Strategic Management Essay

Strategic Management Essay
Strategic Management
Content:
1. Background of Qantas
2. Analysis of Qantas
External analysis
a. What industry is it?
b. General environment analysis
c. The industry environment
d. Competitive environment
e. You now have material about opportunities
Internal analysis
f. The firm's resources, tangible and intangible
g. Capabilities identification
h. Core competency analysis
i. Value chain analysis
j. Weakness
k. Pulling it together
l. Current strategies
3. Recommendation & Strategies
4. Conclusion
5. Reference
6. Appendix
Background of Qantas Qantas is a flag carrier airline in Australia which established in Winton,
Queensland since November 1920 and the second oldest airlines in the...show more content...
It obstructs the development of Qantas Airways said by Mr Abbott. The rule also limit their
international marketing expertise to improve Qantas which make Qantas cannot move on in aviation
industry. Also, bilateral restrictions block it flying. As the result, Qantas difficultly fight with other
competitors such as Virgin Australia andSingapore Airlines.
Sociocultural
In 20th century, women are commonly in the workforce, some of them flight for business purpose.
The airline can provide some specific products and services for women during their onboard.
Nowadays, customers have the expectations of customer service are higher than before. Customers
demand of quality services, innovative products and special experience during onboard.
Technological
Nowadays, science and technologies change rapidly. The demands of passengers will be change;
they would expect a higher level of products and services of airline than before. Qantas must apply
more and more new technologies by upgrading their products and facilities. Moreover, Qantas has to
deliver innovative products and facilities so as to attract more and more loyalty customers.

Global
Political events, diseases and terrorization will cause influences of the demand of flights;
commonly, people will afraid of their safety on the aircraft and the affecting areas, and also their
health of bodies. For example, 11/9 terror, SARS disease and shut down
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Introduction
To deal effectively with the wide array of factors affecting the ability of a business to grow and
prosper, managers need advanced processes they feel will facilitate the optimal positioning of the
business in its competitive environment. Such positioning is possible with strategic management
because this process improves preparedness for unexpected internal or competitive demands.
Therefore, strategic management is an all–encompassing approach for formulating, implementing
and evaluating managerial decisions in a way that permits the business to reach its objectives.
For a strategic management plan to be successful, however, every manager should:
Clearly see the need for change
Be...show more content...
John, 44–59).
Understandably, organizations with diverse operations due to multiple products, markets or
technologies also tend to use more complex strategic management systems. Despite differences in
detail and degree of formalization, the basic components of the models used to analyze strategic
management operations are very similar.
The strategic management process is based on the belief that businesses should continually monitor
internal and external events so timely changes can be made. To survive, firms must be able to
identify and adapt to change. This involves timely planning, directing, organizing and controlling of
the strategy–related decisions and actions of the firm (Camerer, 195–219).
The strategic management process is sometimes improperly perceived as a unidirectional flow of
objectives, strategies and decision parameters from management to the employees. In fact, the
process should be highly interactive since it is designed to stimulate input from creative, skilled and
knowledgeable people working at every level of the business.
Tools Used in Strategy Development
This section very briefly describes several key tools that can be used during the course of strategy
development and strategic planning. The list is not intended to be comprehensive but to illustrate
the types of tools

What are the most significant differences between the planning/design/positioning schools of
strategic management and the resource based view?
Define the planning of strategic management:
Strategic planning can be defined as a process of organization that defining its strategy, direction, and
making decision about resource to pursue its strategy. For the defining organization's direction, its
must be understand the current position and find out the way to making it successful. Generally,
strategic planning must be including one of three key questions:
1."What do we do?"
2."For whom do we do it?"
3."How do we excel?"
Define the design of strategic management:
Strategic design can be defined as a using of future–oriented design...show more content...
Strategic positioning of Lenovo
Strategic positioning of Lenovo focus on three main factors such as: high–end, middle and high–end
combination of market positioning methods. Middle and high–end cannot only guarantee the
Lenovo position in the market but also continue bring the image and status in consumer's mind.
Hence, nowadays all of computer manufacture face to the decrease of profit lead to Lenovo decides
to choose for high–end positioning, It's will allow Lenovo company gain competitive advantage
from the international market (Gan, 2002).
Low energy is one of essential part for consumer demand of IT industries and it is also an image of
the representatives of high–tech enterprise. By using low energy and market leading–edge
technology positioning allowed to enhance Lenovo brand. CustomersвЂџ focus has changed from
product quality and price gradually to control energy consumption, frequency and quiet technology
(Jack, Telaote, Lise, 2006).
Strategic planning of Lenovo
Create strong brand awareness; focus on

