Table of Contents
PPT Slide
“Management’s job is not to see the company as it is….but as it can become.”
Chapter Outline
Developing a Vision or Mission
Why Have a Mission or Strategic Vision?
Characteristics of a Strategic Vision
Elements of a Strategic Vision
Example: Strategic Vision
Example: Strategic Vision
Example: Strategic Vision
Example: Strategic Vision
Defining a Company’s Business
Business Mission: Russell Corp.
Business Mission: McDonald’s
Broad - Narrow Mission Statements?
Definitions: Broad - Narrow Scope
Mission Statement of a Diversified Firm
Mission Statements for Functional Departments
Mission Statements of Functional Departments
Decision Time: What Will the Vision Be?
Intel’s “Strategic Inflection Points”
Communicating the Vision
Managerial Value: Strategic Vision and Mission
Establishing Objectives
Purpose of Objectives
Strategic Management Principle
Types of Objectives Required
Strategic Management Principle
Examples: Financial Objectives
Examples: Strategic Objectives
Corporate Objectives: McDonald’s
Corporate Objectives: 3M Corporation
Corporate Objectives: Anheuser-Busch
Corporate Objectives: McCormick & Co.
Strategic or Financial Objectives --Which Take Precedence?
Strategic Management Principle
The Concept of Strategic Intent
The Concept of Strategic Intent
Short-Range and Long-Range Objectives
Objectives Are Needed at All Levels
Strategic Management Principle
Crafting a Strategy
Strategizing Is HOW To . . .
Characteristics of Strategy-Making
Fig. 2-1(a): Levels of Strategy-Making: A Diversified Company
Levels of Strategy-Making: A Single-Business Company
Corporate Strategy for a Diversified Company
Tasks of Corporate Strategy
Strategy Components of a Single-Business Company
What Business Strategy Involves
Functional Strategies
Operating Strategies
Example: Operating Strategy
Example: Operating Strategy
Uniting the Company’s Strategy-Making Effort
Networking of Missions, Objectives, and Strategies
Strategic Management Principle
Factors Shaping the Choice of Company Strategy
Social, Political, Regulatory, and Citizenship Factors
Corporate Social Responsibility
Competitive Conditions and Industry Attractiveness
Strategic Management Principle
Company Opportunities and Threats
Company Strengths, Competencies, and Competitive Capabilities
Strategic Management Principle
Ambitions, Philosophies, and Ethics of Key Executives
Shared Values and Company Culture
Hewlett-Packard’s Basic Values: “The HP Way”
Linking Strategy With Ethics
Ethical Responsibilities of Firm to Stakeholders
Tests of a Winning Strategy
Strategic Management Principle
Approaches to Performing the Strategy-Making Task
PPT Slide
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