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Strategic Management
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This is an introduction to strategic management course

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PowerPoint Presentation:

MASENO UNIVERSITY BACHELOR OF BUSINESS AND ADMINISTRATION
DEPARTMENT : BUSINESS ADMINISTRATION TOPIC: STRATEGIC MANAGEMENT
Class: BBA Lecturer: Samson ADADA, MBA

THE NATURE AND VALUE OF STRATEGIC MANAGEMENT :

THE NATURE AND VALUE OF STRATEGIC MANAGEMENT The most significant
improvement in management process came in the 1970s, when “long-range planning”, “new
venture management”, “ planning, programming, budgeting”, and business policy” were
blended. - Increased emphasis was placed on environmental forecasting and external
considerations in formulating and implementing plans. 2


This all- encompassing approach is known as strategic management. Strategic management, is
defined as the set of decisions and actions that result in the formulation and implementation of
plans designed to achieve a company‟s objectives. It comprises nine critical tasks: (1). Formulate
the company‟s mission, including broad statements about its purpose, philosophy, and goals. (2).
Conduct an analysis that reflects the company‟s internal conditions and capabilities. 3


(3). Assess the company‟s external environment including both the competitive and the general
contextual factors. (4). Analyze the company‟s options by matching its resources with the
external environment. (5). Identify the most desirable options by evaluating each option in light
of the company‟s mission. (6). Select a set of long-term objectives and grand strategies that will
achieve the most desirable options. 4


(7). Develop annual objectives and short-term strategies that are compatible with the selected set
of long-term objectives and grand strategies. (8). Implement the strategy choices by means of
budgeting resource allocations in which the matching of tasks, people, structures, technologies,
and reward systems is emphasized. (9). Evaluate the success of the strategic process as an input
for future decision making. 5

Dimensions of Strategic Decisions :

Dimensions of Strategic Decisions Strategic Issues Require Top-Management Decisions
Strategic Issues Require Large Amounts of the firm‟s Resources. Strategic Issues often affect the
Firm‟s Long-Term Prosperity. Strategic issues are future oriented Strategic issues usually have
multifunctional or multibusiness consequences. Strategic issues require considering the Firm‟s
External Environment. 6

Levels of Strategy:

Levels of Strategy 3 Levels can be identified The decision-making hierarchy of a firm typically
contains three levels. At the top is the corporate level Composed principally of a board of
directors and the chief executive and administrative officers. - Here the emphasis is on
stockholders interests and the society at large. 7


- They determine what business a firm should be involved. - They also set objectives and
formulate that span the activities and functional areas of the business. - In the middle of the
decision-making hierarchy is the business level. Composed principally of business and corporate
managers - These managers must translate the statements of direction and intent generated at the
corporate level into concrete objectives and strategies for individual business divisions or SBUs.
8


- At the bottom of the decision-making hierarchy is the functional level Composed principally of
managers of product, geographic and functional areas They develop annual objectives and short-
term strategies in such areas as production, operations research and development, procurement,
finance and accounting, marketing, and human resources. 9

Benefits of Strategic Management :

Benefits of Strategic Management Enhance the firm‟s ability to prevent problems Group-based
strategic decisions are likely to be drawn from the best available alternatives - The strategic

management process results in better decisions because group interaction generates a greater
variety of strategies. Gaps and overlaps in activities among individuals and groups are reduced as
participation in strategy formulation clarifies differences in roles. Resistance to change is
reduced 10


THE STRATEGIC MANAGEMENT PROCESS A comprehensive strategic management model
11 Develop Mission Statement Perform External Audit Allocate Resources Establish Policies
And Annual Objectives Generate Evaluate And Select Strategies Establish Long- Term
Objectives Perform Internal Audit Measure And Evaluate Performance Strategy Formulation
Strategy Implementation Strategy Evaluation


This model is widely accepted and comprehensive Significant improvement in sales, profits and
productivity Allows for identification, prioritization and exploitation of opportunities Provides
an objective view of management problems Creates a framework for internal and external
communication It gives encouragement to forward thinking. It gives a degree of discipline and
formality to the management of a business. 12


Identification on organizations existing mission, objectives, and strategies is the logical starting
point for strategic management Every organization has a mission, objectives, and strategy, even
if these elements are not consciously designed, written or communicated. The strategic-
management process is dynamic and continous. A change in any one of the major components in
the model can necessitate a change in any or all of the other components 13


Strategists do not go through the process in lock step fashion. Many organizations conduct
formal meetings semiannually to discuss and update the firm‟s mission, opportunities/threats,
strengths/weaknesses, strategies, objectives, policies, and performance. These meetings are
commonly held off-premises and called retreats. The rationale for periodically conducting
strategic-management meetings away from the work site is to encourage more creativity and
condor among participants 14


Good communication and feedback are needed throughout the strategic management process. A
number of different forces affect the formality of strategic management in organizations such
as:- Size of an organization is a key factor; Smaller firms are less formal in performing strategic-
management tasks. Management styles Complexity of production process Nature of problems
Purpose of planning system 15

STRATEGY FORMULATION:

STRATEGY FORMULATION Guides executives in defining the business their firm is in, the
end it seeks, and the means it will use to accomplish. The strategy formulation process begins
with definition of the company mission. This is a declaration of an organisation‟s reason for
being. It answers the pivotal question, ”what is our business” 16

STRATEGY FORMULATION cont…:

STRATEGY FORMULATION cont… Sometimes called A creed statement A statement of
purpose A statement of philosophy A statement of beliefs A statement of business principals A
vision statement Characteristically, it is a statement, not of measurable targets but of attitude,
outlook and orientation 17


STRATEGY FORMULATION cont… In general terms, the mission statement addresses the
following questions: Why is this firm in business? What are our economic goals What is our
operating philosophy in terms of quality, company image, and self-concept? What are our core
competencies and competitive advantages? 18