Essay on Strategic Management
This essay critically analysis Strategic Management and its effect on the various levels of hierarchy.
"Strategic Management consists of the analysis, decisions, and actions an organisation undertakes in
order to create and sustain competitive advantages."(Dess,Lumpkin,Eisner,2010)
"Strategic Management is the process of identifying, evaluating and implementing strategies in order
to meet the organisational objectives." (Chris Jeffs,2008). Chris Jeffs(2008)says that strategic
management provides with the tools necessary to study the internal and external environment and
this is important as it helps in decision making. Johnson and Scholes however thinks strategic
management apart from all that should also...show more content...
Basically SWOT analysis places the organisation in relation to its market and competition.(Aaron
Smith et al.). General environment consists of factors that cannot be predetermined or predicted but
affect the organisation. General environment consists of Demographic, Economic, Social,
Technological, Environmental and Political or DESTEP. Since the internal and external factors are
taken into consideration simultaneously and because of its simplistic nature the SWOT analysis has
gained high popularity. (Dess et all).
3. Strategic options – The results from strategic analysis are taken into consideration and potential
strategic options are worked out and ranked in order of efficiency. 4. Strategic plan– In this step
options are converted into actions. This step consists of implementing and carrying out the strategic
option. 5. Strategic evaluation – Key performance indicators are used to identify and efficiency of
the strategic plan chosen. This is the stage where effect of the strategic plan is assessed. Whether
the plan of action was a success or failure.
Let us now move onto Organisational behavior which in all aspects affects strategic management.
"The study of human behavior, attitudes, and performances within an organizational setting; drawing
on theory, methods, and principles from such disciplines as psychology, sociology, political science,
and

Strategic management and decision making Strategic management is a disciplined effort or control
to make necessary decisions that have an effect on a business or an organization; the aim of
strategic management is mainly to develop new, innovative or diverse ideas and opportunities for
potential or development, and facilitates or assists an organization to achieve its goals (SM, 2010).
In reality, strategic management not only can be used or applied to determine mission, vision and
values or objectives, but it also establishes roles and responsibilities or timelines in a business
(David, 2009). In the following sections, this study will focus on and examine the nature of strategy
formulation, implementation, and evaluation...show more content...
Strategic management is adaptive and keeps an organization relevant (S.M, 2010, p.1).
There are three main processes of strategic formation, Kim and Mauborgne (2005) suggests:
1)Carrying out situation and competitor analyses with self–evaluation (both internal and external,
and in cooperation with micro–environmental and macro–environmental);
2)Simultaneous with this assessment, business goals are set; all objectives (short–term or
long–term) should be parallel to a time–line––this includes creating vision statements (long term
view), mission statements (the role that the firm gives itself in society), company and business unit
strategic and tactical objectives; and
3)Together with the situation analysis, these objectives should put forward a strategic plan which
presents the aspects and details of how to accomplish these goals or targets.
Overall, strategic management not only can help management focusing its energy, and ensure that
employees are working toward the same objectives; consequently, it also can assess and adjust the
firm's direction in response to a changing environment (David).
Potential pitfalls In the subjects of potential risks or pitfalls in using a strategic–management
approach to decision making, David (2009) examines and argues, strategic management

