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Strategic Management

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Strategic Management ­ MGT603
VU
Lesson 39
RESEARCH AND DEVELOPMENT ISSUES
Learning objectives
The main objective of this chapter to enable to students about research and development issue relating
to strategy implementation.
Going public means selling off a specific percentage of the business to others in order to raise capital;
consequently, it shifts the owners' control of the firm. Going public is not recommended for companies
that initial costs can be too high for the firm to generate sufficient amount of cash inflows to make
going public worthwhile. The firm must have sufficient amount of capital to bear out lawyer,
underwriter and other documentation cost in order to form the business. In addition to initial costs
involved with a stock offering, there are costs and obligations associated with reporting and
management in a publicly held firm. For firms with more than $10 million in sales, going public can
provide major advantages:
1. It can allow the firm to raise capital to develop new products,
2. To build plants,
3. Expand, grow, and market products and services more effectively.
Before going public, a firm must have quality management with a proven track record for achieving
quality earnings and positive cash flow. The company also should enjoy growing demand for its
products. Sales growth of about 5 or 6 percent a year is good for a private firm, but shareholders expect
public companies to grow around 10 to 15 percent per year.
Research and Development (R&D) Issues
Research and development (R&D) management can plays part in strategy implementation.
"New products and improvement of existing products that allow for effective strategy implementation"
OR
"New products and improvement of existing products that allow for effective
strategy
implementation"
These individuals are generally charged with developing new products and improving old products in a
way that will allow effective strategy implementation. R&D employees and managers perform tasks that
include
1. Transferring complex technology,
2. Adjusting processes to local raw materials,
3. Adapting processes to local markets,
4. Altering products to particular tastes and specifications.
Strategies such as product development, market penetration, and concentric diversification require that
new products be successfully developed and that old products be significantly improved. But the level
of management support for R&D is often constrained by resource availability:
Technological improvements that both affect consumer and industrial products and services shorten
product life cycles. Companies in virtually every industry are relying on the development of new
products and services to fuel profitability and growth.
Surveys suggest that the most successful organizations use an R&D strategy that ties external
opportunities to internal strength and is linked with objectives. Well-formulated R&D policies match
market opportunities with internal capabilities and provide an initial screen to all ideas generated. R&D
policies can enhance strategy-implementation efforts to:
1. Develop robotics or manual-type processes.
2. Spend a high, average, or low amount of money on R&D.
3. Perform R&D within the firm or to contract R&D to outside firms.
4. Use university researchers or private sector researchers.
5. Emphasize product or process improvements.
6. Stress basic or applied research.
7. Be leaders or followers in R&D.
There must be effective interactions between R&D departments and other functional departments in
implementing different types of generic business strategies. Conflicts between marketing,
finance/accounting, R&D, and information systems departments can be minimized with clear policies
and objectives. Table gives some examples of R&D activities that could be required for successful
140
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Strategic Management ­ MGT603
VU
implementation of various strategies. Many American utility, energy, and automotive companies are
employing their research and development departments to determine how the firm can effectively
reduce its greenhouse gas emissions.
Research and Development Involvement in Selected Strategy-
Implementation Situations
TYPE OF
STRATEGY BEING
ORGANIZATION
IMPLEMENTED
R&D ACTIVITY
Cosmetic
Concentric
Add face wash for the user in
Manufacturer
diversification
addition to other make-up
items.
Plastic container
Market penetration
Develop a biodegradable
manufacturer
container.
Electronics
Market development
Develop a telecommunications
company
system in a foreign country.
Pharmaceutical
Product development
Develop a procedure for testing
company
the effects of a new drug on
different subgroups.
Many firms wrestle with the decision to acquire R&D expertise from external firms or to develop R&D
expertise internally. The following guidelines can be used to help make this decision:
1. If the rate of technical progress is slow, the rate of market growth is moderate, and there are
significant barriers to possible new entrants, then in-house R&D is the preferred solution. The
reason is that R&D, if successful, will result in a temporary product or process monopoly that the
company can exploit.
2. If technology is changing rapidly and the market is growing slowly, then a major effort in R&D may
be very risky, because it may lead to development of an ultimately obsolete technology or one for
which there is no market.
3. If technology is changing slowly but the market is growing fast, there generally is not enough time
for in-house development. The prescribed approach is to obtain R&D expertise on an exclusive or
nonexclusive basis from an outside firm.
4. If both technical progress and market growth are fast, R&D expertise should be obtained through
acquisition of a well-established firm in the industry.
There are at least three major R&D approaches for implementing strategies.
1. First firm to market new technological products
2. Be an innovative imitator of successful products
3. Low-cost producer of similar but less expensive products
The first strategy is to be the first firm to market new technological products. This is a glamorous and
exciting strategy but also a dangerous one.
A second R&D approach is to be an innovative imitator of successful products, thus minimizing the
risks and costs of start-up. This approach entails allowing a pioneer firm to develop the first version of
the new product and to demonstrate that a market exists. Then, laggard firms develop a similar product.