STRATEGY FORMULATION cont… What customers do and can we serve? How do we view
our responsibilities to stockholders, employees, communities, environment, social issues, and
competitors A good mission statement describes an organisation‟s purpose, customers, products
or services, markets, philosophy, and basic technology 19

IMPORTANCE OF A CLEAR MISSION:

IMPORTANCE OF A CLEAR MISSION High performing companies have got a more
comprehensive mission statement than low performers Organisations carefully develop a written
mission statement for the following reasons To ensure unanimity of purpose within the
organisation To provide a basis, or standard, for allocating organisational resources To establish
a general tone or organisational climate 20

IMPORTANCE OF A CLEAR MISSION:

IMPORTANCE OF A CLEAR MISSION To serve as a focal point for individuals to identify
with the organisation‟s purpose and direction; and to deter those who cannot from participating
further in the organisations activities To facilitate the translation of objectives into a work
structure involving the assignment of tasks to responsible elements within the organisation To
specify organisational purposes and translation of those purposes into objectives in such a way
that cost ,time, and performance parameters can be assessed and controlled 21

VISION VERSUS MISSION:

VISION VERSUS MISSION Some organisations develop both a mission statement and a vision
statement. Wherereas the mission statement answers the question, ”what is our business” The
vision statement answers the question, ”what do we want to become” 22

The process of developing a mission statement:

The process of developing a mission statement A clear mission statement is needed before
alternative strategies can be formulated and implemented It is important to involve as many
managers as possible in the process of developing a mission statement, because through
involvement, people become committed to an organisation. A widely used approach is to select
several articles about mission statements and ask managers to read these as background
information Then ask managers to personally prepare a mission statement for the organisation 23


The process of developing a mission statement A facilitator, or a committee of top managers,
should merge those statements into a single document and distribute this draft mission statement
to all managers A request for modifications, additions, and deletions is needed next, along with a
meeting to revise the document The process of developing a mission statement represents a great
opportunity for strategists to obtain needed support from all managers in the firm During the
process of developing a mission statement, some organisations use discussion groups of
managers to develop and modify the mission statement 24


The process of developing a mission statement Some organisations hire an outside consultant or
facilitator to manage the process and help draft the language. 25

Fundamental factors to be incorporated in a mission statement :

Fundamental factors to be incorporated in a mission statement Basic product or service, primary
market; principal technology Company goals: Survival, Growth, Profitability Company
philosophy (beliefs, values, aspirations etc.) Public image Company self-concept (how it relates
to its external environment) Customers Quality 26

CORPORATE SOCIAL RESPONSIBILITY:

CORPORATE SOCIAL RESPONSIBILITY In defining the company mission, strategic
managers must recognize the legitimate rights of the firm‟s claimants These include,
stakeholders and employees and outsiders affected by the firms actions . Customers Suppliers
Governments Unions Competitors Local Communities General Public 27

A CONTINUUM OF CSR:

A CONTINUUM OF CSR Strategic managers can use a continuum that encompasses four types
of social commitment Economic Legal Ethical Discretionary social responsibility Economic
Responsibilities This is the most basic CSR of a business 28

A CONTINUUM OF CSR:

A CONTINUUM OF CSR The CSR is assured to be providing goods and services to society at a
reasonable cost In discharging the economic responsibility; the company also emerges as socially
responsible by providing productive jobs for its workforce, and tax payments for its local, state
and federal governments 29

A CONTINUUM OF CSR:

A CONTINUUM OF CSR Legal responsibilities Reflects the firms obligations to comply with
the laws that regulate business activities The consumer and environmental movements focused
increased public attention on the need for social responsibility in business by lobbying for laws
that govern business in the areas of pollution control and consumer safety 30

A CONTINUUM OF CSR:

A CONTINUUM OF CSR Ethical responsibility Reflect the company‟s notion of right or proper
business behaviour Some actions that are legal might be unethical The manufacture and
distribution of cigarettes is legal But in light of the often lethal consequences of smoking, many
consider the continued sale of cigarettes to be unethical 31

A CONTINUUM OF CSR:

A CONTINUUM OF CSR Discretionary responsibilities These are voluntarily assured by
business organisations Include public relations activities Good citizenship approach (support
ongoing charities, public service campaigns, or issues in the public interest) 32

Summary:

Summary A commitment to full corporate responsibility requires strategic managers to attack
social problems with the same zeal in which they attack business problems 33

CSR’s Effect on mission statement:

CSR‟s Effect on mission statement In developing mission statements, managers must identify all
stakeholder groups and weigh their relative rights and abilities to affect the firms success Some
companies are proactive in their approach to CSR, making it an integral part of their mission
statement. Others are reactive, adopting socially responsible behaviour only when they must. 34

Social Audit:

Social Audit A social audit attempts to measure a company‟s actual social performance against
the social objectives it has set for itself. This may be conducted by the company itself Sometimes
outside consultant is preferred since he brings credibility to the company To make sure it is
making good progress on its CSR promises, a company may conduct a social audit of its
performance 35

Social Audit:

Social Audit Once the social audit is complete, it may be distributed internally or both internally
and externally, depending on the firms goals and situation Some firms include a section in their
annual report, devoted to social responsibility activities, others publish a separate periodic report
on their social responsiveness. The CSR may also be used to scan the external environment,
determine the firms vulnerabilities, and institutionalize CSR within the firm 36

Social Audit:

Social Audit Companies themselves are not the only ones who conduct social audits; public
interest groups and the media watch companies who claim to be socially responsible very closely
to see if they practice what they preach These organizations include consumer groups and
socially responsible firms that construct their own guidelines for evaluating companies 37

The External Environment:

