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.
Author(s): Rudolf Grünig, Richard Kühn, Dirk Morschett
Edition: 3
Publisher: Springer
Year: 2022
Language: English
Pages: 262
City: Cham
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 on ``The Strategy Planning Process´´
Glossary
Bibliography
Index
