According to David (2003) strategy is defined as a long term plan of action designed to a particular goal. The word strategy was originally used as a military term it was adopted from the Greek word strategia which means generalship. Mintzberg et al (1998) suggests that strategies can be considered as a clear purpose, intent and direction for the organisation, but without the detail worked out. Strategies act as a guideline to aid Managers in making decisions. There is also the assumption that the environment will be dynamic and that competitors will attempt to gain market share. It is very important to know the organisation’s future position so that decisions can be based on knowledge rather than assumptions. Organisations arrive at …show more content…
Benefits of Strategic Planning:
Sadler (2003) defines strategic planning as the form of systematized, step-by-step, procedure to develop an organization’s strategy.
Strategic planning serves a variety of purposes in organizations, including to:
1. Clearly define the purpose of the organization and to establish realistic goals and objectives consistent with that mission in a defined time frame within the organization’s capacity for implementation;
2. Communicate those goals and objectives to the organization’s constituents;
3. Develop a sense of ownership of the plan;
4. Ensure the most effective use is made of the organization’s resources by focusing the resources on the key priorities;
5. Provide a base from which progress can be measured and establish a mechanism for informed change when needed;
There are three levels of Organizational Strategy, Corporate Strategy or Top Tier:
• What business should we be
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Substitute products face the same barriers to entry that medical devices face, particularly with respect to long lead times to market and initial capital outlays (Wipperfurth et al., 2010). The emergence of new substitutes will be more gradual as a result than of barrier to entry were lower.
Bargaining power of Buyers:
Purchasers of healthcare products are physicians, hospitals, nursing homes for the long-term sick and households. Buying power could be classified as moderate within the industry, and it is becoming more and more consolidated where medical reimbursement policies are evolving. On the other hand, they are specific products that are related to the health status of the population and demographic development with more than their current purchasing power.
Bargaining power of Suppliers
The suppliers to the medical device industry include manufacturing companies included in many sectors. Global markets also allow access to entities on various continents and in differently industrialized economies. It is a large and diverse group of entities which mean that their bargaining power is
“Interest groups tend to be single-issue organizations (Levin –Waldman, 2012)”. “Interest groups also tends to pursue their goals by making policy-related appeals to government (Levin- Waldman, 2012)”. Interest groups also supports diversity of different people. “The activity of the interest groups is induced by their ability and desire to affect the final policy outcome in the legislature. ”(Epstein, Mealem, & Nitzan, 2013)
According to BMI, RMBC, WHO, US International Trade Administration, Coalition for US-Russia Trade, the medical device market in 2008 was $1.98 billion, and was expected to reach $2.88 billion by 2013. The ongoing modernization of the health care system was the key drier of the medical device market’s growth, through this was other followed by an inconsistent and piecemeal manner. On the other hand, foreign investors were put off by poor legal safeguards, high levels of bureaucracy and
Performance objectives? Strategies? Action Steps for
Luckily, Stryker can reduce the bargaining power of buyers by creating a large customer base. Stryker can also combat this through the innovation of new products and services, and in turn this will deter customers from going to Stryker’s competitors. Threats of New Entrants As new entries emerge into the Medical Devices and Equipment industry, it brings new innovations and pricing strategies. Stryker can try and counteract new entrants by being innovative themselves, lowing their fixed cost per product, continuing to pour money into research and
Physicians and Hospitals go hand in hand when it comes to the medical care of patients, and it is this relationship that allows the patients to receive the care they need and deserve. It is also this relationship that we as health care administrators need to understand. In order to fully understand this relationship we need to define the concept of the integrated physician model. We also need to explain the importance of clinical integration in the strategic planning process, and the dynamics of and controversies surrounding accountable care organizations and alternative approaches to the current health system. I will also explain the advantages and disadvantages for hospitals and physician’s models.