The External Environment This is determined by conducting an external strategic management
audit (sometimes called environmental scanning or industry analysis). This audit focuses on
identifying and evaluating trends and events beyond the control of a single firm. An external
audit reveals key opportunities and threats confronting an organisation so that managers can
formulate strategies to take advantage of the opportunities and avoid or reduce the impact of
threats. 38

Key external forces:

Key external forces External forces can be divided into five broad categories: Economic forces
Social demographic, and environmental forces; political, governmental, and legal forces;
technical forces; competitive forces . 39

Relationships Between Key External Forces and an Organisation:

Relationships Between Key External Forces and an Organisation 40 Economic forces Social,
cultural, demographic, and environmental forces Political, legal and governmental forces
Competitive forces Competitors Suppliers Distributors Creditors Customers Employees
Communities Managers Stockholders Labour unions Governments Trade associations Special
interest groups Products Services Markets Natural environment AN ORGANIZATIONS
OPPORTUNITIES AND THREATS


External trends and events affect all products, services, markets, and organizations in the world
How to conduct an external audit Managers and employees must be involved This will lead to
understanding and commitment from organizational members-so as to avoid resistance to change
Intelligence Information about social, cultural, demographic, environmental, economic, political,
legal, governmental, and technological trends is critical upfront. 41

How to conduct an external audit:

How to conduct an external audit Sources of information Key magazines Trade journals
Newspapers Collection of primary data through questionnaires Suppliers Distributors Customers
Competitors Universities Libraries 42

How to conduct an external audit:

How to conduct an external audit Periodic scanning reports can be submitted to the department
concerned, normally strategic planning department or the relevant department Once the
information is gathered, it should be assimilated and evaluated for decision making 43

Technological forces:

Technological forces This is very rapid Includes the internet W.W.W, EDI, money transfer,
etc… Help to identify opportunities as well as threats in business Competition, products, market,
customers, pricing etc… Facilitates efficiency and effectiveness in business transaction The
organisation must effectively utilize the opportunities availed by the technological forces and
minimize the threats The organisation must change with the changing technology to remain
competitive 44

Key questions to ask in assessing the Technological environment:

Key questions to ask in assessing the Technological environment What are the technologies
within the organization Which technologies are utilized in the firms business? products and
parts? How critical is each technology to each of these products and businesses? What have been
the firms investments in critical technologies over time? What is the cost and value added
structure of these parts, components, products, and businesses? What are the applications of the
firms technologies? What technological resources are required for the firm to achieve its current
business objectives? 45

Economic Forces:

Economic Forces Key economic variables to be monitored Inflation Unemployment Availability
of Credit Level of disposable income Propensity of people to spend Interest rates Economies of
scale Value of Kshs in world markets Foreign countries economic conditions 46

SOCIAL,CULTURAL,DEMOGRAPHIC,AND ENVIRONMENTAL FORCES:

SOCIAL,CULTURAL,DEMOGRAPHIC,AND ENVIRONMENTAL FORCES Social cultural,
demographic, and environmental changes have a major impact upon virtually all products,
services, markets, and customers Small, large, for-profit and non profit companies are affected
by threats and opportunities created by the above factors Managers must understand the
dynamics of this environment and make decisions which will enable the organisations attain their
goals and objectives 47


SOCIAL,CULTURAL,DEMOGRAPHIC,AND ENVIRONMENTAL FORCES In Kenya the
scourge of AIDS/HIV pandemic on the productivity of the workforce must be addressed.
Cultural practices in certain communities must be eliminated Tribalism has to be reduced to bare
minimum/cohesive nation a must for prosperity Population explosion needs to be curbed Poverty
levels should be monitored Shelter Literacy levels/Education institutions should be improved and
quality education 48


SOCIAL,CULTURAL,DEMOGRAPHIC,AND ENVIRONMENTAL FORCES Infrastructure
Health facilities should be improved Number of marriages Number of divorces Number of births
Immigration and emigration rates Social security programmes Life expectancy rates Per-capita
income attitudes towards business Lifestyles 49


SOCIAL,CULTURAL,DEMOGRAPHIC,AND ENVIRONMENTAL FORCES Traffic
congestion Trust in government Attitudes toward government Attitudes toward work Ethical
concern (corruption) Sex role Attitudes towards investing Government regulation Attitudes
toward leisure time Attitudes toward product quality Attitudes toward customer service Social
responsibility Etc………. 50

POLITICAL, GOVERNMENTAL, AND LEGAL FORCES :

POLITICAL, GOVERNMENTAL, AND LEGAL FORCES Central government, local and
foreign governments are major regulators, deregulators, subsidizers, employers, and customers of
organisations Political, governmental, and legal factors can therefore represent key opportunities
or threats for both small and large organisations 51

Observable variables:

Observable variables Government regulations and deregulations Change in tax laws Voters
participation rates Level of defense expenditures Legislation on equal employment East African
Community Relationship between Kenya, Tanzania, Uganda Movement of people across the
borders Size of government budgets Location and severity of terrorist activities General election
impact on the people, policy and economy. 52

COMPETITIVE FORCES:

COMPETITIVE FORCES An important part of an external audit is to identify rival firms and to
determine their strength, weaknesses, capabilities, opportunities, threats, objectives, and

strategies Collecting and evaluating information on competitors is essential for successful
strategy formulation Seven characteristics can best describe the most competitive companies in
Kenya e.g. 53

COMPETITIVE FORCES:

COMPETITIVE FORCES Safaricom Celtel Kenya Airways Barclays Barclays EABL KCB
Nation Media Group Mumias Sugar Co.ltd ETC…… 54

COMPETITIVE FORCES:

COMPETITIVE FORCES Market share Understanding the business you are in Whether its
broke or not, fix it - make it better, not just products, but the whole company if necessary;
Innovate or evaporate; particularly in technology-driven business, nothing quite recedes like
success; Acquisition is essential to growth People make a difference; tired of hearing it? too bad;
There is no substitute for quality and no greater threat than failing to be cost competitive on a
global basis 55

