Strategic Implementation
When choosing strategies to gain a competitive advantage and increase performance, the company must develop ways to implement those strategies. The actions taken at the functional, business, and corporate levels to execute a strategic plan include putting quality improvement programs into place, changing product designs, and segmenting the market. Also, when implementing strategies, the organization must choose the best structure, culture, and control systems to put the strategies into action. A governance system is needed for the organization to act in a manner that is consistent with maximizing profitability, profit growth, and legal and ethical practices.
Organizational Structure
The Clorox Company has expanded over the year the company had divided its operations into several branches: Household, International, Lifestyle, and Cleaning. The Clorox Company has divided their products that they produce into product groups and categories. Each product group focused on satisfying the needs of their target customers or groups and is managed by its own team of managers. A company’s organizational structure is the framework of the various relationships within the organization. It sets the foundation for the common actions and functions of employees at every aspect of the company. Organizational structure is a key component in achieving superior efficiency, quality, innovation, and responsiveness to customers (Hill & Jones, 2008). The organizational structure of The Clorox Company is a product structure. This structure is appropriate for a company when it has multiple products in multiple market segments. The intent of product structuring is to break up a company’s growing product line into a number of s...
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... 2004 until 2006. With Mr. Knauss holding various positions as head management in several companies has developed a leadership ability that is very consistent and spreading his vision of a company that must continue to change for the better.
Mr. Donald R. Knauss, Don has been Chairman and Chief Executive Officer of Clorox Corporation (formerly, the Clorox Co.), since October 2, 2006 and has overall responsibility for directing its worldwide business. Mr. Knauss has overall responsibility for directing the Clorox's worldwide business. He serves as an Executive officer of The Minute Maid Company. Mr. Knauss served as President and Chief Operating Officer of Coca-Cola North America at Coca-Cola Company from ..., including his director role at the Kellogg Company, provides him with a keen understanding of the company’s industry and customer and consumer dynamics.
Recently retired in January 2014, CEO Dave Dillon, said it best in his speech to an audience of Kansas City professionals, “The minute that you think you have arrived, and you’re at the top of the game and you don’t need to improve anymore, that’s when you’re gonna go down” (KUBusiness, 2013).
The Clorox Company. (2013, October 3). Clorox Introduces 2020 Strategy to Drive Long-term Growth. Retrieved March 21, 2014, from http://investors.thecloroxcompany.com: http://investors.thecloroxcompany.com/releasedetail.cfm?ReleaseID=794568
After analyzing the Coastal Medical Center, it is apparent that the employees and staff have no conception of the mission, vision, and values of this health care facility. In addition to this lack of structure, CMC has many projects in the midst of production that lack support of a common goal, employees are unsatisfied with their jobs, the two boards lack ability to agree on strategic decisions for the organization,, and the medical center has a dismal reputation when it comes to quality care.
Strategic planning is crucial for the success of all business endeavors. Analyzing currents trends in technology, consumer markets, competition, and the workforce can play a pivotal part in whether or not the organization can survive. Overtime, strategic planning strategies must be modified in order to compensate for changes in the industry. Goals and strategic planning often necessitate change to ensure that the organization is performing at peak level, while offering the most beneficial and quality services to consumers.
The Clorox Company purchased Kingsford in 1973. Kingsford became one of the largest product groups within Clorox’s portfolio by 2000. Charcoal also represented a large percentage of Clorox’s revenues and net income. Therefore, a change in growth of the charcoal market would have a significant direct impact on Clorox’s annual sales and net earnings. Since the 1980’s Kingsford enjoyed growth in revenues ranging from a 1-3% increase each year. The charcoal industry had also experienced a steady growth as a whole. However, during the summer of 2000 charcoal sales declined and Kingsford’s summer results were projected to be below target. Clorox must now rely on Kingsford’s improvements in sales and profits to re-establish the company’s growth objectives. The two brand managers Marcilie Smith Boyle and Allison Warren will be challenged with determining the causes of decline, the impact of altering Kingsford’s current pricing, advertising, promotion, and production methods, and developing recommendations to increase profits.
Another marketing strategy that Clorox is employing is consumer fragmentation. Through consumer fragmentation, the company is able to group its target consumers into groups that can be served with a particular advert or marketing approach. Clorox also intends to increase its brand investment behind superior products and more targeted 3D plans. The company appreciates the influence that media has on the purchasing decisions of consumers, it therefore wants to evolve its demand-creation model of 3Ds in the face of increased fragmentation of retailers and consumers. The three D’s of the model stand for desire, d...
Arthur, A., Thompson, Margaret, A., Peteraf, John, E. Gamble, A., J., Strickland III. (2014). Crafting & Executing Strategy: The Quest for Competitive Advantage 19e: Concepts & Cases. C6-C25.