Strategic management consists of the analysis, decisions, and actions an organization undertakes in
order to create and sustain competitive advantages. It gives the organization a sense of its objectives
and a sense of how it will achieve these objectives. For Michael Porter, one of the leading strategy
gurus, strategy is about achieving competitive advantage through being different. This means
offering buyers a unique value, to increase their number and keep them as customers. For example,
Southwest Airlines, and Ikea have developed unique, internally consistent, and difficult to imitate
systems that have provided them with sustained competitive advantage.. Analysis When the firm has
specified its objectives, it starts to analyse...show more content...
Retrenchment, which means, for example, the reduction of labour or the withdrawal of products,
can result from a decline in demand or changes in competition. It is usually used to save the company
from insolvency and to secure its position in the market through concentrating on its core
competencies. Stability, often chosen after rapid growth periods or also in terms of bad market
conditions, is used to strengthen an organizationпїЅs position and its products in the market. The
growth strategy is chosen to extent its position in the market, or to expand in new markets. Growth
in terms of products and services can be achieved through fostering market penetration, product
/market development or diversification. To explain diversification, the company Honda serves as a
good example. The firm diversified forward when they started with producing motorbikes besides
their Otto engines, in 1947. In 1963, when Honda started to produce cars additionally, it diversified
horizontally. If the firm now started to produce tyres for their vehicles, it would be a backward
diversification. In case they started to produce sweets, it would be an unrelated diversification. When
the kind and direction of a strategy are clear, this information and its scope have to be clarified.
Internally it is done through SMART objectives: Externally it is clarified through the mission
statement, which doesnпїЅt intend to make objectives measurable, but is more

Swot Analysis : Strategic Management Essay
Strategic management has brought together all the areas I have learned in the business program;
some better than others, but all. Intermediate and advanced accounting seemed to help me with the
ratio analysis because I got to analyze the financial statements of a company and use them to
calculate ratios such as: profitability, liquidity, and capital structure ratios. To implement a suitable
strategy for our cases, I had to calculate the ratios to find out how liquid the company was, and if it
could pay bills on time. It also showed the company's return on investments and how the purchase of
assets was financed. It was difficult understanding what line item on the financial statement affected
each of the ratios. For example, I know gross profit margin was affected by sales and COGS, but I
was not sure what else fit into the equation. I still do not fully understand every individual ratio in the
analysis, but I do understand how to compare a company to the industry. The other classes I have
taken in the college of business such as; operations management and management information
systems helped me understand the implementation and control part of the case work we had to do. I
believe I will use operations management when I get out into the workplace because companies are
keen on sales and efficiency, therefore, a consistent business model is important.
Strategic management analyzes all the functional areas of a business and really makes you
understand all the strategies that

Nature of Strategic Management
Fred R. David
"Strategic Management. Concepts and Cases", 9th edition, Pearson Education, Inc., 2003
ISBN 0–13–112372–6
Chapter 1: S.N. Levine, The Investment Managers Handbook, Irwin Professional Publishing
CHAPTER OUTLINE
What Is Strategic Management?
Key Terms in Strategic Management
The Strategic–Management Model
Benefits of Strategic Management
Why Some Firms Do No Strategic Planning
Pitfalls in Strategic Planning
Guidelines for Effective Strategic Management
Business Ethics and Strategic Management
Comparing Business and Military Strategy
The Nature of Global Competition
CHAPTER OBJECTIVES
After studying this chapter, you should be able to do the following:
1. Describe the strategic–management process.
2. Explain the need for...show more content...
The price and quality of a firm's products and services must be competitive on a worldwide basis,
not just on a local basis. A "Global Perspective" box is provided in all chapters of this text to
emphasize the importance of global factors in strategic management. A second theme is that
electronic commerce (e–commerce) has become a vital strategic–management tool. An increasing
number of companies are gaining a competitive advantage by using the Internet for direct selling and
for communication with suppliers, customers, creditors, partners, shareholders, clients, and
competitors who may be dispersed globally. E–commerce allows firms to sell products, advertise,
purchase supplies, bypass intermediaries, track inventory, eliminate paperwork, and share
information. In total, e–commerce is minimizing the expense and cumbersomeness of time, distance,
and space in doing business, thus yielding better customer service, greater efficiency, improved
products, and higher profitability. The Internet and personal computers are changing the way we
organize our lives; inhabit our homes; and relate to and interact with family, friends, neighbors, and
even ourselves. The Internet promotes endless comparison shopping, which thus enables consumers
worldwide to band together to demand discounts. The Internet has transferred power from business
to individuals so swiftly that in another decade there may be "regulations" imposed on groups of
consumers. Politicians may

