Administracion estratégica

Chapter 1 p
STRATEGIC LEADERSHIP: MANAGING THE STRATEGYSTRATEGYMAKING PROCESS FOR COMPETITIVE ADVANTAGE

“If you don’t have a strategy y y gy you will be . . . part of somebody else’s strategy ” else s strategy.
- Alvin Toffler

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Profitability of y Walmart & Competitors

Figure 1.1 11
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Why do some organizations succeed while others fail?
StrategyStrategy- a set of related actions managers take to increase company’s performance company s performance.

o Strategic Leadership- Effectively managing St t i Leadership- Eff ti l L d hi i a company’s strategy-making process strategyo Strategy Formulation- Determining &Formulationselecting strategies o Strategy Implementation- Putting strategies Implementationinto action to improve company’s efficiency & effectiveness
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Determinants of Shareholder Value

Figure 1.2 12

To increase shareholder value, managers must pursue strategies that increase the profitability of the company and grow the profits.
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Superior Performance “Maximizing shareholder g value is the ultimate goal of profit making companies ”
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Competitive Advantage “ results when a lt h company s company’s strategies lead to superior p performance compared p to competitors
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Sustained Competitive Ad C titi Advantage t

“A company’s ’ strategies enable it to maintain above average profitability for g p y a number of years.”
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Company’s Business Model Company s
“ a conception of how a set of strategies mesh (to) allow company to gain competitive advantage and achieve superior profitability Encompasses how the company will:
• • • • • • Select customers Define/differentiate product offerings Createvalue for customers Acquire/keep customers Produce goods/services Lower costs L t

• • • • •

Deliver goods/services to market Organize activities within company Configure its resources Achieve/sustain a high profitability Grow business over time G b i ti
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