Key questions about competitors:

Key questions about competitors What are the major competitors strengths? What are the major
competitors weaknesses? What are the major competitors objectives and strategies? How will the
major competitors most likely respond to current economic, social, cultural, demographic,
geographic, political, governmental, technological, and competitive trends affecting our
industry? How are our products or services positioned relative to major competitors? What key
factors have resulted in our present competitive position in this industry? How have the sales and
profit rankings of major competitors in the industry changed over recent years? why have these
rankings changed that way? 56

COMPETITIVE ANALYSIS:

COMPETITIVE ANALYSIS The most common model and widely used is the PORTERS FIVE-
FORCES MODEL Questions to ponder: Will new technologies or market demands enable
competitors to minimize the impact of traditional economies of scale in the industry? Will
consumers accept our claims of product or service differentiation? Will potential new entrants be
able to match the capital requirements that currently exist? How permanent are the cost
disadvantages (independent of size) in our industry? 57

Questions to ponder:

Questions to ponder Will potential new entrants be able to match the capital requirements that
currently exist How permanent are the cost disadvantages (independent of size) in our industry?
Will conditions change so that competitors have equal access to marketing channels? Is
government policy toward competition in our industry likely to change? According to Porter, the
nature of competitiveness in a given industry can be viewed as a composite of five forces: 58


Rivalry among competitive firms Potential entry of new competitors Potential development of
substitute products Bargaining power of suppliers Bargaining power of consumers 59

Strategic brand management ppt — Presentation Transcript
1. Strategic Brand Management
2. Brand Value Chain & Evaluating the Mayo Clinic Testing 600k + in- and out-
patients/yr Founded in 1800 by Dr William Woral Mayo & two sons. Pioneered
“group practice” = Two heads are better than one Two “extension” facilities in 1980s
(Scottsdale,Jacksonville) Mayo Graduate School of Medicine – one of largest graduate
education centers
3. Brand Value Chain & Evaluating the Mayo Clinic Testing Worldwide leader in
patient care, research and education Renowned for world class specialty care Earned
a reputation as world class specialty care Most medical staff participate in research
1950 Nobel Prize winners, Drs Kendall and Hench discovered Cortisone
4. Brand Value Chain & Use The Brand Value Chain to determine Testing
Measurement Tactics and Resulting Marketing StrategiesValue Marketing Customer
Market ShareholderStages Program Mindset Performance Value Investment -Product -
Awareness -Price Premiums -Stock Price -Communication -Associations -Price
Elasticities -P/E Ratio -Trade -Attitudes -Market Share -Market -Employee -Attachment -
Expansion Success Capitalization -Other -Activity -Cost Structures -Profitability
5. Brand Value Chain & Evaluating the Mayo Clinic „96 Brand Testing Equity Study
Awareness 84.3%, 90+% among 45+ Specialty ranking Top ranked at 15.4% (next at
5.3%) “..go anywhere in US for serious condition which required highly specialized
care..” Strongest Brand Associations 1) Scientific Research, 2) Cancer Treatment, 3)
Cardiac Care
6. Brand Value Chain & Evaluating the Testing Mayo Clinic „96 Brand Equity Study
Associations (Thoughts & Feelings) Integrity (longevity, heritage, wisdom of staff,
trust in institution), Leadership (modernity, premium quality, international prestige)
Professionalism (staff held high standards, were intellectually sophisticated and efficient)

Commitment to health & healing (reputation for medical discoveries, preventative
medicine, tangible results) Exclusivity No Negative Associations
7. Brand Value Chain & Evaluating the Mayo Clinic „96 Brand Equity Testing Study
Product Perception ISSUE Outside Midwest perception of “only for rich/famous”
Known for Tertiary Care (Not primary family care) Thus, “not like me”
8. Brand Value Chain & Use Testing The Brand Value Chain to determine
Market ShareholderStages Program Mindset Performance Value Investment Program
Marketplace InvestorMultipliers Quality Conditions Sentiment -Clarity -Market
Dynamics -Relevance -Competitive reactions -Growth Panel -Distinctiveness -Channel
Support -Risk Profile -Consistency -Customer size & Profile -Brand Contributions
9. Brand Value Chain & Use The Brand Value Chain to determine Testing
10. Brand Value Chain & Evaluating Testing the Mayo Clinic „96 Brand Equity Study
Communication Word of Mouth is influential in selecting specialty care 1/3 know at
least one Mayo patient
11. Brand Value Chain & Testing Evaluating the Mayo Clinic „96 Brand Equity Study
CONCLUSIONS Mayo‟s Brand Equity is Powerful and Precious As perceived by
patients and consumers, Mayo‟s Essence: Excellence The best medical, personal and
technical expertise in patient care and education Care Compassionate patient care and
education resulting in physical, mental and emotional well-being Cooperation Care and
education in cooperative and inclusive relationships among colleagues and with the
patient, the patient, the patient‟s family and consumers Enlightenment (Wisdom)
Commitment to pioneering knowledge, insight, and truth through research and education
CONCLUSIONS Mayo‟s Brand Equity is Powerful and Precious “By living out these
standards fully and consistently, the Mayo clinic had engendered in patients and
consumers a sense of confidence, safety, hope and serenity”
13. Brand DevelopmentConsumer Driven Marketing Cycle Succeed And Map the
Improve Marketspace Select Most Assess Valuable Performance Customers Actions
Strategies Execute the Choose a Tactical Plan Winning Positioning Tactics •Brand
saturation •High Cost Define Performance Create the Build Tactical Plan Measures
Operational Mark Kerback, Kerback & Company Capabilities
14. Brand Value Chain & Evaluating the Mayo Clinic „96 Brand Equity Study Testing
CONCLUSIONS A Satisfied national patient base is VITAL to maintaining preference
Vital to developing guidelines that protected the brand 1999 created “Office of Brand
Management” Responsible for the protection & enhancement of the Mayo Clinic
brand (+ monitoring) Developing Brand Management Guidelines & a Positioning
statement Implementing a Branding System (include education) Build awareness of
Brand Management within the organization Research extension opportunities & risks

