This document provides an introduction and overview of a strategic management course. It includes 3 main points:
1. It outlines the topics that will be covered in the course, including strategic management as a process, internal and external environmental scanning, the role of strategy and performance, and evaluation mechanisms.
2. It describes the assessment components and criteria for the course, which include exams, homework, group projects, and individual thresholds.
3. It establishes guidelines and expectations around plagiarism, cheating, and reexams to ensure academic integrity.
This document outlines the basic steps in strategic planning and management. It discusses:
1) The six steps in the planning process: situational analysis, alternative goals/plans, evaluation, selection, implementation, and monitoring.
2) How strategic, tactical, and operational planning are integrated in a hierarchy.
3) The strategic management process, including establishing mission/vision/goals, external/internal analysis, SWOT analysis, strategy formulation and implementation, and control.
4) Key strategic concepts like resources, core competencies, corporate strategies, the BCG matrix, and business strategies.
The document discusses key aspects of operating models and strategic planning. It defines operating models and their components, and outlines the strategic planning process. This includes identifying phases, goals and objectives, parties involved, and tips for implementation. It also discusses internal and external factors to consider, and frameworks for change management, goal setting, and defining corporate responsibilities.
20221001 Part 1 - Startegic Management.pptxkhaledhassan
The document discusses the basic concepts of strategic management. It covers environmental scanning, strategy formulation, strategy implementation, and evaluation and control as the four elements of strategic management. It also discusses triggering events that can initiate strategic changes, strategic decision making processes, and how strategic audits can aid in decision making. The document provides an overview of the key topics and concepts in strategic management.
The document discusses strategic management. It defines strategic management as the continuous planning, monitoring, analysis and assessment necessary for an organization to meet its goals and objectives. There are three main steps: planning, execution, and monitoring. The document outlines different classes of decisions, levels and types of strategies, and strategic models like Porter's generic strategies, BCG matrix, and Wheelen & Hunger's strategic model. It also discusses strategic management benefits like improved understanding of competitors and enhanced awareness of threats. Overall, the document provides an overview of key concepts in strategic management.
Management & Entrepreneurship (Course Code:10AL51) covers principles of management and planning/decision-making. It discusses:
1. The importance of planning and its purpose in setting objectives and anticipating problems. Planning helps bridge where a business is and where it wants to be.
2. Types of plans including strategic, operational, and single-use plans. Strategic plans apply to organization-wide goals while operational plans specify how goals will be achieved.
3. Decision-making processes and conditions involving structured problems/programmed decisions and unstructured problems/non-programmed decisions. Programmed decisions rely on procedures, rules, and policies while non-programmed decisions involve custom
This document discusses strategic management. It defines strategic management as the continuous planning, monitoring, analysis and assessment necessary for an organization to meet its goals. There are three main classifications of decisions: corporate, business, and functional. The document also discusses various strategic management frameworks and tools, including Porter's generic strategies, the BCG matrix, SWOT analysis, and the Wheelen and Hunger strategic management model. Finally, it outlines the benefits of strategic management for organizations.
Management planning & implementationHomework Guru
Planning is the most important function of management and involves deciding in advance what to do, how to do it, when to do it, and who will do it. The document discusses the definitions, nature, and importance of planning. It explains that planning involves setting objectives and strategies, establishing premises, identifying alternatives, evaluating alternatives, and selecting a plan. The key steps in planning are establishing objectives and premises, identifying alternatives, evaluating alternatives, selecting an alternative, formulating supportive plans, and establishing sequences of activities. Planning allows organizations to anticipate changes, adapt to changes, and work towards goals in an integrated and flexible manner.
This document provides an introduction and overview of a strategic management course. It includes 3 main points:
1. It outlines the topics that will be covered in the course, including strategic management as a process, internal and external environmental scanning, the role of strategy and performance, and evaluation mechanisms.
2. It describes the assessment components and criteria for the course, which include exams, homework, group projects, and individual thresholds.
3. It establishes guidelines and expectations around plagiarism, cheating, and reexams to ensure academic integrity.
This document outlines the basic steps in strategic planning and management. It discusses:
1) The six steps in the planning process: situational analysis, alternative goals/plans, evaluation, selection, implementation, and monitoring.
