The Strategy Planning Process: Strategic Analyses, Objectives, Options and Projects

✍ Scribed by Rudolf Grünig, Richard Kühn, Dirk Morschett

• Publisher: Springer
• Year: 2022
• Tongue: English
• Leaves: 263
• Edition: 3
• Category: Library

✦ Synopsis

Strategic planning is an essential task that helps companies adapt to changes in the environment and to develop proactively. Accordingly, the goal of strategic planning is to ensure companies’ survival and long-term success. 

The strategy-planning process proposed in this book is based on the authors’ many years of experience as consultants and board members. The book shows how to carry out sound analyses, how to define concrete strategic objectives, how to develop and assess strategic options and how to determine which implementation projects are necessary. Numerous practical examples serve to illustrate the proposed approach.

For the third edition, the sections on corporate strategy and business strategy development have been redesigned and expanded. Throughout the book, many aspects have been clarified and simplified.

The book provides practitioners the knowledge they need to develop their own strategies. In addition, it offers a valuable textbook on the complex task of strategic planning.

✦ Table of Contents

Preface
Contents
List of Figures
List of Insets
1: Introduction to The Strategy Planning Process´´ References Part I: Idea and Process of Strategic Planning 2: Strategies, Strategic Planning, and Success Potentials 2.1 Strategies 2.2 Strategic Planning 2.3 Determining the Target Success Potentials as the Main Task of Strategic Planning Background Inset 2.1: Outside-in and inside-out approaches to determine success potentials Case Inset 2.2: Assessment of the success potentials of a producer of playing cards References 3: Development of Strategic Planning and its Integration into Strategic Management 3.1 Development of Strategic Planning Background Inset 3.1: Market-based view and Resource-based view 3.2 Integration of Strategic Planning into Strategic Management References 4: Strategic Documents 4.1 Categories of Strategic Documents 4.2 Company-Specific Combinations of Strategic Documents Reference 5: Strategy Planning Process 5.1 Basis of the Process Background Inset 5.1: Heuristic principles and their use in the strategy planning process 5.2 The Proposed Strategy Planning Process 5.3 Linking the Process with the Main Analysis and Planning Tools References Part II: Initializing Strategic Planning 6: Developing or Revising the Mission Statement 6.1 Introduction 6.2 Effects and Content of a Mission Statement 6.3 Process for Developing or Revising the Mission Statement References 7: Defining the Current Strategic Businesses 7.1 Introduction 7.2 Markets and Submarkets 7.2.1 Notion of Market 7.2.2 Dividing into Submarkets 7.3 Strategic Businesses 7.3.1 Notion of Strategic Business 7.3.2 Types of Strategic Business 7.3.3 Distinction of Types of Companies According to Their Strategic Businesses 7.4 Process for Defining the Current Strategic Businesses Case Inset 7.1: Defining the businesses for a producer of food and pharmaceutical products References 8: Preparing the Strategy Planning Project 8.1 Introduction 8.2 Strategy Planning as a Project 8.3 Process for Preparing the Strategy Planning Project References Part III: Strategic Analysis at the Corporate Level 9: Global Environment Analysis 9.1 Introduction 9.2 PESTEL Analysis 9.3 Scenario Analysis Case Inset 9.1: Scenario Analysis of a Swiss Electricity Company 9.4 Process for the Global Environment Analysis References 10: Portfolio Analysis 10.1 Introduction 10.2 Boston Consulting Group Portfolio 10.2.1 Portfolio Matrix 10.2.2 Basis of the Portfolio Background Inset 10.1: Market Life Cycle Background Inset 10.2: Experience Curve 10.2.3 Recommendations for the Businesses and the Portfolio as a Whole 10.3 McKinsey Portfolio 10.3.1 Portfolio Matrix Case Inset 10.3: Determination of the Current Positions of Businesses in the McKinsey Portfolio 10.3.2 Basis of the Portfolio Background Inset 10.4: PIMS Program 10.3.3 Recommendations for the Businesses and the Portfolio as a Whole 10.4 Process for Portfolio Analysis Case Inset 10.5: Portfolio Analysis in a Swiss Retail Group References 11: Diagnosing the Strategic Challenges at the Corporate Level 11.1 Introduction 11.2 SWOT Matrix 11.3 TOWS Matrix Case Inset 11.1: Diagnosing the Strategic Challenges in a Wine Trading Company 11.4 Process for Diagnosing the Strategic Challenges at the Corporate Level References Part IV: Developing the Corporate Strategy 12: Developing and Assessing Strategic