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218 PART 3 • STRATEGY IMPLEMENTATION

reduce the amount of time managers spend making decisions. Policies also clarify what
work is to be done and by whom. They promote delegation of decision making to
appropriate managerial levels where various problems usually arise. Many organiza-
tions have a policy manual that serves to guide and direct behavior. Wal-Mart has a
policy that it calls the “10 Foot” Rule, whereby customers can find assistance within 10
feet of anywhere in the store. This is a welcomed policy in Japan, where Wal-Mart is
trying to gain a foothold; 58 percent of all retailers in Japan are mom-and-pop stores
and consumers historically have had to pay “top yen” rather than “discounted prices”
for merchandise.
Policies can apply to all divisions and departments (for example, “We are an equal
opportunity employer”). Some policies apply to a single department (“Employees in this
department must take at least one training and development course each year”).
Whatever their scope and form, policies serve as a mechanism for implementing strate-
gies and obtaining objectives. Policies should be stated in writing whenever possible.
They represent the means for carrying out strategic decisions. Examples of policies that
support a company strategy, a divisional objective, and a departmental objective are
given in Table 7-3.
Some example issues that may require a management policy are provided in
Table 7-4.

TABLE 7-3 A Hierarchy of Policies
Company Strategy
Acquire a chain of retail stores to meet our sales growth and profitability objectives.
Supporting Policies
1. “All stores will be open from 8 A.M. to 8 P.M. Monday through Saturday.” (This policy could increase retail sales if stores
currently are open only 40 hours a week.)
2. “All stores must submit a Monthly Control Data Report.” (This policy could reduce expense-to-sales ratios.)
3. “All stores must support company advertising by contributing 5 percent of their total monthly revenues for this purpose.”
(This policy could allow the company to establish a national reputation.)
4. “All stores must adhere to the uniform pricing guidelines set forth in the Company Handbook.” (This policy could help assure
customers that the company offers a consistent product in terms of price and quality in all its stores.)
Divisional Objective
Increase the division’s revenues from $10 million in 2009 to $15 million in 2010.
Supporting Policies
1. “Beginning in January 2010, each one of this division’s salespersons must file a weekly activity report that includes the number
of calls made, the number of miles traveled, the number of units sold, the dollar volume sold, and the number of new accounts
opened.” (This policy could ensure that salespersons do not place too great an emphasis in certain areas.)
2. “Beginning in January 2010, this division will return to its employees 5 percent of its gross revenues in the form of a Christmas
bonus.” (This policy could increase employee productivity.)
3. “Beginning in January 2010, inventory levels carried in warehouses will be decreased by 30 percent in accordance with a
just-in-time (JIT) manufacturing approach.” (This policy could reduce production expenses and thus free funds for increased
marketing efforts.)
Production Department Objective
Increase production from 20,000 units in 2009 to 30,000 units in 2010.
Supporting Policies
1. “Beginning in January 2010, employees will have the option of working up to 20 hours of overtime per week.” (This policy could
minimize the need to hire additional employees.)
2. “Beginning in January 2010, perfect attendance awards in the amount of $100 will be given to all employees who do not miss a
workday in a given year.” (This policy could decrease absenteeism and increase productivity.)
3. “Beginning in January 2010, new equipment must be leased rather than purchased.” (This policy could reduce tax liabilities and
thus allow more funds to be invested in modernizing production processes.)