Stratejik Planlama

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Stratejik Planlama

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2. Program

• Stratejik planlama
• Strateji gelistirme yöntemi
• Dengeli puan karti
• Gelisim hakkinda tahmin

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3. Strateji

• Isletmenin hedeflerine ulasmasinda hangi yönde
  gidecegi için net kararlar almak ve planlama
• Uzun vadeli bakis açisi
• Rekabette avantaj yaratmak için isletmemin
  çevredeki pozisyonunun kirmizi çizgide konulmasi.
  

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4. Stratejik planlama

• Nedir?
• Belirli bir yapi içinde gelecekte yapmak
  istediginiz ve bunu nasil tasarlayacaginiz
  düsünmek
• Nitel düsünceler ortaya çikartmak ve bu
  düsünceleri bir esasa oturtmak için nicel
  kriterleri belirlemek
• Gelecekle ilgili vizyonumuzu gelistirmek için
  kullanacagimiz yardimci belge
• Stratejik seçimler yapmak

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5. Stratejik planlama

• Nihai sonuç olarak
• kagit üzerinde dikkatle hazirlanmis planiniz
• üçüncü sahislar için iletisim
  imkanlari(örnegin banka)
• Faaliyet olarak
• düsünme ve ögrenme süreci
• yansima ve eylem
• günlük rutin islerden uzaklasma imkani
• Gelecek ile ilgili saticilar, tedarikçiler ve
  personelinizle fikir paylasiminda bulunmak v.s.

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6. Stratejik planlama

• Neden bazi isveren veya yöneticiler stratejik
  planlama yapmaz?
• çok hizla degisen çevreye baglilik
• zaman yetersizligi
• veri yetersizligi
• bilgi yetersizligi
• bütçe yetersizligi
• gelenekler

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7. STRATEJIK PLANLAMA

• Stratejik planlama yetersizligi kötü halkalar

Plana göre çalismiyorlar
Plani devamli düzeltiyorlar
Uzun vadeli politikalar gelistirmek için yeterli
zamanin olmamasi
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8. Stratejik planlama

• Ilgi
• Isletmenin devamliligi için önemli sartlar
• Çevredeki gelismeler için hazirlikli olun
• Müsteri davranis degisikligi için hazirlikli olun
  
• Ad hoc plan o prevent an ad hoc policy

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9. Strategy process

• .

To determine from vision, standards, values
Personal and company goals
Internal means, capacities, 7 S model Value
chain, BCG matrix, External environment,
competitors, DESTEP
Strategic analysis
Swot-analysis and confrontation
Swot analysis
Basic strategies, evaluate and select strategic
options
Strategic choices
Organizationstructure, change- management,
actionplans
Strategic implementation
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10. Personal/company goals

• Own vision, values, standards
• Type of employer (salesman, technician, manager,
  accountant)
• Skills, capacities and ambition
• Strong and weak points of employers or management

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11. Vision

• Expectation or picture of the future
• Environment
• Fantasized or dreamed position
• Formula for success
• Core questions
• What is the relevant environment in the near
  future?
• Where do we want to functionate at that moment?
• How can we realize the fantasized position?

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12. Mission

• What we want to propagate (mission statement).
• Elements
• Field of activity (who we are, what we are
  doing?)
• Right to exist (which are our clients?)
• Importance for the stakeholders
• Standards, values
• Intentions and ambitions

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13. Strategic analysis

• Internal analysis
• Resource based approach
• 7S model of Mc Kinsey
• The value chain
• External analysis
• Five forces-model of Porter
• DESTEP
• Analysis of the competition

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14. Internal analysis

• Resource based approach
• Company has unique, not to copy, not to imitate
  or steal resources and combination of resources.
• This can result in a unique product-market
  combination, with which the company can realize
  an advantage in competition.
• Resources are employees, buildings, (technical)
  knowledge, capital etc.

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15. Internal analysis

• 7S-model

strategy
systems
structure
shared values
skills
style
staff
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16. Internal analysis

• Value chain determine core competencies, which
  give an advantage in competition

infrastructure, organization
human resource management
technological knowledge and development
yield
purchase management goods and services
collection storage
produc- tion
distribution
sales
service
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17. Internal analysis

• Analysis product-market combinations
• Portfolio matrix BCG

high
problem children
stars
grow of returns
cash cows
dogs
low
high
low
relative market share
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18. External analysis

• Identify threats and opportunities with
  DESTEP-methode
• Demografic circumstances
• Economic circumstances
• Social circumstances
• Technical circumstances
• Ecological
• Politics

