This presentation discusses strategy implementation. It covers the meaning of strategy implementation, management issues like annual objectives and policies, and functional issues in areas like marketing, finance, research and development, and management information systems. Strategy implementation is the action stage of strategic management where the focus is on efficiency and coordination across the organization to achieve objectives.

1. A PRESENTATION ON
“STRATEGY
IMPLEMENTATION”
PRESENTED BY,
SALMA SULTANA KHATUN 14-MBA-02
ANINDITA MITRA 14-MBA-14

2. CONTENTS
Introduction
Strategy Implementation meaning
Management issues in Strategy
implementation
Functional issues in Strategy implementation
Conclusion.

3. TOPIC 1:
INTRODUCTION

4. STRATEGIC
MANAGEMENT &
STAGES
Strategic Management is the art and science of
formulating, implementing and evaluating cross
functional decisions that enable an organization to
achieve its objectives.
Stages :
Strategy formulation
Strategy implementation
Strategy evaluation.

5. TOPIC 2:
STRATEGY IMPLEMENTATION
MEANING

6. STRATEGY
IMPLEMENTATION
Action stage of Strategic Management
Focus on efficiency
Primarily Operational
Require co-ordination among many people
Differ greatly for different types of organization.

7. TOPIC 3:
MANAGEMENT ISSUES IN
STRATEGY IMPLEMENTATION

8. MANAGEMENT
ISSUES IN STRATEGY
IMPLEMENTATION
 Annual objectives
 Policy
 Re-structuring
 Re-engineering
 Strategy and Structure
 Structure and Culture.

9. ANNUAL
OBJECTIVES
Short time mile-stones
Should be SMART
Established at corporate,business and functional level.

10. POLICIES
Specific method, guideline, procedure and rule to
achieve goals
Supported by annual objectives
Generally formal and written
Provide predetermined answer
Help understand the business environment.

11. STRATEGY
STRUCTURE
RELATION
NEW STRATEGY
IS
FORMULATED
NEW
ADMINISTRATIVE
PROBLEM ARISE
ORGANIZATIONAL
PERFORMANCE
DECLINE
NEW ORGANIZATIONAL
STRUCTURE IS
ESTABLISHED
ORGANIZATIONAL
PERFORMANCE
IMPROVES

12. ORGANIZATIONAL
STRUCTURES
Functional structure
Divisional structure
Matrix structure
SBU structure

13. FUNCTIONAL
STRUCTURE

14. DIVISIONAL
STRUCTURE

15. MATRIX STRUCTURE

16. SBU STRUCTURE

17. RE- STRUCTURING
Also known as Downsizing
Involves in cutting costs, or reducing its size
through the sale of assets
Structure follow strategy.

18. RE- ENGINEERING
Also known as Process Redesign
Involves in redesigning work and process
Core focus is changing instead of eliminating.

19. STRUCTURE AND
CULTURE
Culture can contribute to successful strategy
A close match between culture and strategy is
required
Culture eats strategy for breakfast.

20. TOPIC 4:
FUNCTIONAL ISSUES IN
STRATEGY IMPLEMENTATION

21. FUNCTIONAL ISSUES IN
STRATEGY
IMPLEMENTATION
Marketing issues
Finance issues
R&D issues
MIS issues

22. MARKETING ISSUES
Main Marketing variables vital to strategy
implementation are-
Market segmentation
Market positioning.

23. FINANCE ISSUES
Finance concept essential for strategy
implementation are-
Acquiring needed capital
Developing projected financial statements
Preparing financial budgets
Evaluating work of a business.

24. R&D ISSUES
R & D issues related to strategy implementation are-
Be the first firm to market new technological
products.
Be an innovative imitator of successful products
Be a low cost producer.

25. MIS ISSUES
The various functions of MIS in strategy
implementation are-
Information collection,retrieval and storage
Keeping managers inform
Co-ordination of activities
Reduce costs.

27. Implementation of strategy is the process through
which a chosen strategy is put into action.
It involves the design and management of systems to
achieve the best integration of people, structure,
processes and resources in achieving organizational
objectives.
Implementation of Strategy affects all the
functional and divisional areas of business.