Strategic management is the art and science of formulating, implementing, and evaluating cross-functional decisions to achieve a company's long-term objectives. It involves three processes: strategy formulation, strategy implementation, and strategy evaluation. The strategic management process determines a company's long-term goals and identifies actions to achieve them, including developing a vision and mission, conducting external and internal analyses, and identifying strategies.

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Ch 1 -1
Chapter 1
The Nature of Strategic Management
Strategic Management:
Concepts & Cases
13th Edition
Fred David

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Ch 1 -2
Art & science of formulating,
implementing, and evaluating,
cross-functional decisions that
enable an organization to achieve its
objectives
Strategic Management –Defined

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Ch 1 -3
Strategic Management
In essence, the strategic plan is a
company’s game plan

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Ch 1 -4
3 Stages of the Strategic
Management Process
 Strategy formulation
 Strategy implementation
 Strategy evaluation

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Vision & Mission
Strategy Formulation
External Opportunities & Threats
Internal Strengths & Weaknesses
Long-Term Objectives
Alternative Strategies
Strategy Selection

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Strategy Implementation
Annual Objectives
Policies
Employee Motivation
Resource Allocation

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Strategy Evaluation
Internal Review
External Review
Performance Measurement
Corrective Action

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Key Terms in Strategic Management
 Competitive advantage
 Strategists
 Vision and mission statements
 External opportunities and threats
 Internal strengths and weaknesses
 Long-term objectives
 Strategies
 Annual objectives
 Policies

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Ch 1 -9
Anything that a firm does especially
well compared to rival firms
Strategic Management is
Gaining and Maintaining
Competitive Advantage

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Ch 1 -10
Strategists
Gather Information
Analyze Information
Organize Information

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Vision Statement –
What do we want to become?
Mission Statement –
What is our business?
Vision and Mission Statements

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External Opportunities and Threats
Analysis of Trends
 Economic
 Social
 Cultural
 Demographic/Environmental
 Political, Legal, Governmental
 Technological
 Competitors

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Basic Tenet of Strategic Management
External Opportunities and Threats
Strategy Formulation
Take advantage of
External Opportunities
Avoid/minimize impact of
External Threats

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 Controllable activities performed
especially well or poorly
 Determined relative to competitors
Internal Strengths and Weaknesses

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 Typically located in functional areas of the firm
 Management
 Marketing
 Finance/Accounting
 Production/Operations
 Research & Development
 Management Information Systems
Internal Strengths and Weaknesses

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Assessing the Internal Environment
Internal Strengths and Weaknesses
Internal Factors
Performance Measures
Financial Ratios
Industry Averages
Survey Data

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 Specific results that an organization
seeks to achieve in pursuing its basic
mission
 Long-term means more than one year
Long-Term Objectives

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Long-Term Objectives
 Essential for ensuring the firm’s success
 Provide direction
 Aid in evaluation
 Create synergy
 Reveal priorities
 Focus coordination
 Provide basis for planning, organizing,
motivating, and controlling

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Means by which long-term objectives
are achieved
Strategies

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Strategies
 Examples
 Geographic expansion
 Diversification
 Acquisition
 Product development
 Market penetration
 Retrenchment
 Divestiture
 Liquidation
 Joint venture

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Short-term milestones that firms must
achieve to reach long-term objectives
Annual Objectives

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Means by which annual objectives will
be achieved
Policies

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 Strategic Management Process
 Dynamic & continuous
 More formal in larger
organizations
Strategic Management Model

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Strategic Management
 Communication is a key to
successful strategic management

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Benefits of Strategic Management

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Benefits of Strategic Management
 Nonfinancial Benefits
 Enhanced awareness of threats
 Improved understanding of competitors’ strategies
 Increased employee productivity
 Reduced resistance to change
 Clearer understanding of performance-reward
relationship
 Enhanced problem-prevention capabilities

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Why Some Firms Do No Strategic
Planning
 Lack of knowledge of strategic planning
 Poor reward structures
 Fire fighting
 Waste of time
 Too expensive
 Laziness
 Content with success

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Why Some Firms Do No Strategic
Planning (continued)
 Fear of failure
 Overconfidence
 Prior bad experience
 Self-interest
 Fear of the unknown
 Honest difference of opinion
 Suspicion