Strategic Management and Planning is a course of decisions and actions which ultimately lead to
the development of a strategy to help a company achieve their objectives. Strategic planning focuses
on the company's long term range and how to accomplish what is laid out. Effective planning will
help to prevent problems, provide a response if problems occur, and make available information and
support needed to maintain public awareness, safety, and confidence.
How do the two UCB's strategic IT plans stack up against the Baldrige criteria for assessing strategic
planning? The Baldrige criteria are a series of questions that are not routinely asked on how an
organization or company can function more efficiently. The purpose of these...show more content...
2. Seamless, integrated, immediate, and continuous self–service access to information and services.
3. Robust technology tools to support collaboration.
4. Access to tools and data/information that enable community members to develop their own
integrated solutions.
The UC–Bolder defined their strategic objectives as the following:
1. Universally available wireless network including all campus buildings and strategic open
common spaces as well as access to a campus VPN.
2. Faculty purchase and renewal program allowing all faculty a significant subsidy for a new
computer every several years.
3. Free antivirus and encryption to protect data as well as access to a variety of major software
licenses.
4. Integrated email, calendaring, and scheduling (Exchange).
5. Accessible and multi–layered IT support including both centralized and dedicated IT personnel.
6. Classroom and online IT training.
The Baldrige concepts also ask the universities to ensure that they have proper resource allocations
for their strategic visions. In other words, how do the universities convert their strategic objectives
into action plans through resource allocations? CU–Boulder's Information Technology Services has
approximately 270 employees. CU has clearly defined how they will allocate their IT resources to
ensure they meet their strategic goals. CU–Boulder's IT allocation is as follow:
1. Campus

Benefits of strategic management Essay
"Research has revealed that organisations that engage in strategic management generally
out–perform those that do not"
The connotation of the ancient Greek word "strategos", in its various grammatical forms, implies
meaning of skilful manoeuvouring leading to achieving a highly crucial position or attaining a
desired end. Commonly associated with the military operations, strategies aim at methodical
out–performance of adversaries. Analogically, application of deliberate strategies in the business
management context suggests combination of activities directed at becoming superior to business
opponents. Hence, it can be assumed that engaging in these activities will produce better business
results than not doing so.
This essay attempts to...show more content...
Social forces, represented by "norms and values that characterise the people in a culture" (Davidson
& Griffin, 2003, p. 35) influence demand of the management process stakeholders. Economic
factors encompassing "systems of producing, distributing and consuming wealth" (Bartol, Martin,
Tein & Matthews, 1998, p. 92) impose economic ground rules on the management activities.
Political elements define legal boundaries in which the management process occurs. These
dimensions are dynamic and evolve adequately to the cultural and technological progress of the
civilisation. In consequence, they affect the search for the optimal performance.
Management has been practised for thousands of years. It is believed that Egyptians "proposed
limits to the number of men that one supervisor could effectively manage" (Davidson &
Griffin, 2003, p. 38) around 1750 BC. Remarkable assembly–like production system of the Venetian
shipyard in the Middle Ages is often thought of as a precursor of the Operations Management. The
importance of the field has been emphasised by the theoretical work since Socrates and Plato. As a
field of knowledge, however, management developed due to the environmental changes posed by the
industrial revolution and growth of factories in the early 1800s. Wealthy factory owners expected
better returns for their resources input into the production system and workers expected better
remuneration for their effort. Political system evolved to its capitalist stage

Reflection Paper On Strategic Management
This reflection paper will cover the lessons that I have learned from the cases and readings. Most
importantly it will expand on classroom discussions with Professor Dew and my peers; it is here
where I believe that I found the most valuable education. I will conclude with how this course has
influenced my way of thinking and how I will plan to apply these acquired Strategic Management
lessons in my future assignments and military billets.
Thru the course I have learned that Strategic Management builds on many processes and that
various companies and organizations with diverse backgrounds can teach us valuable lessons. To be
on the lookout for what can be considered a beneficial development in an organization or perhaps
what can be a bad plan plausibly implemented at the wrong time.
As military members we are educated to think very linearly about strategy. For many years we have
been trained to have a strategic thought process based on the use of a methodology that espouses
three major steps: Ends (Objectives), Ways (Strategic Concepts), and Means (Resources). (Barber
1997)
However I have learned that goals and objectives of an organization are in continuous change and
they suffer from a lack of adaptation, "our problems" evolve and we fail to perceive the subtle and
not so subtle changes as well as not adjusting accordingly to the drift in direction (inertia).
That is why I think that a course such as this one is very valuable and offers many trends that are
current

