The document discusses strategic management across various business contexts, including small businesses, multinationals, manufacturing versus service organizations, public sector strategies, and not-for-profit sectors. It highlights how strategic approaches differ based on stakeholder influence, market conditions, and operational logistics. Key themes include resource allocation, competitive advantage, and the impact of government and social issues on strategic direction.

1. © Copyright 2013 Anupam Kumar 1
Strategic Management in
Different Business Context
Presented By:
Anupam Kumar
Reader,
School of Management Sciences,
Varanasi
1© Copyright 2013 Anupam Kumar
Strategic Management
• Strategy and strategic management varies in
different business contexts.
– The small business context
– The multinational context
– The manufacturing and service organization
context
– Strategy in public sector
– Strategy in Voluntary and not-for-profit sectors.
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Strategy: Small Business Context
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Strategy: Small Business Context
• Scope of operations are less
strategic and more planning
based.
• Unless the firm is a specialist in
the field, it would be under heavy
market pressures.
• Arranging resources & developing
competences may be a big
problem.
• Firm may not have a separate
strategy team.
• Owner is the most important
stakeholder.
Direction & Scope
Long Term
Advantage for Organization
Resources & Competences
Environment
Needs of Market
Stakeholder’s Expectations
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Strategy: Multinational Context
CORPORATE LEVEL BUSINESS LEVEL
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Strategy: Multinational Context
• Products and markets are
diverse.
• The key strategic issues
include:
– Aspects of structure and
control at the corporate level ,
– the relationships at the
various business units level,
– Allocation of resources among
the business units, and
– Coordination of operational
logistics across business units
and geographies.
Direction & Scope
Long Term
Advantage for Organization
Resources & Competences
Environment
Needs of Market
Stakeholder’s Expectations
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2. © Copyright 2013 Anupam Kumar 2
Strategy: Service Vs Manufacturing
• Competitive advantage in
service organizations is
much more related to the
extent to which customers
value less tangible features.
Direction & Scope
Long Term
Advantage for Organization
Resources & Competences
Environment
Needs of Market
Stakeholder’s Expectations
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Strategy: Service Vs Manufacturing
• For manufacturing
organizations, the physical
products is the central to
competitivestrategy and
services are merely needed
to support the product.
Direction & Scope
Long Term
Advantage for Organization
Resources & Competences
Environment
Needs of Market
Stakeholder’s Expectations
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Strategy: Public Sector Context
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Strategy: Public Sector Context
• The most powerful stakeholder in
the case of public sector is the
government.
• Scope and direction is determined
by political rather than market
conditions.
• The competition is mainly for the
input of resources rather than
towards the market and
customers.
• Social issues and concerns are
more important environmental
factors rather than business sense.
Direction & Scope
Long Term
Advantage for Organization
Resources & Competences
Environment
Needs of Market
Stakeholder’s Expectations
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Strategy: Not-for-Profit Sector
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Strategy: Not-for-Profit Sector
• The values and ideologies
are central to strategy
development.
• There exists multiple source
of income and revenue.
• They are more susceptible to
lobbying and other political
influences.
Direction & Scope
Long Term
Advantage for Organization
Resources & Competences
Environment
Needs of Market
Stakeholder’s Expectations
13© Copyright 2013 Anupam Kumar