CONCLUSIONS Example of Brand Management Guidelines: Each new/existing
Mayo Clinic branded product, service or business relationship meets 4 criteria: Using
name must be owned by Mayo or under full control Use to solely assure success of
service/product not appropriate Not to be used in a manner that trivalizes the
name/institution Not shared or sold
16. Brand Value Chain & Get to the Consumer Insight/Core Value Testing by
Laddering up to it Is Mayo Keep asking “WHY”, “WHY”, “WHY” Resonating
with Consumers Central What Consumer Beliefs/Core Values? Insight might they
center their equity on?
17. Strategic Brand Management FINAL GROUP CASE STUDY PROJECT Due
November 15th
18. Strategic Brand ManagementNew Brand Development Project (due WK10) Work
in Four Groups of 2 and select from product categories provided Develop a new brand
marketing plan in an existing category (Use Develop the key insight,
concept framework attached) & positioning Ensure the following are ALSO included:
Your VISION Launch Rationale Business analysis (Competitive and market
analysis, SWOT etc) Target audience, Key Competitive insights and Core Values (use
CBBE Pyramid) Projected share and financials (supported, P&L examples to be
provided) Proposed Marketing Objectives, Strategies and Tactics
19. Strategic Select groups and categories Brand ManagementRECOMMENDED
TIMETABLE Oct18th (data up Oct 20th); assign group tasks; conduct research Oct
25th: Out line marketing plan to share with the group; searches Nov 1st: Having
reviewed available data; hypothesize financials, consumer insights, positioning and
concepts (can turn in roughs to prof Nov 8th: Draft marketing plan deck and begin
conversion for feedback) to power point Nov 15th: Turn in completed plan
and presentation One 10-15 Minute presentation conduct presentations.FINISHED
PRODUCT: One marketing plan document (main (docked a grade if over 15 minutes!!)
text to be NO MORE than 5 pages.. Appendix with charts, graphs, data Visuals
encouraged. and research encouraged)
20. Your Purpose Marketing Plan Define your core objectives, strategies and tactics
in concise summary Management selling tool for brand investment Document and sell
or acknowledge results Provide solid, focused direction to corporation and brand
support Define Brand evaluation objectives Live Working Document
21. Measuring To guarantee assets/liabilities are nurtured Brand Equity Objective: and
managed (loyalty, awareness, perceived quality, propriety brand Create Long term
Strategic Develop Focused Master Plan assets) Orientation
22. Brand Marketing Process Measure Brand Equity Market & Financial Competitive
Health Trends BusinessAnalysis & Long Term Marketing Analysis Consumer Insights
Mix SWOTsStrategy Strategic Implications & Strategy Development Core
Competencies, External Opportunities Brand Vision Brand Strategy Strategic Role
Establish Positioning Concept Three Year and ANNUAL Objectives What do I want to
Accomplish Objectives Should be S.M.A.R.TAnnual Plan & Execution ANNUAL
STRATEGIES How will the objectives be achieved? Marketing Plan Execution Market

Physical Product Package Research Consumer & Functional Objectives & Pricing
Retailer Promo Strategies And Tactical Plan Public Advertising Relations Media
Analysis & Long Term Strategy Health TrendsAnalysis & Long Term Strategy Business
Analysis Consumer Marketing Insights Mix SWOTs Strategic Implications & Strategy
Development Core Competencies, External Opportunities Brand Vision Brand Strategy
Strategic Role Establish Positioning Concept
24. Establish Positioning Brand Marketing Process Concept Three Year and ANNUAL
Objectives What do I want to Accomplish Objectives Should be S.M.A.R.T ANNUAL
STRATEGIESAnnual Plan & Execution How will the objectives be achieved? Marketing
Plan Execution Market Physical Product Package Research Consumer & Functional
Objectives & Pricing Retailer Promo Strategies And Tactical Plan Public Advertising
Relations Media
Health Trends BusinessAnalysis & Long Term Marketing Analysis Consumer Insights
Mix SWOTsStrategy Strategic Implications & Strategy Development Core
Competencies, External Opportunities Brand Vision Brand Strategy Strategic Role
Establish Positioning Concept Three Year and ANNUAL Objectives What do I want to
Accomplish Objectives Should be S.M.A.R.TAnnual Plan & Execution ANNUAL
STRATEGIES How will the objectives be achieved? Marketing Plan Execution Market
Physical Product Package Research Consumer & Functional Objectives & Pricing
Retailer Promo Strategies And Tactical Plan Public Advertising Relations Media
26. Measuring Brand Equity Market Trends Checklist Market Conditions •Household
Pentration •Seasonality •Regionality (CDI/BDI) Retail ConditionsVolume & Share
•Channels of Distribution•Industry definition & served market •Product
Sourcing/availability•Category Size & growth rates •Importance of the category to the
retailer•Category Segmentation, trends, importance to category •Retailer focus on private
label•Share of market by brand & by segment •Retailer influence over category
marketing activity Consumer Conditions Government •Substitute products Conditions
•Regulations & Reqs. •Changes in tastes/attitudes/needs •Legislative issues
Assessing 27. Measuring Brand Equity Competitive Trends Competitor Identification
Key direct competitors • • Competitive Scope: Regional/National/Global • Competitor
Focus Competitive Financials •Importance in portfolio •P&L analysis •Level of product
activity Advantage •Cost Structure •Level of marketing focus •Spending •Financial
resources •Profitability Competitive Strategy Overall mission/priorities • • • • Target
Audience Brand Turf/Positioning Class of Trade (COT) importance
28. Brand Value Chain & Use The Brand Testing Value Chain to determine
29. Brand Value Chain & Testing Use The Brand Value Chain to determine
Market ShareholderStages Program Mindset Performance Value Investment Program
Marketplace InvestorMultipliers Quality Conditions Sentiment -Clarity -Market