Strategic planning is defined by intestorwords.com as the process of determining a company’s long-term goals and then identifying the best approach for achieving those goals. But this definition is too broad and does not identify the true advantages of strategic planning for large to small businesses. Strategic planning provides the foundation for the policies, procedures, and strategies for obtaining and using resources to obtain the goals of the organization. Some believe that in today’s rapidly changing environment, strategic planning is becoming more difficult and therefore more obsolete because changes are occurring so fast that plans-even those set for just months into the future-may soon be obsolete. The fact is that with the fast changing environment it is even more important to have strategic planning in every business today.
Colgate-Palmolive has been a leader in household and personal care products. In 1991 the company planned new product launches while planning to venture into new markets (Quelch & Laidler, 2011). The company’s plan worked and now the company offers products from oral hygiene products to dish soap to dog food. This paper will discuss the company’s mission. This paper will also discuss a SWOT analysis which according to Kotler and Keller (2009) is “the overall evaluation of a business’s strengths, weaknesses, opportunities, and threats.”
Strategic management is the ongoing process of ensuring a competitively superior fit between the organization and its ever-changing environment (Kreitner, G13). Strategic management serves as the competitive edge for the entire management process. It effectively blends strategic planning, implementation, and control. Organizations that are guided by a coherent strategic framework tend to execute even the smallest details of their mission in a coordinated fashion. The strategic management process includes the formulation of a strategy/strategic plans, implementation of the strategy, and strategic control. A clear statement of the organizational mission serves as the focal point for the entire planning process. People inside and outside the organization are given a general idea of why the organization exists and where it is headed. Working from the mission statement, management formulates the organization's strategy, a general explanation of how the organization's mission is to be accomplished. Then general intentions are translated into more concrete and measurable plans, policies, and budget allocations. Implementation is the most important part of the strategy. Strategic plans must be filtered down to lower levels to be success. Strategic plans can go astray, but a formal control system helps keep strategic plans on track. In the strategic management process general managers who adopt a strategic management perspective appreciate that strategic plans require updating and fine-tuning as conditions change. Given today's competitive pressures, management cannot afford to let strategic plans sit as is. A strategic orientation encourages farsightedness. Sun Microsystems Inc. is one company that developed a strategy to become the competitive leader and become the most reliable in the net business. I will explain how Sun's strategy integrates their marketing, management, technology, and service functions into one effective strategy. First I'll discuss who Sun is and what encouraged them to develop their strategy.
Strategy implementation involves establishing programs and tactics to create a series of new organizational activities, budgets to allocate funds to the new activities, and procedures to handle the day-to-day details (Wheelen, Hunger, Hoffman, & Bamford, 2015). Essentially, after a company determines the direction of their program, it is the how that particular direction will be accomplished. It also answers the question of what resources must be moved or sold to meet the allocated budget. For example, Ford Motor Company set up a program with the sole purpose of discovering alternatives to the foam that was being used in the manufacturing of car seats (Ford Motor Company, n.d.). While this program has a great deal of potential, there are different aspects that would have to be measured and verified before it can be considered a successful course of action by the company.
Additionally, understood the strategy implementation, actions made by firms that carry out the formulated strategy, including strategic controls, organizational design, and leadership. environmental
Strategic implementation is a critical factor when making decisions regarding issues that affect the vision, mission, or objectives of an organization. Strategies are often implemented in accordance to the culture of the organization, the nature of control systems, the stakeholders, and the nature of the organizational design. In order to achieve success in the implementation of strategies, the structure of these factors must work in coordination with one another. For instance, the strategic vision of CPK lies in the creation of a globally recognized brand name and therefore, all of the goals and objectives of CPK must be directed in realizing that the company achieves this objective (California Pizza Kitchen 2011). Furthermore, the vision statement is inclusive in itself in that it communicates the message in a directional, flexible, and focused manner.
Colgate Palmolive is the current leader in manufacturing and distribution of oral care and general hygiene products in the world (Crescendo Networks, 2011). Almost all households on the globe use a product of Colgate Palmolive. The success story of Colgate Palmolive started way back in 1873 when its founder, Mr. Colgate, started the company, and ever since, the company has been rising in the corporate world to achieve its current position. However, this does not mean that all has been well throughout. Each business environment has challenges that businesses have to overcome to remain competitive. This is mainly done by formulating and adopting effective strategies that will not only help to overcome the challenge but also to enhance creativity and innovation. At Colgate Palmolive, innovation is highly encouraged and practiced which explains its broad range of products.
Toyota has adopted an expansion strategy aimed at increasing the company’s market share through sustainable growth. This will be done based on the delivery of high quality, and safe cars, at an affordable price. As the company seeks to expand to new markets, focus will be on maintaining an organizational culture that allows optimum efficiency in the ever dynamic global market.