Essay about Strategic Management
Strategic management is the art, science and craft of formulating, implementing and evaluating
cross–functional decisions that will enable an organization to achieve its long–term objectives. It is
the process of specifying the organization's mission, vision and objectives, developing policies and
plans, often in terms of projects and programs, which are designed to achieve these objectives and
then allocating resources to implement the policies, and plans, projects and programs. Strategic
management seeks to coordinate and integrate the activities of the various functional areas of a
business in order to achieve long–term organizational objectives. A balanced scorecard is often used
to evaluate the overall performance of the business...show more content...
Within this phase, a chain of command should be put in place, pairing individuals with the right
skills, knowledge, and experience with the business's needs and objectives. From there,
responsibilities for processes and tasks should be distributed across the full chain of command,
delegating work to teams and individuals so that they company's goals can be attained through the
combined efforts of all employees. This includes communicating responsibilities and deliverables
(what needs to be done, and how the results of those tasks will be measured). Finally, strategic
management entails allocating the right amount of resources to the different parts of your business
so that those assigned to particular goals have what they need to meet their objectives. This ranges
from providing your workers with the right supplies to enacting systems by which employees
receive the necessary training, all work processes are tested, and all information and data generated
is documented. To effectively manage your business strategically, every inch of your company must
have its needs met in these ways, so all parts can work together as a seamless, highly functioning
whole. A critical but often overlooked aspect of strategic

Essay about International Strategic Management
International Strategic Management
Strategy is usually related and sometimes confused by people with planning. But as time course
shows in the study of companies, there are different approaches of how a company can develop its
strategy. Johnson, and Shcoles, in their book "Exploring Corporate Strategy" had studied the
different ways that companies develop their strategy. The authors had formulated and structured
three general ways how companies build it, there are: the design, experience and ideas lenses.
"Exploring Corporate Strategy" literature explains that these are the main streams how people
perceive that strategies are developed, but these streams are not exclusive but inclusive and can be
combined to develop each company's...show more content...
They stated "In truth, we had no strategy other than the idea of seeing if we could sell anything in
the US", so from their lens, the strategy was to explore a different environment and find a niche to
position the company. By the other hand at the beginning they appoint that they try to adopt an
experienced strategy, by going directly to the retailers, but the situations with the large machines lead
to a changing environment that pushed them to an emergent strategy.
Mr. Honda was more an ideas lens strategy leader; by encouraging he's executives to generate ideas
to "success against all odds". He didn't established a rigid strategy by ordering to focus in certain
product, he foster the emergent patterns, and acted as a coach.
Every company uses or finds different ways to develop their corporate strategy. While Honda
preferred to manage with the emergent opportunities in order to construct their expansion strategy,
Ericsson in the counterpart designed their corporate strategy based in analysis and planning, "The
Company made a bold strategic change, forming an entirely new business area, Ericsson Information
Systems". Their strategy included the acquisition of new technologies, resources, etc. Ericsson's
designed strategy failed, "...but the market growth predictions faltered immensely and so did profit
expectations". As result of

Strategic Management : Jaguar Land Rover
Word Count:
STUDENT ID: K1501060
Strategic management: Jaguar Land Rover
1
Executive Summary:
Jaguar Land Rover is one of the most prestigious manufacturers of luxury cars in the world. The
business was built around two premier British car brands Jaguar Cars Ltd, manufacturer of luxury
saloon and sports cars, and Land Rover, a leading brand in the premium 4X4 segment. JLR is
currently owned by Tata Motors Limited, a subsidiary of Tata Holding, since 2008 after its
acquisition from Ford Motors for ВЈ1.15 billion (Blitterswijk and Karadozhor, 2009).
In order to plan for the future of JLR in the automotive industry, a scenario analysis of JLR's future
operations has been conducted. This scenario analysis for the year 2035 has allowed to produce
four specific scenarios based on two important factors set through an external analysis of the
environment that JLR operates in. from this analysis, strategic implications of changing trends have
been taken into consideration in order to suggest alternative plans for JLR in a 20 years' period.
The following step in analysing current JLR's strategies and possible future ones was to investigate
the parent company of Jaguar Land Rover and determine the fit of JLR within the company's
portfolio. The goal of this analysis is to determine whether there is a synergy between the different
components of Tata's portfolio and its capabilities with JLR, and draw conclusions about how the
board ought to increase this fit and use this acquisition to