Dynamics -Relevance -Competitive reactions -Growth Panel -Distinctiveness -Channel
Support -Risk Profile -Consistency -Customer size & Profile -Brand Contributions
30. Purpose: to guide thinking and help Measuring Brand Equity SWOT distill the key
issues and opportunities facing the Brand AND the Can be done in competitive
analysis category STRENGTH WEAKNESS Inherent source of competitive Inherent
cause of competitive advantage within the Brand (of disadvantage within the Brand (of
genuine relevance to the consumer) genuine importance to consumer) INTERNAL to the
brand Caused by the inherent nature of the Brand or our management of it
31. Purpose: to guide thinking and help distill Measuring Brand Equity SWOT the key
issues and opportunities facing the Brand AND the category Can be done in
competitive analysis EXTERNAL to the brand Markets, competitors, retail, social trends
etc OPPORTUNITY THREAT Unsatisfied or poorly satisfied need Potential problem
from external source in the marketplace which our which could undermine our Brand‟s
competitive position if not addressed. company can perform profitability
32. Consumer-Based Brand Equity Pyramid THIS isWhere the Insight Lives Consumer-
4 Intense, Active Loyalty Consumer Acceptance Cycle Brand Resonance Consumer
Consumer 3 Positive Accessible Reactions Judgments Feelings Brand Brand 2 Points of
Difference Performance Imagery Brand Salience 1 Deep Broad Brand Awareness
33. Consumer-Based Brand Equity Pyramid Loyalty Attachment 4 Brand Relationships
(WHAT About Resonance Community You AND ME?) Engagement Quality Warmth,
Fun Feelings Credibility Excitement, Judgments Consideration Security, Social 3 Brand
Response (WHAT About You?) Superiority Approval, Self-RespectPerformance Brand
Characteristics & Secondary Features User Profiles Imagery Purchase and Usage Product
Reliability, Situations Durability & Serviceability 2 Brand Meaning (WHAT Are You?)
Service Effectiveness, Efficiency, Personality & Values & Empathy History, Heritage, &
Style and Design; Price Experiences Category Identification Needs Satisfied 1 Brand
Identity (WHO Are You?) Salience
34. Insight to PositioningState the thought you wish to implant in your IS THE (frame
TO (core target audience), (Brand Name), target‟s mind: of reference) THAT
(owned Power benefit) Positioning BECAUSE (support or reason to believe) LINKS
to Consumer Insight
35. Introducing (Brand Name) Succinct Consumer Insight statement insight driven
benefits (benefit statement) Introducing New Brand. What it does (AHA not fact).
(relevant core benefit to consumer). Reason to believe (how/why it does what it Reprise
of positioning in closing tag. does).
36. Your Fundamental Statement of Purpose Marketing Plan What do I want to do
(grow X% to $$) Objectives must be SMART Specific Measurable Appropriate
Realistic Timebound Long Term and Short term
37. Brand DevelopmentConsumer Driven Marketing CycleConsumer Insight:
Singularlyfocused need, desire or wantStrategies: Fact Based choices Actions
Strategieson who, how and whyTactics: Activities/capabilities •Brand–what, where and
when Tactics saturation •High CostActions: Execution, feedback,assessment, and
improvement Mark Kerback, Kerback & Company
38. YOUR How will your What is your Big Inspiring Vision? MARKETING PLAN
consumer insight translate across ALL elements of your plan? Positioning Brand

Essence WHO is your Strategies and Tactics In your SWOT: What is going
on target REALLY (pscyh, demo) competitively and WHY should I invest in your in
the Market Place?… launch????????

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Strategic Management
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By: SbKhan (15 month(s) ago)

plz plz send this presentation to me on sarbulandkhanlodhi@yahoo.com thanks........................
Sarbuland Khan Lodhi

By: smickle2 (15 month(s) ago)

A fantastic and enlightening presentation. I trust that I can receive a copy of this.
smickle2@yahoo.com

By: VASU05 (18 month(s) ago)

can u plz send me this nice presentation on my email id vasu_05@ymail.com

By: fayyazabid (19 month(s) ago)

Hi Faisal, great job. Please forward the this presentation & HRM Project presentation to me at:
fayaz@aqesa.com I will be very grateful to you. Thanks, Fayaz

By: normanblack (26 month(s) ago)

halo can u send this to me, the ppt, my email is dikko2384@yahoo.com, i really need these one

See all

Slide 2:

AGENDA “IN THE NAME OF ALLAH, THE MOST BENEFICIAL AND MERCIFUL” In
this presentation we will be dealing with: 1: Concepts of Strategic Management 2: Stages of
Strategic Management 3: Marvin‟s 14 Management Processes 4: Facilities in Strategic
Management

Slide 3:

____________________________ : Strategic management : concepts & definitions
____________________________ Presenter: Muhammad Asghar

Slide 4:

Strategic Management Strategic management involves deciding what is important for the long-
range success of your business & focusing on it. Strategic management asks, “How should I
position my business to meet management and business goals?” Strategic management involves
the “big picture” of your business. Strategic management involves planning, analyzing and
implementing a business strategy.