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19. External analysis

• Analysis industry sector with 5 forces model from
  Porter

competitors
Supplier and buyer negotiation power.
competitors and substitues threat
rivalry
supplier
buyer
substitutes
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20. External analysis

• Step-by-step-plan analysis of competition
• Which are my direct competitors?
• Determine the intensity and profitability
• concentration
• degree of free joining the market
• willingness for cooperation
• Collect information of the market of the
  competitors
• market share, strategy
• strong and weak points
• Determine own position related to the competitors

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21.External analysis
Analysis of the competitors
Name competitor
quality level
scale
price level
delivery time
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22. Strategic choices
SWOT confrontation table
External analysis
Threats
Opportunities
emphasize strenghts follow competitors
take advantage of
Strengths
Internal analysis
improve weaknesses bend, reorganize
turn around
Weaknesses
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23. Strategic choice

• Which direction?
• 1. Growth
• expansion strategy
• selective growth strategy
• spearhead innovation strategy
• build up strategy
• 2. Consolidation
• 3. Reduction/decrease strategy

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24. Strategic choice

• Growth
• Expansion strategy growth on the long term
  by
• market penetration
• product development
• market development
• diversification

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25 Strategic choice
Ansoff matrix growth strategy
Products, services
actual
new
actual
Product development
Market penetration
markets
Market development
Diversification
new
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26. Strategic choice

• Growth
• Selective growth strategy
• determine the core activities
• strenghten the postion of the core-
  activities
• stop/reduce some product-market-
  combinations

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27. Strategic choice
General electric matrix
Competition power
average
low
high
Invest grow
high
Reasonble potential
Market attraction
average
Harvest and dispose
low
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28. Strategic choice

• Growth
• Spearhead innovation strategy
• add new pmc to actual assortment
• Advantages better staggering, decrease of
  business risk
• strenghten of reputation of the brand
• Conditions experience and expertise are
  available
• good financial perspectives
  (profit/turnover)

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29. Strategic choice

• Growth
• Build up strategy based on portfolio of Boston
  Consulting Group
• Cash cows generate cash flow to build up problem
  children
• Problem children invest or build up with cash
  flow from cash cows
• Stars conquer market share stars must be able to
  succeed the cash cows
• Dogs consider to dispose

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30. Strategic choice

• Portfolio matrix, BCG-matrix

high
Problem children
stars
Grow in turnover
Cash cows
Dogs
low
high
low
Relative market share
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31. Strategic choice

• Consolidation
• no growth
• maintain/continue the actual position
• Active strategy
• counterbalance decreasing prices by
  improving the efficiency and effectiveness of
  the industrial processes
• reorganize, turn back to core activities

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32. Strategic choice

• Reduction
• Dispose PMC (dogs in portfolio matrix)
• Dispose product or service, which is at the end
  of lifecycle.

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33. Strategic choice

• The way to do it.
• Growth
• internal development
• acquisition
• cooperation
• Consolidation
• cooperation
• Reduction
• liquidation, management buy out, management
  buy in

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34. Implementation of strategy

• Strategy is the policy of the company for the
  long term.
• This policy must be translated to actions
• Tactical plans (1-2 years)
• Strategic plans (3-5 years)
• Operational plans (0-1 year)
• Plans give direction to the processes of the
  company
• Comparison of the results with the goals,
  possibly steer away

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35. Balanced Scorecard

• Critical success factors
• Success factors on which the company
  concentrates, to distinguish oneself for
  competition to build up an advantage in competion
• Performance indicator translation of critical
  success factors to measurable indicators

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36. Balanced Scorecard

Financial What determines financial success?
Internal processes What are our
core- competencies?
Clients How the clients experience us?
Vision And Strategy
Learning and Innovation How can we improve
ourselves continously?
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37. Balanced Scorecard

Critical success factors
Financial perspective Clients perspective Internal
processes Learning capacity
Performance indicators
Vision and Strategy
Formulate goals
Steering away
Realisation
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38. Balanced Scorecard

• Formulate goals per performance indicator
• SMART
• S specific, unambigiously
• M measurable
• A ambitious, acceptable
• R realistic, achievable
• T in a certain time

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39. Balanced Scorecard

• Advantages
• Structure in collection and assimilation of
  performance information
• Translation of strategy to operational
  performance indicators
• Perspective of learning and growing gives a
  challange to improving processes continuously
• BSC can be used as a planning instrument
• Gives insight in performance per critical success
  factor.

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40. Balanced Scorecard

• Implementation of BSC
• A laborious and difficult process
• Use external experts
• Involve employees with the process
• Choose a limited amout of performance indicators
• Pay attention to the availability of information
  of performance indicators