Strategic Management has been a great experience for me. I finally now have had good strategic
training. I'm confident no one else in my organization has had this high level of strategic training. In
fact, I doubt anyone in my organization has ever had legitimate strategic management training. As a
result, I have high hopes from this experience and I plan to use what I have learned on a daily basis.
The following are questions and answers regarding my experiences in Strategic Management:
When you are next faced with the opportunity for strategic involvement in your firm, what lessons
from this course will you apply to the situation? Why did you select these lessons?
The first action I will take will be to perform a SWOT analysis. A SWOT will aid me in defining
reality and identifying strengths, weaknesses, opportunities, and threats. This tool was the most
practical one presented for government employees, like myself. The second most useful tool is a
value–chain analysis allowing leaders to identify ways or pull levers to reduce friction between
work–units, creating more value. Using a value–chain analysis will allow me to identify deficiencies
in performance, enabling me to identify ways for different work–units to complement one another
better. I also now realize the importance of making sure the economics strategy are appropriate
whenever I making strategic decisions. Finally, I was reminded by this course the importance of
communicating and personifying

Essay on Definition Of Strategic Management
What is strategic management?
Strategic management is the art and science of formulating, implementing and evaluating
cross–functional decisions that will enable an organization to achieve its objectives. It involves the
systematic idendification of specifying the firm's objectives, nurturing policies and strategies to
achieve these objectives, and acquiring and making available these resources to implement the
policies and strategies to achieve the firm's objectives. Strategic management, therefore, integrates
the activities of the various functional sectors of a business, such as marketing, sales, production etc.
, to achieve organizational goals. It is generally the highest level of managerial activity, usually
iniated by the board...show more content...
An example of a company that currently operates this way is Google.com, the internet search engine.
Strategic management techniques can be viewed as bottom–up, top–down, or collaborative processes.
In the bottom–up idealogy, employees submit proposals to their respective supervisors who, in turn,
channel the best suggestions further up the company food chain. This is usually processed through a
capital budgeting system. New ideas are scrutinesed using financial criteria such as return on
investment or cost–benefit analysis. The proposals that pass these initail feasiblity tests form the
substance of a new strategy, all of which is processed without an overall strategic design or a
strategic architect. The top–down approach is the most common by far. In it, the CEO (such as Don
Sheelen {Regina vacuum cleaners}, Jeff Bezos {Amazon.com} and Samuel J. Palmisano {IBM})
with more than likely the assistance of a dedicated strategic planning team, decides on the overall
direction the

Strategic Management.Pdf
What is strategic management? The set of managerial decisions and actions that determines the
long–run performance of an organisation.
Strategic management
Robbins, Bergman, Stagg, Coulter: Management 4e © 2006 Pearson Education Australia
4
5
Why strategic management is important
1. 2.
The strategic management process
It results in higher organisational performance. It requires that managers examine and adapt to
business environment changes. It coordinates diverse organisational units, helping them focus on
organisational goals. It is very much involved in the managerial decision–making process.
3.
4.
Robbins, Bergman,...show more content...
Growth strategies Concentration
Focusing on a primary line of business and increasing the number of products offered or markets
served.
Types of growth strategies
Concentration Vertical integration Horizontal integration Diversification
Vertical integration
Backward vertical integration: attempting to gain control of inputs (become a self–supplier).
Forward vertical integration: attempting to gain control of output through control of the distribution
channel and/or provide customer service activities (eliminating intermediaries).