Throughout history groups have worked together to profit and develop relations. In Asia the countries and groups of people developed the Silk Road, in Rome, the districts owned by the lords that governed them worked with the roman emperor to create a road system. But, these countries who have worked together have sometimes manipulated each other and took advantage of each other. Therefore, when groups work together they can create positive ideas, but in the end have negative outcomes.
A supplier with strong bargaining power has the advantage of charging their price higher or selling low quality of the product to them. The bargaining power of suppliers will be low as there are many suppliers in the market offers similar products and this allows courts to switch to other suppliers that offer lower cost. Intensity of rivalry within industry High Threat Competitors in the industries There are quite a number of businesses involve home furnishing and electrical appliance.
Recognizing an organization’s mission and values in the strategic planning process is always the first step. To a few organizations, this step would include revisiting and occasionally reworking the mission and values if necessary. To some organizations, it would be the first time they are sitting their mission and values. “Mission statements define the nature, purpose, and role of organizations; focus resources; and guide planning” (Keeling 213). They represent the route wherein the organization is proceeding.
3. Threat of new entrants High barriers to entry in the industry. Licensing requirements are high. There is a minimum size requirement to achieve profitability and the initial investment is required and fixed costs of operating. How much of the control is in the hands of existing players of the market or key resources?
It can thus be seen as “a process by which managers discover where they are, where they want to go, how they believe they might get there, if they are getting there, and, as they proceed, if they still want to get there”. To do this efficiently and effectively, planning must take into account both the company’s complexity and its relevant environment. It does so in many ways, which include forming different levels of planning. Effectiveness of anticipation: The starting point for strategic planning is anticipating an action.
The buyer's bargaining power is moderate. There are many companies in market providing similar products. Because of this reason, buyers such as hospital and other healthcare organization have an option to
“An organizational strategy is the sum of the actions a company intends to take to achieve long-term goals (Johnson, 2016)”. Organizational strategy is derived from a company 's mission, which tells why an organisation is in business. There are three important aspects of organizational strategy such as resources, scope and the company’s core competency (Johnson, 2016). As Johnson (2016) postulated that top management produces the larger organizational strategy, while middle and lower management adopt goals and plans to satisfy the overall strategy. Germano (2010) states that leadership has a significant impact upon organisation and its success, whereby leaders determine values, culture and employee motivation.
1.0 Introduction to Strategic Management Strategic management practices the formation; achievement and reaching the major objectives executed by the management of the company, by considering the capital and a task of the internal and external environments in which the company wishes to compete. 1.1 Introduction to Singapore Airlines Singapore Airlines (SIA) is established in year 1972 with remarkable performance among its competitors in the industry throughout its 35-year-long history till date (Heracleous & Wirtz, 2009). According to Singapore Airlines (2014), SIA is one of the youngest aircraft fleets worldwide to destinations crossing a network of more six continents, with its iconic Singapore Girl providing excellent standard of service to customers. Throughout the years of operations, SIA has an impressive ever-growing list of industry 's leading innovations such as offering free headsets along with a choice of meals and drinks in Economy Class in the 1970s, followed by introducing satellite based in-flight telephones in year 1991, involving an ample panel of renowned chefs, the International Culinary Panel, to provide lush in-flight meals in year 1998, developing audio and video on demand (AVOD) capabilities on KrisWorld in year 2001, and lastly flying the airbus of A380 from Singapore to Sydney on 25 October 2007 (Singapore Airlines, 2014).
It is the planning before the action. In includes many activities like making decisions, making strategy for organization etc. At this time strategic planning is an important part of strategic management. Strategy describes how the goal achieves by using the available resources or what kind of resources they need to achieve the goals. This strategy is used when the organization wants to set the goals and wants to make the planning to achieve these goals by available resources.
Managing talent has emerged as one of the greatest problems faced by MNC’s in India. Using three examples from industry, illustrate how organizations are managing talent in their organization? In one of the interview by Mark Zuckerberg reveals his thought on talent “Hiring for talent is more relevant than hiring for experience.” He also mentioned Less-experienced new hires may be willing to take more risks and have more potential than people with good amount of experience while joining.