Slide 5:

Strategic management is most effective if you can step back far enough and say “all things are
possible.” Strategic management is matching business resources to market opportunities.
Strategic management is based on the premise that “all businesses are not the same.” Strategic
management involves assessing the strengths and weaknesses of your business. Strategic
Management

Slide 6:

Strategic management involves looking into the future rather than dwelling on the past. Strategic
thinking involves assessing how decisions made today will affect my business in the future.
Strategic management is most useful for unique products, for niche, specialty or differentiated
product markets. A strategic plan is a “living” document that changes as your goals and
resources evolve. Strategic Management

Slide 7:

____________________________ : Strategic management : STAGES & ELEMENTS
____________________________ Presenter: Dr.Faisal M.B Rehman

Stages of a Strategic Plan :

3: Evaluation Strategic Measurement 1: Formulation Strategic Planning 2: Implementation
Strategic Management Stages of a Strategic Plan


We will be checking out: Long-range Planning Vs Strategic Planning Types of Strategic
Planning 3 Basic questions 4 Strategic Planning Some Facts & Some Misconceptions Lets deal
with each, one by one… Formulation Strategic Planning Stages of a Strategic Plan Stage: 1

Slide 10:

Stage 1 – Strategic Planning Formal "strategic planning", is a top-down, proactive, vision-driven
process. “It is anticipatory decision-making, i.e.; the process of deciding . . . before action is
required." STRATEGIC PLANNING It is used to develop and maintain an organization's
competitive future value. LONG-RANGE PLANNING The “Long-range Planning”, is a bottom-
up, reactive, historical data-driven process. “It is projection of historical data into the future
using some arbitrary assumptions for projectors.” It is inherently based on the past and so, does
not develop an organization's future value.

Stage 1 – Strategic Planning :

Stage 1 – Strategic Planning Types of Strategic Planning 1: INTUITIVE-ANTICIPATORY
PLANNING Generally it is done in the brain of one person. It may or may not, but often does
not, result in a written set of plans. It generally has a comparatively short time horizon and
reaction time. It is based on experience, the 'gut' feel, the judgment, and the reflective thinking of
a manager." 2: SYSTEMATIC STRATEGIC PLANNING This is characterized by a set of
procedures and processes. It involves participation by numerous resources and stakeholders, and
it is research driven. It is documented and leaves evidence that can measure the plan's progress
and effectiveness. STRATEGIC PLANNING

Stage 1 – Strategic Planning :

Stage 1 – Strategic Planning You need to conduct: SWOT Analysis GAP Analysis What‟s the
environment? Where are you going? You need to: Evaluate & Select a Business Model Allocate
Resources How do you get there? You need to develop: A Mission Statement Specific Goals and
Objectives

Slide 13:

Stage 1 – Strategic Planning The strategic planning process is a linear & singular event. It
happens, and then we forget about it for a while. X The strategic planning process is a cyclical &
ongoing process. It should be continually reviewed and dynamically modified to respond to
changing environment. P “SOME FACTS & SOME MISCONCEPTIONS”

Slide 14:

STRATEGIC PLANNING Stage 1 – Strategic Planning


A Support Component- It represents the method of controlled implementation of the strategic
plan. A Proactive Component- It involves a shift from crisis management to a proactive
consideration of the future. A values-driven Process- The decisions are made w.r.t the values,
philosophies, principles & directions set forth in the strategic plan. A Flexible Process- It
responds to market events, stakeholder perception, and results of the overall process. Stages of a
Strategic Plan Stage: 2 Implementation Strategic Management


The measures should: Involve only the vital few key variables. Be linked to the success factors.
Be a mix of past, present, and future. Be based on the needs of stakeholders. Start at the top and
flow down to all levels. Be changed as the environment and your strategy changes. Have targets /
goals set, based on research rather than arbitrary numbers. Evaluation Strategic Measurement
Stages of a Strategic Plan Stage: 3

Slide 17:

____________________________ : Strategic management : MARVIN‟S 14 PROCESSES
____________________________ Presenter: Mujahid Iqbal

Slide 18:

1: Setting Objectives 2: Planning Strategy 3: Establishing Goals 4: Generating Policies 5:
Forming a Philosophy 6: Developing Procedures 7: Providing Control Information 8: Planning
Organizational structure 9: Forming Operational Plans 10: Activating People 11: Providing
Capital 12: Setting Standards 13: Providing Facilities 14: Providing Personnel Some
Management Processes

Slide 19:

Marvin‟s 14 Management Processes Deciding on the business in which the company or division
should engage. Deciding on fundamentals that shall guide the business, such as continuous
growth. An objective is typically enduring and timeless.

Slide 20:

Marvin‟s 14 Management Processes Developing concepts, ideas & plans for achieving objectives
successfully. Establishing plans for meeting and beating competition. Strategic planning is part
of the total planning process that includes management and operational planning.

Slide 21:

Marvin‟s 14 Management Processes Deciding on achievement targets that are: Shorter in time
range. Narrower in scope. Designed as specific sub-objectives in making operational plans for
carrying out strategy.

Slide 22:

Marvin‟s 14 Management Processes Establishing the beliefs, values, attitudes, and unwritten
guidelines. This adds up to "the way we do things around here." Also called the “Culture” of the
organization.

Slide 23:

Marvin‟s 14 Management Processes Deciding on plans of action to guide the performance of all
major activities in carrying out the strategy. This is done while keeping in mind the company‟s
philosophy.

Slide 24:

Marvin‟s 14 Management Processes Developing the plan of organization; The "harness" that
helps people pull together in performing activities in accordance with strategy, philosophy, and
policies. The organizational structure influences the effectiveness of plan execution.

Slide 25:

Marvin‟s 14 Management Processes Recruiting, selecting, and developing people. Keeping in
mind to include an adequate proportion of high-caliber talent. To fill the positions provided for in
the organization‟s plan.

Slide 26:

Marvin‟s 14 Management Processes Determining and prescribing how all important and
recurrent activities shall be carried out. Procedures are sequential series of interrelated and
interdependent steps that can be used in solving well-defined problems i.e. programmed decision
making.

