1. STRATEGY:
COMBINATION OF COMPETITIVE MOVES AND
BUSINESS APPROACHES EMPLOYED TO SATISFY
CUSTOMERS, COMPETE SUCCESSFULLY AND
ACHIEVE ORGANIZATIONAL OBJECTIVES.
2. FIVE TASKS OF STRATEGIC MANAGEMENT
DEVELOPING A STRATEGIC VISION
AND MISSION
SETTING OBJECTIVES
CRAFTING A STRATEGY TO
ACHIEVE OBJECTIVE
IMPLEMENTING AND EXECUTING
STRATEGY
EVALUATING PERFORMANCE,MONITORING
NEW DEVELOPMENTS AND INITIATING
CORRECTIVE ADJUTMENTS
3. MISSION: SPEAKS ABOUT COMPANY’S PRESENT BUSINESS SCOPE
VISION: PORTRAYS A COMPANY’S FUTURE BUSINESS SCOPE
SETTING OBJECTIVES: FINANCIAL OBJECTIVES
STRATEGIC OBJECTIVES
CRAFTING A STRATEGY:
RUSHING TO CATCH UP
REVISING STRATEGY
TO CATCH THE WAVES
ANTICIPATING CHANGES
AND INITIATING STRATEGIC
ACTIONS TO RIDE
CREST OF WAVES
MAKE WAVES
DRIVE CHANGES
COMPANY APPROACHES
FUTUREMARKETCONDITIONS
RAPID
EVOLU
TIONARY
CHANGE
GRADUAL
EVOLU
TIONARY
CHANGE
REACTIVE/FOLLOWER PROACTIVE/LEADER
4. IMPLEMENTING AND EXECUTING THE STRATEGY
• ALLOCATING RESOURCES
• ESTABLISHING STRATEGY SUPPORTIVE POLICIES AND OPERATING PROCEDURES
• MOTIVATING PEOPLE
• CREATING COMPANY CULTURE AND WORK CLIMATE
• INFORMATION AND COMMUNICATION SYSTEM
• INSTITUTING BEST PRACTICES & PROGRAMS FOR CONTINUOUS IMPROVEMENT
• EXERTING INTERNAL LEADERSHIP
EVALUATING PERFORMANCE, MONITORING NEW
DEVELOPMENTS AND INITIATING CORRECTIVE
ADJUSTMENTS
5. POLICIES: A GUIDE TO ANY ACTION.
• FUNTIONAL POLICY: MARKETING
PRODUCTION
RESEARCH
• SECONDARY POLICIES: PRODUCT
GEOGRAPHICAL AREA
CUSTOMER SEGMENTATION
• MAJOR POLICY:BUSINESS PORTFOLIO
PROGRAMME STRATEGIES:
METHODS USED TO ACHIVE ORGANIZATIONAL OBJECTIVE.
PROGRAMMES: COLLECTION OF ACTIVITIES TO ACHIEVE CERTAIN END
BUDGETS
PROCEDURES
6. STIMULUS FOR STRATEGY
• ENHANCING PERFORMANCE LEVEL
• FALLING PERFORMANCE LEVEL
• IMPENDING OWNERSHIP CHANGE
• OUTSIDE INTERVENTION
• NEW BOSS
STRATEGIC DECISION MAKING & MINTZBERG MODEL
UNIQUE CONSEQENTIAL DIRECTIVE
• ENTREPRENEURIAL MODE
• ADAPTIVE MODE
• PLANNING MODE
7. STRATEGIC MANAGEMENT PROCESS
• MISSION/VISION
• OBJECTIVE
• STRATEGIES
• POLICIES
ENVIRONMENTAL
ANALYSIS
STRATEGY
FORMULATION
• PROGRAMMES
• BUDGETS
• PROCEDURES
IMPLEMENTATION
OF STRATEGY
INTERNAL
• STRENGTH
• WEAKNESS
EXTERNAL
• OPPORTUNITIES
• THREATS
EVALUATION AND
CONTROL
8. HOW STRATEGIES GET CRAFTED
• THE CHIEF ARCHITECT APPROACH
( BILL GATES, DELL, BRANSON)
• DELEGATION APPROACH(.BROADBASED PARTICIPATION)
(3M, GE )
• COLLABORATIVE OR TEAM APPROACH
( EDS, NOKIA)
• CORPORATE INTRAPRENEUR APPROACH
(BRITISH AIRWAYS)
9. BENEFITS OF STRATEGIC MANAGEMENT
• PROVIDES BETTER GUIDANCE TO THE ORGANIZATION
• MAKING MANAGERS AND ORGANIZATIONAL MEMBERS MORE ALERT ON NEW
OPPORTUNITIES AND THREATNING DEVELOPMENTS
• HELPS TO UNIFY ORGANIZATIONS
• CREATE MORE PROACTIVE POSTURE
• PROMPTS DEVELOPMENT OF A CONSTANTLY EVOVLVING BUSINESS MODEL
THAT WILL SUSTAIN BOTTOMLINE SUCCESS OF THE ENTERPRISE
• PROVIDING MANAGERS WITH A RATIONALE FOR STEERING RESOURCES INTO
STRATEGY-SUPPORTIVE , RESULT PRODUCING AREAS
10. BENEFITS OF STRATEGIC MANAGEMENT
• PROVIDES BETTER GUIDANCE TO THE ORGANIZATION
• MAKING MANAGERS AND ORGANIZATIONAL MEMBERS MORE ALERT ON NEW
OPPORTUNITIES AND THREATNING DEVELOPMENTS
• HELPS TO UNIFY ORGANIZATIONS
• CREATE MORE PROACTIVE POSTURE
• PROMPTS DEVELOPMENT OF A CONSTANTLY EVOVLVING BUSINESS MODEL
THAT WILL SUSTAIN BOTTOMLINE SUCCESS OF THE ENTERPRISE
• PROVIDING MANAGERS WITH A RATIONALE FOR STEERING RESOURCES INTO
STRATEGY-SUPPORTIVE , RESULT PRODUCING AREAS
