Strategic Management

1. Prepared by:
Group 7 / BA 13 - F

2. Two–way Feedback — Operational Level

3. Environmental Scanning

4. • Macro Environment
• Economic Factors

5. Strengths
• Technological skills
• Leading brands
• Distribution channels
• Customer loyalty/relationships
• Production Quality
• Scale
• Management
Opportunities
• Change customer tastes
• Technological advances
• Changes in government
politics
• Lower personal taxes
• Change in population age
• New distribution channels
Positive
Weaknesses
• Absence of important skills
• Weak Brands
• Poor access to distribution
• Low customer retention
• Unreliable product/service
• Sub-scale
• Management
Threats
• Changing customer base
• Closing of geographic markets
• Technological advances
• Changes in government politics
• Tax increases
• Change in population age
• New distribution channels
Negative
Internal
Factors
External
Factors

7. Developing Strategic
Vision and Mission

8. • Strategic Vision concerns where the firm is
going.
• A mission statement concerns on what the
business is, what it does and what its
purpose

9. • In order to make a Vision
relevant
and
meaningful,
different
elements
must
be
satisfied.

10. Setting Strategic Objectives

11. • It is used to track performance.
• It pushes the firm to be more inventive and
to be more concerned with the results.
• It serves as pull towards common
directions.
• It expressed in specific quantifiable terms
what is visualized in the vision and mission
statement.

12. S
• Specific
M
• Measurable
A
• Attainable
R
• Realistic
T
• Time-bounded

13. Financial
Innovative
and
Learning
Types of
Objectives
Internal
Operational
Strategic

14. Financial Objectives
• It focus on achieving acceptable
profitability in a company’s pursuit of
its
mission/vision,
long-term
health, and ultimate survival.

15. Strategic Market Objectives
• It focuses on the company’s intent to
sustain and improve the organization’s
competitive strength and long-term
market position through creating
customer.

16. Internal Operational Objectives
• It focus on business process that have
an impact on creating customer value
and satisfaction. Internal objectives
focus on maintaining the firm’s core
competencies.

17. 1. Innovative and Learning Objectives
2. It focus on activities that assist to
improve and build the company’s
value creating activities. It involves
increases the firm’s knowledge base
and learning best practices so the
company is continually on the cutting
edge.

18. Crafting Strategies

19. • It is the task that serves as the fulcrum
and determining factor that separates the
planning phase and the evaluation phase.
• It addresses the idealism of the top
management based on stated strategic
objectives in light of the need to accept the
realities in the field or the place where the
strategy is to be implemented.

20. Competing
Sellers
Various
Stakeholders
Group
Buyers
Factors
to
Consider
Potential &
New Entrants
Suppliers
Substitutes

23. • Forming responses to changes in industry
and competitive conditions.
• Produce
sustainable
competitive
advantage.
• Build competitively valuable competencies
and capabilities.
• Uniting strategic initiatives.
• Addressing strategic issues facing the
company.

24. •
•
•
•
•
Action-oriented
Evolves over time
Never ending
Time and output-oriented
Requires participation of all parties
Characteristics of
Strategy Making

25. Strategy Execution

26. As a process:
• It is a discipline or
―systematic
way
of
exposing
reality
and
acting on it.‖
They
explain that ―the heart of
execution lies in three
core processes―.

27. Visualize the
Strategy
Measure the
Strategy
Report
Progress
Make
Decisions
Communicate
Strategy
Manage
Projects
Align Strategic
Projects
Identify
Strategy
Projects
Align
Individual
Roles
Reward
Performance

28. Strategy
Evaluation, Monitoring, and
Revision

29. • Fixing
benchmark
performance
1
2
• Measurement
of
performance
• Analyzing
Variance
3
4
• Taking
corrective
action

30. Thank you for listening to
the report!