory in a channel is determined by the variance in supply and the variance in demand.
Unless these variances are reduced, channel inventory can only be moved around, not eliminated.
I think of this as the "waterbed effect." When you sit on a waterbed, it sinks in one spot and
bulges in another. The water is redistributed but the amount stays the same.
Through its use of profitability management, Dell matched supply and demand on a daily,
weekly, and monthly basis. It sharply reduced the variance, and the need for inventories simply
disappeared.
In many companies, inventory substitutes for profitability management, tying up valuable capital
and preventing the company from focusing on day-to-day business alignment. In most
companies, managers face a choice between managing inventory and managing away the need for
it.
By the way, are you managing profitability or inventory? If the answer is profitability, you can
have your cake and eat it too!
3. Identify a firm of your choice which is a single business unit. Read the published
information available on the firm identified, explain the advantages and disadvantages of
the corporate profile the company has.
Solution:
The organization, I am familiar with is a
-a large manufacturer/ marketer of safety products
-the products are used as [personal protection safety] [ industrial safety]
-the products are distributed through the distributors as well as sold directly
-the products are sold to various industries like mining/fireservices/defence/
as well as to various manufacturing companies.
-the company employs about 235 people.
-the company has the following functional departments