Description
This is presentation explaining on strategy and its development.
Strategy development
Group 3
Strategy: it is a pattern of actions & allocation of resources to achieve a predetermined long term goal.
Business Strategy
Corporate Culture
Corporate Culture
• The beliefs and values shared by people who work in an organisation
– – – – How people behave with each other How people behave with customers/clients How people view their relationship with stakeholders People’s responses to energy use, community involvement, absence, work ethic, etc. – How the organisation behaves to its employees – training, professional development, etc.
Corporate Culture
• May be driven by: • Vision – where the organisation wants to go in the future • Mission Statement – summary of the beliefs of the organisation and where it is now
Corporate Culture
• May be reflected in:
– Attitude and behaviour of the leadership – Attitude to the role of individuals in the workplace – open plan offices, team based working, etc. – Logo of the organisation – The image it presents to the outside world – Its attitude to change
Strategic Planning
Strategic Planning
• First Stage of Strategic Planning may involve: • Futures Thinking
– Thinking about what the business might need to do 10– 20 years ahead
• Strategic Intents
– Thinking about key strategic themes that will inform decision making
• “The thicker the planning document, the more useless it will be”
Strategic Planning
• The Vision
– Communicating to all staff where the organisation is going and where it intends to be in the future – Allows the firm to set goals
• Aims and Objectives:
– Aims – long term target – Objectives – the way in which you are going to achieve the aim
Strategic Planning
• Example: • Aim may be for a chocolate manufacturer to break into a new overseas market • Objectives:
– – – – Develop relationships with overseas suppliers Identify network of retail outlets Conduct market research to identify consumer needs Find location for overseas sales team HQ
Strategic Planning
• Once the direction is identified: ?Analyse position ?Develop and introduce strategy ?Evaluate:
– Evaluation is constant and the results of the evaluation feed back into the vision
Analysis
SWOT
• Strengths – identifying existing organisational strengths • Weaknesses – identifying existing organisational weaknesses • Opportunities – what market opportunities might there be for the organisation to exploit? • Threats – where might the threats to the future success come from?
• Political: local, national and international political developments – how will they affect the organisation and in what way/s? • Economic: what are the main economic issues – both nationally and internationally – that might affect the organisation? • Social: what are the developing social trends that may impact on how the organisation operates and what will they mean for future planning? • Technological: changing technology can impact on competitive advantage very quickly!
PEST
• Examples:
• Growth of China and India as manufacturing centres • Concern over treatment of workers and the environment in less developed countries who may be suppliers • The future direction of the interest rate, consumer spending, etc. • The changing age structure of the population • The popularity of ‘fads’ like the Atkins Diet • The move towards greater political regulation of business • The effect of more bureaucracy in the labour market
Five-Forces
• Developed by Michael Porter: forces that shape and influence the industry or market the organisation operates in. – Strength of Barriers to Entry - how easy is it for new rivals to enter the industry? – Extent of rivalry between firms – how competitive is the existing market? – Supplier power – the greater the power, the less control the organisation has on the supply of its inputs. – Buyer power – how much power do customers in the industry have? – Threat from substitutes – what alternative products and services are there and what is the extent of the threat they pose?
Evaluation
Evaluation
• Data from sales, profit, etc. used to evaluate the progress and success of the strategy and to inform of changes to the strategy in the light of that data
Types of Strategy
CASE APOLLO HOSPITALS
• Dream of Dr. Prathap C Reddy to offer state of the art healthcare services in India • Known as "architect of healthcare” in India • 46 hospitals, 10 clinics and over 10,000 employees across the country • A record of over 7.4 million treated patients 3,15,000 preventive health checks done, 98.5% success rate in 45,000 cardiac surgeries
SWOT Analysis
Strength
Weakness 1.Standalone Pharmacies 2. High Attrition rates
Opportunities 1. Booming Medical tourism 2. Lack of Quality hospitals
Threats 1. High Competition expected 2. Evolving Technology
1.Integrated Health care 2. Best technology & services
In case of Apollo Hospitals
Health Care in India
• Presently worth $50 billion • $100 bn to be in2015
Private Sector Healthcare
• 57% of population believes that private sector hospital is good • 15% profitability: Attractive segment
Apollo’s Growth • Consolidated revenue at 21.8% at 8813 bn • Most profitable and trusted Stock Market
GROWTH STRATEGY
Apollo- Internationalization Strategy
Today..
In India: Ahmadabad, Bhubaneswar, Bangalore, Bilaspur, Chennai, Delhi, Hyderabad ,Kakinada, Kolkata, Madurai, Vizag and more.. In World : SriLanka, Bangladesh, Ghana,Nigeria,UK,Saudi Arabia & more
Apart From Hospitals
Key Initiatives to increase Global Presence and Efficiency
Porter's five forces
Threat of Substitutes Threat of New Buyer Power • Healthcare services Entrants • Patients choose • No Barriers to entry may be substituted by hospitals based of fees, • Advanced technology aroma therapy, locality and super specialty acupuncture, stone • Price matters over doctors Supplier Power healing etc. quality at times • Doctors and other • Many cheaper Competitive Rivalry nursing staff if receive alternatives like roadside More medical schools better offers and doctors are easily and thus more commissions from available medical professionals rivals may leave the former
Ansoff Matrix
For Apollo Hospitals
46 Hospitals in India
267 Standalone Pharmacies
AHREF
Hospitals in other countries Apollo Telemedicine Apollo Insurance Ltd
Future Prospects
• Tie up with insurance companies • Tie up with corporate houses for complete family care on yearly basis • Tie up with old age home • Mobile Vans for services in rural areas • Small clinics in every locality • Small clinics on national highways for support during accidents
doc_742752308.pptx
This is presentation explaining on strategy and its development.