Marvin‟s 14 Management Processes Providing the plant, equipment, and other physical facilities
required to carry on the business. Adequate and controlled allocation of the factors of production
is essential for the success of a business.

Slide 28:

Marvin‟s 14 Management Processes Making sure that the business has sufficient money and
credit needed for physical facilities and working capital. Again adequate and controlled
allocation is essential for the success of the business.

Slide 29:

Marvin‟s 14 Management Processes Establishing measures of performance that will best enable
the business to achieve its long-term objectives successfully. Actual performance is compared
with the standards set, and in case of any deviation, corrective action is taken.

Slide 30:

Marvin‟s 14 Management Processes Forming plans governing activities & use of resources
which, if carried out in accordance with strategy, policies, procedures & standards, enable people
to achieve particular goals. These are phases of the total planning process that includes strategic
planning.

Slide 31:

Marvin‟s 14 Management Processes Supplying facts and figures to help people follow the
strategy, policies, procedures, and programs; To keep alert to forces at work inside and outside
the business; To measure their own performance against established plans and standards.

Slide 32:

Marvin‟s 14 Management Processes Commanding and motivating people up and down the line
to act in accordance with philosophy, policies, procedures, and standards in carrying out the
plans of the company. Motivated people bring higher results in the form of improvement in
quality and ultimately productivity as well.

____________________________ : Strategic management : ROLE OF FACILITIES
____________________________ Presenter: Naveed Arif

Slide 34:

Facilities Planning & Management Facilities actually act as the linking bridge between Strategic
Planning & Organizational Value. Facilities planning and management represents the
embodiment of the organization's strategic plan. Facilities Planning is a form of “Gap Analysis”
that translates the Strategic Plan into Facilities Initiatives/Projects that can be measured against
the Strategic Plan….

Slide 35:

Current Facilities Information Future Facilities Information Historical Facilities Information 1 3
2 The following CHART shows how a “Strategic Planning Process” is organized with a
“Facilities Strategic Management Process”.… The Current & Historical Facilities Information is
derived from computer-aided facilities management systems while the Future Facilities
Information comes directly from your facilities‟ users & customers. Source of Facilities
Information

Slide 36:

ANNUAL REVIEW & BENCHMARK

Slide 37:

Facilities Planning & Management SALIENT FEATURES

Slide 38:

Brown, M.G. (1996). Keeping Score: Using the Right Metrics to Drive World-Class
Performance. New York: Productivity Inc. Drucker, P.F. (1999). Management Challenges for the
21st Century. New York: Harper Collins. Goodstein, L., Nolan, T., Pfeiffer, J.W. (1993).
Applied Strategic Planning: How to Develop a Plan That Really Works.

Slide 39:

Jensen, B. (2000). Simplicity -- The New Competitive Advantage. Cambridge, Mass.: Perseus
Publishing. Kaplan, R.S., & Norton, D.P. (1992, Jan-Feb). "The Balanced Scorecard -- Measures
That Drive Performance." Harvard Business Review, 71-79. Mintzberg, H., Ahlstrand, B.,
Lampel, J. (1998). Strategy Safari. New York: The Free Press.

Slide 40:

Niven, P.R. (2002). Balanced Scorecard: Step-By-Step. New York: John Wiley & Sons Inc.
Porter, M.E. (2001, March). "Strategy and the Internet." Harvard Business Review, 62-78.
Steiner, G.A. (1979). Strategic Planning: A Step-By-Step Guide. New York: The Free Press.

farhatsiddiqui
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Definition ,Types and everything about strategic Management

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By:Farhat J.Siddiqui :

By:Farhat J.Siddiqui STRATEGIC ALLIANCE

Meaning of Strategic Alliances :

Meaning of Strategic Alliances A Strategic Alliance is a formal relationship between two or
more parties to pursue a set of agreed upon goals or to meet a critical business need while
remaining independent organizations.

Slide 3:

STRATEGIC ALLIANCE

Stages of Alliance Formation :

Stages of Alliance Formation There are five stages of alliance formation- 1.Strategy
Development 2.Partner Assessment 3.Contract Negotiation 4.Alliance Operation 5.Alliance
Termination

Types of strategic alliances :

Types of strategic alliances There are four types of strategic alliances- 1.Joint venture 2.Equity
strategic alliance 3.Non-equity strategic alliance 4.Global strategic alliances

Advantages of strategic alliance :

Advantages of strategic alliance Allowing each partner to concentrate on activities that best
match their capabilities. Learning from partners & developing competences that may be more
widely exploited elsewhere Adequacy a suitability of the resources & competencies of an
organization for it to survive.

Ten Reasons to Create a Strategic Alliance :

Ten Reasons to Create a Strategic Alliance 1.You could offer your customers a larger variety of
products or services. This will allow you to spend less time and money developing new products
to sell.

Slide 8:

2.Your number of sales people will increase because you're combining with other business. You
won't have spend to time and money hiring new employees. 3.Your marketing and advertising
budget will increase. When you form a strategic alliance with other businesses you both will
share the advertising and marketing costs. 4.You can now offer your existing customers more
back-end and up sell products. This will increase your sales and profits. 5. Your business will
gain a larger number of skilled people working on the same project. You will gain the knowledge
of the other businesses employees.

Slide 9:

6.You will be able to beat your competition by selling to a larger target audience. You will also
increase the total number of existing customers you can sell your products and services to. 7.You
can exchange endorsements with your alliance partners. You'll add more credibility to your
business and gain your potential customers trust to buy. 8.You can expand your business more
rapidly. You can develop new products and services faster with a larger work force. 9.You'll be
able to solve your customer's problems faster with a larger base of customer service people.
You'll also learn new ways to improve your customer service from your alliance partners.
10.You'll have a larger number of "strategic thinking" people. This will allow both businesses to
come up with profitable business ideas quicker than before.

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