Options for the Company 12.1 Introduction 12.2 Corporate Options Matrix Case Inset 12.1: Corporate Options Matrix of a Producer of Polymer Parts 12.3 Differentiated Ansoff Matrix Background Inset 12.2: Diversification-Performance Study 12.4 Process for Developing and Assessing Strategic Options for the Company References 13: Defining the Strategic Objectives for the Company 13.1 Introduction 13.2 Strategic Objectives for the Company Background Inset 13.1: Strategic Objectives of Companies in Practice Case Inset 13.2: Strategic Objectives of Sika AG 13.3 Target Portfolio Case Inset 13.3: Target Portfolio and Business Objectives of an Austrian Trading Company 13.4 Materiality Analysis 13.5 Process for Defining the Strategic Objectives for the Company References 14: Formulating the Corporate Strategy 14.1 Introduction 14.2 Content of a Corporate Strategy 14.3 Process for Formulating the Corporate Strategy References 15: Developing Project Plans for the Implementation of the Corporate Strategy 15.1 Introduction 15.2 Types of Projects for the Implementation of the Corporate Strategy 15.3 Process for Developing Project Plans for the Implementation of the Corporate Strategy References Part V: Strategic Analysis of a Business 16: Identifying the Industry-Specific Success Factors 16.1 Introduction 16.2 Idea of Success Factors 16.3 Process for Identifying Industry-Specific Success Factors References 17: Industry Environment Analysis 17.1 Introduction 17.2 PESTEL Analysis 17.3 Process for the Industry Environment Analysis References 18: Industry Analysis 18.1 Introduction 18.2 Five Forces Model Case Inset 18.1: Application of the Five Forces Model to a Capital Goods Producer 18.3 Strategic Groups Model Case Inset 18.2: Forming Strategic Groups in the Industry of Swiss Watch Producers 18.4 Process for Industry Analysis References 19: Market Analysis 19.1 Introduction 19.2 Market System Model 19.3 Industry Segment Analysis Case Inset 19.1: Industry Segment Analysis of a Swiss Chocolate Producer 19.4 Process for Market Analysis References 20: Analyzing the Competitive Position and the Business Model 20.1 Introduction 20.2 Generic Business Strategies 20.2.1 Description 20.2.2 Success Conditions and Risks Background Inset 20.1: Outpacing Strategies 20.3 Business Model Case Inset 20.2: Business Model of Nespresso Case Inset 20.3: Business Model of Airbnb 20.4 Strengths and Weaknesses Analysis 20.5 Process for Analyzing the Competitive Position and the Business Model References 21: Diagnosing the Strategic Challenges of the Business 21.1 Introduction 21.2 Process for Diagnosing the Strategic Challenges of the Business Case Inset 21.1: Diagnosing the Strategic Challenges in an Electricity Company Reference Part VI: Developing a Business Strategy 22: Developing and Assessing Strategic Options for the Business 22.1 Introduction 22.2 Blue Ocean Strategies 22.2.1 Overview 22.2.2 Developing Blue Ocean Strategies Background Inset 22.1: The Six Paths Case Inset 22.2: Blue Ocean Strategy of Yellow Tail Wine 22.2.3 Blue Ocean Strategies and Generic Business Strategies 22.3 Process for Developing and Assessing Strategic Options for the Business Case Inset 22.3: Developing Options for Bus Trips References 23: Defining the Strategic Objectives for the Business 23.1 Introduction 23.2 Strategic Objectives for the Business 23.3 Process for Defining the Strategic Objectives for the Business 24: Formulating the Business Strategy 24.1 Introduction 24.2 Content of a Business Strategy 24.3 Process for Formulating the Business Strategy References 25: Developing Project Plans for the Implementation of the Business Strategy 25.1 Introduction 25.2 Types of Projects for the Implementation of a Business Strategy 25.3 Process for Developing Project Plans for the Implementation of the Business Strategy Reference Part VII: Finalizing Strategic Planning 26: Developing the Functional Strategies 26.1 Introduction 26.2 Functional Strategies Background Inset 26.1: The Operations Strategy as an Example of a Functional Strategy 26.3 Process for Developing the Functional Strategies References 27: Final Assessment of All Strategic Guidelines 27.1 Introduction 27.2 Process for the Final Assessment of All Strategic Guidelines Reference 28: Preparing the Strategic Implementation 28.1 Introduction 28.2 Balanced Scorecard Case Inset 28.1: Balanced Scorecard for a business of a trading company 28.3 Process for Preparing the Strategic Implementation Case Inset 28.2: Communication of the Holcim Strategy 2018-2022 References 29: Final Remarks onThe Strategy Planning Process´´
Glossary
Bibliography
Index