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Chapter 1 Strategic Management
Chapter Topics ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What is Strategic Management? The set of decisions and actions that result  in the formulation and implementation of plans designed to achieve a company’s  objectives.
Critical Tasks of Strategic Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What is Strategy? ,[object Object],[object Object],[object Object]
Dimensions of Strategic Decisions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Three Levels of Strategy ,[object Object],[object Object],[object Object]
Exhibit 1-3: Single-business Firms Functional   Level
Ex 1-3: Multiple business Firms Business Level Functional Level Corporate strategies Business 1 Business 2 Business 3 POM/R&D strategies Financial/ accounting strategies Marketing strategies Human  relations strategies
Ex 1-4: Hierarchy of Objectives and Strategies Ends (What is to be achieved) Means (How is to be achieved) Board of Directors Corporate Managers Business Managers Functional Managers Strategic Decision Makers Mission, including Goals and  philosophy Long-term objectives Annual objectives Grand strategy Short-term strategies and policies          Note:     indicates a principal responsibility;    indicates a secondary responsibility
Characteristics of Strategic Management    Decisions Corporate-level decisions Greater risk,cost,  and profit potential Greater need for flexibility Longer time horizons
Characteristics of Strategic Management   Decisions  (contd.) Functional- level  decisions Implement overall strategy Involve action-oriented operational issues Are relatively short range and low risk Incur only modest costs
Characteristics of Strategic Management    Decisions  (contd.) Business-level decisions Bridge decisions at corporate and functional levels Are less costly, risky, and  potentially profitable than corporate-level decisions Are more costly, risky, and potentially profitable than  functional-level decisions
Formality in Strategic Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Strategy Makers ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Benefits of Strategic Management Enhances the firm’s ability to prevent problems Emphasizes group-based strategic decisions likely to be based on  best available alternatives Improves employees’ understanding of the productivity-reward relationship Reduces gaps/overlaps in activities among employees as their participation clarifies differences in roles Resistance to change is reduced
Risks of Strategic Management ,[object Object],[object Object],[object Object]
Company mission and social responsibility External environment Internal analysis Strategic analysis and choice Long-term objectives Generic and grand strategies Short-term objectives; reward systems Functional tactics Policies that empower action Restructuring, reengineering and refocusing the organization Strategic control and continuous improvement Possible? Desired? Feedback Feedback Legend Major impact Minor impact Ex 1-6: Strategic Management Process
Components of the Strategic  Management Model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Components of the Strategic  Management Model  (contd.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Components of the Strategic Management Model  (contd.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Components of the Strategic Management Model  (contd.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Components of the Strategic  Management Model  (contd.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Components of the Strategic Management Model  (contd.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Components of the Strategic Management Model  (contd.) ,[object Object],[object Object],[object Object]
Components of the Strategic Management Model  (contd.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Implications of Viewing Strategic Management as a Process ,[object Object],[object Object],[object Object],[object Object]

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Chap001

  • 1. Chapter 1 Strategic Management
  • 2.
  • 3. What is Strategic Management? The set of decisions and actions that result in the formulation and implementation of plans designed to achieve a company’s objectives.
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  • 8. Exhibit 1-3: Single-business Firms Functional Level
  • 9. Ex 1-3: Multiple business Firms Business Level Functional Level Corporate strategies Business 1 Business 2 Business 3 POM/R&D strategies Financial/ accounting strategies Marketing strategies Human relations strategies
  • 10. Ex 1-4: Hierarchy of Objectives and Strategies Ends (What is to be achieved) Means (How is to be achieved) Board of Directors Corporate Managers Business Managers Functional Managers Strategic Decision Makers Mission, including Goals and philosophy Long-term objectives Annual objectives Grand strategy Short-term strategies and policies          Note:  indicates a principal responsibility;  indicates a secondary responsibility
  • 11. Characteristics of Strategic Management Decisions Corporate-level decisions Greater risk,cost, and profit potential Greater need for flexibility Longer time horizons
  • 12. Characteristics of Strategic Management Decisions (contd.) Functional- level decisions Implement overall strategy Involve action-oriented operational issues Are relatively short range and low risk Incur only modest costs
  • 13. Characteristics of Strategic Management Decisions (contd.) Business-level decisions Bridge decisions at corporate and functional levels Are less costly, risky, and potentially profitable than corporate-level decisions Are more costly, risky, and potentially profitable than functional-level decisions
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  • 16. Benefits of Strategic Management Enhances the firm’s ability to prevent problems Emphasizes group-based strategic decisions likely to be based on best available alternatives Improves employees’ understanding of the productivity-reward relationship Reduces gaps/overlaps in activities among employees as their participation clarifies differences in roles Resistance to change is reduced
  • 17.
  • 18. Company mission and social responsibility External environment Internal analysis Strategic analysis and choice Long-term objectives Generic and grand strategies Short-term objectives; reward systems Functional tactics Policies that empower action Restructuring, reengineering and refocusing the organization Strategic control and continuous improvement Possible? Desired? Feedback Feedback Legend Major impact Minor impact Ex 1-6: Strategic Management Process
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  • 27.