Technology Strategy Supplement Learning Objectives

1. Technology Strategy Supplement Learning Objectives • List and briefly discuss the primary ways that business organizations compete. • List five reasons for the poor competitiveness of some companies. • Define the term strategy and explain why strategy is important for competitiveness. • Contrast strategy and tactics.

2. Learning Objectives • Discuss and compare organization strategy and operations strategy, and explain why it is important to link the two. • Describe and give examples of time-based strategies. • Define the term productivity and explain why it is important to organizations and to countries. • List some of the reasons for poor productivity and some ways of improving it.

3. Competitiveness: How effectively an organization meets the wants and needs of customers relative to others that offer similar goods or services

4. Businesses Compete Using Marketing • Identifying consumer wants and needs • Pricing • Advertising and promotion

5. Businesses Compete Using Operations • Product and service design • Cost • Location • Quality • Quick response

6. Businesses Compete Using Operations • Flexibility • Inventory management • Supply chain management • Service and service quality • Managers and workers

7. Why Some Organizations Fail • Too much emphasis on short-term financial performance • Failing to take advantage of strengths and opportunities • Neglecting operations strategy • Failing to recognize competitive threats

8. Why Some Organizations Fail • Too much emphasis in product and service design and not enough on improvement • Neglecting investments in capital and human resources • Failing to establish good internal communications • Failing to consider customer wants and needs

9. Mission/Strategy/Tactics Mission Strategy Tactics How does mission, strategies and tactics relate to decision making and distinctive competencies?

10. Strategy • Mission • The reason for existence for an organization • Mission Statement • States the purpose of an organization • Goals • Provide detail and scope of mission • Strategies • Plans for achieving organizational goals • Tactics • The methods and actions taken to accomplish strategies

11. Planning and Decision Making Figure 2.1 Mission Goals OrganizationalStrategies Functional Goals Finance Strategies MarketingStrategies OperationsStrategies Tactics Tactics Tactics Operatingprocedures Operatingprocedures Operatingprocedures

12. Strategy Example Example 1 Rita is a high school student. She would like to have a career in business, have a good job, and earn enough income to live comfortably Mission: Live a good life • Goal: Successful career, good income • Strategy: Obtain a college education • Tactics: Select a college and a major • Operations: Register, buy books, take courses, study, graduate, get job

13. Examples of Strategies • Low cost • Scale-based strategies • Specialization • Flexible operations • High quality • Service

14. Strategy and Tactics • Distinctive Competencies The special attributes or abilities that give an organization a competitive edge. • Strategy Factors • Price • Quality • Time • Flexibility • Service • Location

15. Examples of Operations Strategies Price Low Cost U.S. first-class postage Motel-6, Red Roof Inns Quality High-performance design or high quality Consistent quality Sony TV Lexus, Cadillac Pepsi, Kodak, Motorola Time Express Mail, Fedex, One-hour photo, UPS Rapid deliveryOn-time delivery Flexibility Variety Volume Burger King Supermarkets Service Superior customer service Disneyland Nordstroms Location Convenience Banks, ATMs Table 2.2

16. Global Strategy • Strategic decisions must be made with respect to globalization • What works in one country may not work in another • Strategies must be changed to account for these differences • Other issues • Political, social, cultural, and economic differences

17. Strategy Formulation • Distinctive competencies • Environmental scanning • SWOT • Order qualifiers • Order winners

18. Strategy Formulation • Order qualifiers • Characteristics that customers perceive as minimum standards of acceptability to be considered as a potential purchase • Order winners • Characteristics of an organization’s goods or services that cause it to be perceived as better than the competition

19. Key External Factors • Economic conditions • Political conditions • Legal environment • Technology • Competition • Markets

20. Key Internal Factors • Human Resources • Facilities and equipment • Financial resources • Customers • Products and services • Technology • Suppliers

21. Operations Strategy • Operations strategy – The approach, consistent with organization strategy, that is used to guide the operations function.

22. Strategic OM Decisions Table 2.4

23. Quality and Time Strategies • Quality-based strategies • Focuses on maintaining or improving the quality of an organization’s products or services • Quality at the source • Time-based strategies • Focuses on reduction of time needed to accomplish tasks

24. Time-based Strategies JAN FEB MAR APR MAY JUN Planning Designing Processing Changeover On time! Delivery

25. Outsourcing • Higher productivity in another company is a key reason organizations outsource work • Improving productivity may reduce the need for outsourcing

26. Improving Productivity • Develop productivity measures • Determine critical (bottleneck) operations • Develop methods for productivity improvements • Establish reasonable goals • Get management support • Measure and publicize improvements • Don’t confuse productivity with efficiency

27. Video: Process Strategy

28. Video: Compet. Analysis