16
17
Growth strategies (cont'd) Horizontal

Strategic planning is an organization 's process of defining its strategy, or direction, and making
decisions on allocating its resources to pursue this strategy. In order to determine the direction of
the organization, it is necessary to understand its current position and the possible avenues
through which it can pursue a particular course of action. Generally, strategic planning deals with
at least one of three key questions: "What do we do?", "For whom do we do it?", and "How do
we excel?". In many organizations, this is viewed as a process for determining where an
organization is going over the next year or more typically 5 years (long term), although some extend
their vision to 20 years. Organizations sometimes summarize goals and...show more content...
As environment is dynamic, it becomes essential to identify competitors' moves and actions.
Organizations have also to update the core competencies and internal environment as per external
environment. Environmental factors are infinite, hence, organization should be agile and vigile to
accept and adjust to the environmental changes. For instance, Monitoring might indicate that an
original forecast of the prices of the raw materials that are involved in the product are no more
credible, which could imply the requirement for more focused scanning, forecasting and analysis to
create a more trustworthy prediction about the input costs. In a similar manner, there can be changes
in factors such as competitor's activities, technology, market tastes and preferences. While in external
analysis, three correlated environment should be studied and analyzed this are industry environment,
national environment and macro–environment. Examining the industry environment needs an
appraisal of the competitive structure of the organization's industry, including the competitive
position of a particular organization and it's main rivals. Also, an assessment of the nature, stage,
dynamics and history of the industry is essential. It also implies evaluating the effect of globalization
on competition within the industry. Analyzing the national environment needs an appraisal of
whether the national framework helps in achieving competitive advantage in the globalized

1.0 Introduction
Strategic Management focuses on the long–term scope and direction of the organization which
enables it to achieve advantages through matching resources to the changing environment to meet
the need of the market and fulfill stakeholder's expectations. The following is a strategic analysis of
Manchester United, a member of the Barclay's Premier league in the 2009 – 10 football season. This
analysis is divided into three parts, namely; Market environment Analysis, Football Club Strategic
Analysis and Strategic fit analysis.
Table of Contents
Chapter
Topic
Page
1
Introduction
I
2.0
Market Environment Analysis
1
2.1
The Barclay's Primer League
1
2.2
PESTEL Analysis
2–3
2.3 Porter's Five Forces Model
3 –...show more content...
Economic
While most economies have been experiencing decline in some sectors, Football continues to be
one of the world's most popular sports and generates significant revenues for countries, football
associations, leagues, clubs and players across the globe. The Barclay's Premier League is the
world's most watched league and the most lucrative, the most talented players from across the globe
participates in this league.
Social
Sport is a major unifying factor locally, regionally and globally. The Barclay's Primer League
provides entertainment to millions of fans while bringing together top players from different
countries to play side by side and compete against others. Football provides career opportunities for
players and breaks down barriers of race, social status and nationality thus allowing them to realise
their dreams. Furthermore many young men see football players as role models and are inspired by

their achievement to achieve greatness in sport and many other areas.
Technological
Improvements in technology have revolutionized the way football is viewed allowing for
immediate replays and slow motion viewing. Additionally scores can now be sent directly to mobile
phones allowing fans to keep track of their favourite team's success during the season.
Environmental
Issues such as proper disposal of garbage during and after matches are of key importance as being

Global Strategic Management Essay
Global Strategic Management
Executive Summary
In the international competitive environment, the ability of an organization to develop a
transnational organizational capability is the key factor that can help the firm adapt to the changes
in the dynamic environment. As the fast rate of globalization renders the traditional ways of doing
business irrelevant, it is vital for managers to have a global mindset to be effective. Globalization of
business has led to the emergence of global strategic management. A combination of strategic
management and international business will result in strategies for global cooperation.
Background
Strategic management is a relatively young subject. It has its roots in the economic and social...show
more content...
The characteristics of strategic management decisions depend on the level of decision–making
hierarchy. Corporate–level decisions are value oriented, conceptual, have greater risk, cost and profit
potential. The functional–level decisions are usually quantifiable, operational, and periodic and lead
directly to implementation of the overall strategy at the corporate and business levels. The
business–level decisions are strategic decisions that fall between those of corporate–level and
functional–level decision making.
There are many forces that influence the design of strategic management systems. They can be
classified into six major categories: 1. Organization – small or large firms. 2. Management styles –
democratic, authoritarian, policy maker, intuitive thinker, experienced in planning. 3. Complexity of
environment – stable, severe competition, many markets and customers. 4. Complexity of production
processes – capital intensive, labor–intensive, high technology, long production lead time. 5. Nature
of problems – new, complex tough problems. 6. Purpose of planning system – coordinate division
activities, and train managers. (Pearce and Robinson, 1985).
Being strategic, ontologically speaking, is not a personal characteristic, but a management model: it
necessarily requires interaction with different areas, from the company's internal areas to the
market's, the development of

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