Strategy development
Group 3
Strategy: it is a pattern of actions & allocation of resources to achieve a predetermined long term goal.
Business Strategy
Corporate Culture
Corporate Culture
• The beliefs and values shared by people who work in an organisation
– – – – How people behave with each other How people behave with customers/clients How people view their relationship with stakeholders People’s responses to energy use, community involvement, absence, work ethic, etc. – How the organisation behaves to its employees – training, professional development, etc.
Corporate Culture
• May be driven by: • Vision – where the organisation wants to go in the future • Mission Statement – summary of the beliefs of the organisation and where it is now
Corporate Culture
• May be reflected in:
– Attitude and behaviour of the leadership – Attitude to the role of individuals in the workplace – open plan offices, team based working, etc. – Logo of the organisation – The image it presents to the outside world – Its attitude to change
Strategic Planning
Strategic Planning
• First Stage of Strategic Planning may involve: • Futures Thinking
– Thinking about what the business might need to do 10– 20 years ahead
• Strategic Intents
– Thinking about key strategic themes that will inform decision making
• “The thicker the planning document, the more useless it will be”
Strategic Planning
• The Vision
– Communicating to all staff where the organisation is going and where it intends to be in the future – Allows the firm to set goals
• Aims and Objectives:
– Aims – long term target – Objectives – the way in which you are going to achieve the aim
Strategic Planning
• Example: • Aim may be for a chocolate manufacturer to break into a new overseas market • Objectives:
– – – – Develop relationships with overseas suppliers Identify network of retail outlets Conduct market research to identify consumer needs Find location for overseas sales team HQ
Strategic Planning
• Once the direction is identified: ?Analyse position ?Develop and introduce strategy ?Evaluate:
– Evaluation is constant and the results of the evaluation feed back into the vision
Analysis
SWOT
• Strengths – identifying existing organisational strengths • Weaknesses – identifying existing organisational weaknesses • Opportunities – what market opportunities might there be for the organisation to exploit? • Threats – where might the threats to the future success come from?
• Political: local, national and international political developments – how will they affect the organisation and in what way/s? • Economic: what are the main economic issues – both nationally and internationally – that might affect the organisation? • Social: what are the developing social trends that may impact on how the organisation operates and what will they mean for future planning? • Technological: changing technology can impact on competitive advantage very quickly!
PEST
• Examples:
• Growth of China and India as manufacturing centres • Concern over treatment of workers and the environment in less developed countries who may be suppliers • The future direction of the interest rate, consumer spending, etc. • The changing age structure of the population • The popularity of ‘fads’ like the Atkins Diet • The move towards greater political regulation of business • The effect of more bureaucracy in the labour market
Five-Forces
• Developed by Michael Porter: forces that shape and influence the industry or market the organisation operates in. – Strength of Barriers to Entry - how easy is it for new rivals to enter the industry? – Extent of rivalry between firms – how competitive is the existing market? – Supplier power – the greater the power, the less control the organisation has on the supply of its inputs. – Buyer power – how much power do customers in the industry have? – Threat from substitutes – what alternative products and services are there and what is the extent of the threat they pose?
Evaluation
Evaluation
• Data from sales, profit, etc. used to evaluate the progress and success of the strategy and to inform of changes to the strategy in the light of that data
Types of Strategy
CASE APOLLO HOSPITALS
• Dream of Dr. Prathap C Reddy to offer state of the art healthcare services in India • Known as "architect of healthcare” in India • 46 hospitals, 10 clinics and over 10,000 employees across the country • A record of over 7.4 million treated patients 3,15,000 preventive health checks done, 98.5% success rate in 45,000 cardiac surgeries
SWOT Analysis
Strength
Weakness 1.Standalone Pharmacies 2. High Attrition rates
Opportunities 1. Booming Medical tourism 2. Lack of Quality hospitals
Threats 1. High Competition expected 2. Evolving Technology
1.Integrated Health care 2. Best technology & services
In case of Apollo Hospitals
Health Care in India
• Presently worth $50 billion • $100 bn to be in2015
Private Sector Healthcare
• 57% of population believes that private sector hospital is good • 15% profitability: Attractive segment
Apollo’s Growth • Consolidated revenue at 21.8% at 8813 bn • Most profitable and trusted Stock Market
GROWTH STRATEGY
Apollo- Internationalization Strategy
Today..
In India: Ahmadabad, Bhubaneswar, Bangalore, Bilaspur, Chennai, Delhi, Hyderabad ,Kakinada, Kolkata, Madurai, Vizag and more.. In World : SriLanka, Bangladesh, Ghana,Nigeria,UK,Saudi Arabia & more
Apart From Hospitals
Key Initiatives to increase Global Presence and Efficiency
Porter's five forces
Threat of Substitutes Threat of New Buyer Power • Healthcare services Entrants • Patients choose • No Barriers to entry may be substituted by hospitals based of fees, • Advanced technology aroma therapy, locality and super specialty acupuncture, stone • Price matters over doctors Supplier Power healing etc. quality at times • Doctors and other • Many cheaper Competitive Rivalry nursing staff if receive alternatives like roadside More medical schools better offers and doctors are easily and thus more commissions from available medical professionals rivals may leave the former
Ansoff Matrix
For Apollo Hospitals
46 Hospitals in India
267 Standalone Pharmacies
AHREF
Hospitals in other countries Apollo Telemedicine Apollo Insurance Ltd
Future Prospects
• Tie up with insurance companies • Tie up with corporate houses for complete family care on yearly basis • Tie up with old age home • Mobile Vans for services in rural areas • Small clinics in every locality • Small clinics on national highways for support during accidents
doc_742752308.pptx