CORPORATE STRATEGY:
- EMERGENCY
- Olympian
- Acquisition-DRIVEN
- MARKET EXPANSION
- COMPETENCY-AND-CULTURE-BASED BUILDING
- CONTROL PERFORMANCE
1.EMERGENCY
Business conditions:
- Companies in disarray
- The financial crisis / no expectations gap
- The threat of takeover / lose position
Skills in the Company:
- Center intended to stop normal relations with business and interventions
- Center was able to create "facts"
- Center can be very powerful and "rough" / main power
Character Strategies:
- Company chaotic
- Intervention by the central
- Centralized while
- Actions firm immediately
- Changes to the "style" the other, delayed
2.OLYMPIAN
Business conditions:
- Market and competitive environment is stable
- Attractive Market
- Similar key success factor in all business
- Internationalization is not the main factor issues
Company Skills:
- Center is not appreciated by business unit
- The cost for the benefits exceed the Center
- Operational Management both
Character Strategies:
- Hands off, minimalist
- Business partner in good condition
- Center for quiet, very limiting ourselves
- The main function for the CEO
3.ACQUISITION-DRIVEN
Business conditions:
- Industry is very favorable conditions
- Goal achieved through good performance
Skills in the company:
- Record EPS, good
- Low Price Earning Ratio
- CEO and the Financial Department is experienced in takeovers
- System and complete financial control
- In-house finance team corporat
- Good operational management, able to manage a larger company
Character Strategies:
- Good Dealers
- Looking for a company with low PE ratio
- Increased performance
4.MARKET EXPANSION
Business conditions:
- Good conditions for business
- Global business with 2 or 3 competitors
- Availability of cash for considerable expansion
Skill in companies
- Cultural strong expansion
- Not dominated political game
- Top Management obsessed to become the market leader
- The company is more sensitive to market circumstances rather than financial considerations
- Consideration of a basic long-term decisions
Character Strategies:
- Commitment to the market leader for (almost) all business
- Me "manage" competition
- Eliminating unprofitable business
- Expansion of organic widely to adjacent segments
5.COMPETENCY BASED
Business conditions:
- Culture and competence more important than micro strategy describe the performance of competitors ...
- ... And repair the short, medium in terms of financial performance
Skills in the company:
- Board of Directors and top management are compact
- CEOs who have a clear vision
- Head Office is highly respected
- Awareness of interdependence and cooperation ethics
- Change the program of work will have consequences for years.
Character Strategies:
- Execution is more important than the strategy
- Change the culture of "fine tuning" to the Transformation
- The focus on strengthen at some elements of competence throughout the organization
6.PERFORMANCE CONTROL
Business conditions:
- The market can be predicted
- Stable competitive environment
Skills in the company:
- EPS above average
- Culture of continually improving profits
- Center is greatly appreciated and always add insight
- Control the overall financial good.
Character Strategies:
- Management by the numbers
- Financial centralized, others decentralized
- Belief in Profit
- Individual
- Monthly financial supervision
- Center enhance "value" through the challenges and broaden the horizon
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