2) How strategic, tactical, and operational planning are integrated in a hierarchy.
3) The strategic management process, including establishing mission/vision/goals, external/internal analysis, SWOT analysis, strategy formulation and implementation, and control.
4) Key strategic concepts like resources, core competencies, corporate strategies, the BCG matrix, and business strategies.
The document discusses key aspects of operating models and strategic planning. It defines operating models and their components, and outlines the strategic planning process. This includes identifying phases, goals and objectives, parties involved, and tips for implementation. It also discusses internal and external factors to consider, and frameworks for change management, goal setting, and defining corporate responsibilities.
20221001 Part 1 - Startegic Management.pptxkhaledhassan
The document discusses the basic concepts of strategic management. It covers environmental scanning, strategy formulation, strategy implementation, and evaluation and control as the four elements of strategic management. It also discusses triggering events that can initiate strategic changes, strategic decision making processes, and how strategic audits can aid in decision making. The document provides an overview of the key topics and concepts in strategic management.
The document discusses strategic management. It defines strategic management as the continuous planning, monitoring, analysis and assessment necessary for an organization to meet its goals and objectives. There are three main steps: planning, execution, and monitoring. The document outlines different classes of decisions, levels and types of strategies, and strategic models like Porter's generic strategies, BCG matrix, and Wheelen & Hunger's strategic model. It also discusses strategic management benefits like improved understanding of competitors and enhanced awareness of threats. Overall, the document provides an overview of key concepts in strategic management.
Management & Entrepreneurship (Course Code:10AL51) covers principles of management and planning/decision-making. It discusses:
1. The importance of planning and its purpose in setting objectives and anticipating problems. Planning helps bridge where a business is and where it wants to be.
2. Types of plans including strategic, operational, and single-use plans. Strategic plans apply to organization-wide goals while operational plans specify how goals will be achieved.
3. Decision-making processes and conditions involving structured problems/programmed decisions and unstructured problems/non-programmed decisions. Programmed decisions rely on procedures, rules, and policies while non-programmed decisions involve custom
This document discusses strategic management. It defines strategic management as the continuous planning, monitoring, analysis and assessment necessary for an organization to meet its goals. There are three main classifications of decisions: corporate, business, and functional. The document also discusses various strategic management frameworks and tools, including Porter's generic strategies, the BCG matrix, SWOT analysis, and the Wheelen and Hunger strategic management model. Finally, it outlines the benefits of strategic management for organizations.
Management planning & implementationHomework Guru
Planning is the most important function of management and involves deciding in advance what to do, how to do it, when to do it, and who will do it. The document discusses the definitions, nature, and importance of planning. It explains that planning involves setting objectives and strategies, establishing premises, identifying alternatives, evaluating alternatives, and selecting a plan. The key steps in planning are establishing objectives and premises, identifying alternatives, evaluating alternatives, selecting an alternative, formulating supportive plans, and establishing sequences of activities. Planning allows organizations to anticipate changes, adapt to changes, and work towards goals in an integrated and flexible manner.
Strategy, budgetary planning and expenditure managementTonderayi Chikanda
Explore how enhancing your strategic planning skills, budgetary planning and expenditure management can significantly transform your organization's effectiveness, efficiency and excellence.
Planning involves selecting objectives, determining ways to achieve them, and providing a rational approach. There are various types of plans like strategic, tactical, operational, long-range, intermediate, and short-range plans.
The planning process involves 8 steps - analyzing the business environment, establishing objectives, setting planning premises, identifying alternatives, evaluating alternatives, choosing an alternative, formulating secondary plans, and quantifying plans by making budgets.
There are different types of organizational structures like functional, divisional, matrix based on different factors. Planning and decision making are important management functions that help organizations achieve their goals effectively.
The document provides an overview of project management. It defines a project as a temporary set of activities undertaken to create a unique product or service. Key aspects of project management include integration, scope, time, cost, quality management, human resources, communication, risk management, and procurement. The document also discusses why project management is important for organizations and different methods for selecting projects.
