Long term objectives and strategies
Long term objectives
Profitability
Productivity
Competitive position
Employee development
Employee Relations
Technological leadership
Public responsibility
Qualities of long term objectives
Flexible
Measurable
Motivating
Suitable
Understandable
The balanced scorecard
Set of four measures directly linked to a company's strategy: financial performance, customer knowledge, internal business processes, and learning and growth.
Generic strategies
Low cost leadership
Differentiation
Focus
The value disciplines
Operational Excellence
Customer Intimacy
Product leadership
Grand strategies
Concentrated growth
Risk and rewards of concentrated growth
Conditions that favor concentrated growth
Rationale for superior performance
Market development
Concentration
Market development
Product development
Product development
Innovation
Horizontal Acquisition
Vertical Acquisition
Concentric diversification
Conglomerate diversification
Motivation for diversification
Turnaround
Cost reduction
Asset reduction
Divestiture
Liquidation
Bankruptcy
Strategic Alliances
Consortia, Keiretsu and chaebols
Selection of long-term objectives and grand strategy sets
The strategic management model seems to suggest that strategic choice decision making leads to the sequential selection of long-term objectives and grand strategies.
Sequence of objectives and strategy selection
The selection of long-range objectives and grand strategies involves simultaneous, rather than sequential decisions.
Designing a profitable business model
- What is your bussiness model?
- How do we make a profit?
- Customer development customer solutions profit model.
- Product pyramid profit model.
- Multicomponent system profit model.
- Switchboard profit model.
- Time profit model.
- Blockbuster profit model.
- Profit multiplier model.
- Enterpreneurial profit model.
- Specialization profit model.
- Installed based profit model.
- De facto standar profit model.