This strategy requires excellent R&D personnel and an excellent marketing department.
A third R&D strategy is to be a low-cost producer by mass-producing products similar to but less
expensive than products recently introduced.
Perhaps the most current trend in R&D management has been lifting the veil of secrecy whereby firms,
even major competitors, are joining forces to develop new products. Collaboration is on the rise due to
new competitive pressures, rising research costs, increasing regulatory issues, and accelerated product
development schedules.
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Table of Contents:
  1. NATURE OF STRATEGIC MANAGEMENT:Interpretation, Strategy evaluation
  2. KEY TERMS IN STRATEGIC MANAGEMENT:Adapting to change, Mission Statements
  3. INTERNAL FACTORS & LONG TERM GOALS:Strategies, Annual Objectives
  4. BENEFITS OF STRATEGIC MANAGEMENT:Non- financial Benefits, Nature of global competition
  5. COMPREHENSIVE STRATEGIC MODEL:Mission statement, Narrow Mission:
  6. CHARACTERISTICS OF A MISSION STATEMENT:A Declaration of Attitude
  7. EXTERNAL ASSESSMENT:The Nature of an External Audit, Economic Forces
  8. KEY EXTERNAL FACTORS:Economic Forces, Trends for the 2000ís USA
  9. EXTERNAL ASSESSMENT (KEY EXTERNAL FACTORS):Political, Governmental, and Legal Forces
  10. TECHNOLOGICAL FORCES:Technology-based issues
  11. INDUSTRY ANALYSIS:Global challenge, The Competitive Profile Matrix (CPM)
  12. IFE MATRIX:The Internal Factor Evaluation (IFE) Matrix, Internal Audit
  13. FUNCTIONS OF MANAGEMENT:Planning, Organizing, Motivating, Staffing
  14. FUNCTIONS OF MANAGEMENT:Customer Analysis, Product and Service Planning, Pricing
  15. INTERNAL ASSESSMENT (FINANCE/ACCOUNTING):Basic Types of Financial Ratios
  16. ANALYTICAL TOOLS:Research and Development, The functional support role
  17. THE INTERNAL FACTOR EVALUATION (IFE) MATRIX:Explanation
  18. TYPES OF STRATEGIES:The Nature of Long-Term Objectives, Integration Strategies
  19. TYPES OF STRATEGIES:Horizontal Integration, Michael Porterís Generic Strategies
  20. TYPES OF STRATEGIES:Intensive Strategies, Market Development, Product Development
  21. TYPES OF STRATEGIES:Diversification Strategies, Conglomerate Diversification
  22. TYPES OF STRATEGIES:Guidelines for Divestiture, Guidelines for Liquidation
  23. STRATEGY-FORMULATION FRAMEWORK:A Comprehensive Strategy-Formulation Framework
  24. THREATS-OPPORTUNITIES-WEAKNESSES-STRENGTHS (TOWS) MATRIX:WT Strategies
  25. THE STRATEGIC POSITION AND ACTION EVALUATION (SPACE) MATRIX
  26. THE STRATEGIC POSITION AND ACTION EVALUATION (SPACE) MATRIX
  27. BOSTON CONSULTING GROUP (BCG) MATRIX:Cash cows, Question marks
  28. BOSTON CONSULTING GROUP (BCG) MATRIX:Steps for the development of IE matrix
  29. GRAND STRATEGY MATRIX:RAPID MARKET GROWTH, SLOW MARKET GROWTH
  30. GRAND STRATEGY MATRIX:Preparation of matrix, Key External Factors
  31. THE NATURE OF STRATEGY IMPLEMENTATION:Management Perspectives, The SMART criteria
  32. RESOURCE ALLOCATION
  33. ORGANIZATIONAL STRUCTURE:Divisional Structure, The Matrix Structure
  34. RESTRUCTURING:Characteristics, Results, Reengineering
  35. PRODUCTION/OPERATIONS CONCERNS WHEN IMPLEMENTING STRATEGIES:Philosophy
  36. MARKET SEGMENTATION:Demographic Segmentation, Behavioralistic Segmentation
  37. MARKET SEGMENTATION:Product Decisions, Distribution (Place) Decisions, Product Positioning
  38. FINANCE/ACCOUNTING ISSUES:DEBIT, USES OF PRO FORMA STATEMENTS
  39. RESEARCH AND DEVELOPMENT ISSUES
  40. STRATEGY REVIEW, EVALUATION AND CONTROL:Evaluation, The threat of new entrants
  41. PORTER SUPPLY CHAIN MODEL:The activities of the Value Chain, Support activities
  42. STRATEGY EVALUATION:Consistency, The process of evaluating Strategies
  43. REVIEWING BASES OF STRATEGY:Measuring Organizational Performance
  44. MEASURING ORGANIZATIONAL PERFORMANCE
  45. CHARACTERISTICS OF AN EFFECTIVE EVALUATION SYSTEM:Contingency Planning