The document discusses operational excellence and strategies for achieving it. It outlines three principles of strategy: making difficult choices with limited information, starting to act even without being entirely sure, and learning and modifying plans through trial and error. It also discusses differentiating strategies and cases where companies succeeded by focusing on innovation, customer intimacy, or operational efficiency rather than copying competitors. The document provides examples of how implementing processes like six sigma, business process reengineering, and lean methodology can help companies achieve operational excellence through benefits like reduced costs, improved productivity, quality and customer satisfaction.
This document summarizes key aspects of corporate governance from a presentation given to the APM North West branch. It defines corporate governance as the system that directs and controls companies, with the board responsible for governance. The main principles discussed are leadership, effectiveness, accountability, and remuneration. Leadership principles include board responsibility for long-term success and a clear division of chair and executive roles. Effectiveness principles cover skills and time commitment. Accountability principles relate to risk management and transparency. Remuneration principles address executive pay and shareholder engagement.
Strategic management involves analyzing the external environment, formulating strategy, implementing strategy, and evaluating performance. It occurs at three levels - corporate, business, and functional. The corporate level determines the overall direction of the company. The business level focuses on specific product markets. The functional level involves the strategic management of individual departments. The key aspects of strategic management are environmental scanning, strategy formulation, strategy implementation, and evaluation and control.
This presentation provides an overview of strategic management. It defines strategy and discusses the different levels of strategy - corporate, business, and functional. It then defines strategic management as the set of management decisions and actions that determine long-term performance, including environmental scanning, strategy formulation, implementation, and evaluation. The presentation outlines the four main steps in strategic management: 1) developing a strategic intent through vision, mission, and objectives, 2) analyzing external and internal environments to formulate strategy, 3) implementing strategies opertationally and changing organizational structure and systems, and 4) evaluating strategy and taking corrective actions.
This document provides an overview of project management. It defines a project as a temporary set of activities undertaken to achieve unique objectives within defined cost and time parameters. Key aspects of projects include their unique purpose, temporary nature, use of various resources, and involvement of uncertainty. The document distinguishes projects from operations and programs/portfolios. It also outlines the triple constraints of quality, cost, and time that define projects. Additionally, it describes different types of project products and components of project management based on the Project Management Body of Knowledge (PMBOK).
The document summarizes several models of the strategic management process:
- David's model involves strategy formulation, implementation, and evaluation.
- Glueck's model includes strategic elements, analysis/diagnosis, choice, implementation, and evaluation.
- Schendel and Hofer's model incorporates planning, control, goal formulation, analysis, strategy formulation/evaluation, implementation, and strategic control.
The document discusses strategic management. It begins by defining strategy and describing the different levels of strategy, including corporate, business, and functional strategies. It then explains strategic management as comprising environmental scanning, strategy formulation, implementation, and evaluation. The key stages of strategic management are identified as strategy formulation, implementation, and evaluation. Strategy formulation involves environmental and organizational appraisal while implementation requires designing structures and processes. Evaluation and control help measure performance. Finally, some common reasons for strategic plans failing and benefits of strategic management are outlined.
This document provides an overview of strategic management concepts including:
- Defining strategic management as focused on developing competitive advantage through formulation, implementation, and evaluation of strategies.
- Outlining the strategic management process of analyzing the internal/external environment, formulating strategy, implementing strategy, and evaluating performance.
- Explaining the importance of strategic management in providing direction, coordination, and focus to achieve organizational goals.
Scott droney - presentation on strategic managementScott Droney
All businesses go through a period when you doubt if it's all working as you wanted, being able to refer back to a business plan is useful during these periods as it can help to refocus your thoughts.
Covering all the aspects of project management related to its characteristics, need, and importance, project life cycle, the Socio-Technical Approach to Project Management and its current drivers.
Total Quality Management Project Charter for HP IndiaKaustav Lahiri
TQM is an integrated organizational approach in delighting customers (both external and internal) by meeting their expectations on a continuous basis through everyone involved with the organizational working on continuous improvement in all products/processes along with proper problem solving methodology.
The document provides an introduction to strategic management. It discusses the three big strategic questions of where the organization is now, where it wants to go, and how it will get there. It defines strategy as management's plan to attract customers, position in the market, conduct operations, and achieve objectives. Strategic management involves developing a vision and mission, analyzing the internal and external environment, formulating strategies, implementing strategies, and evaluating performance. The key tasks are setting objectives, crafting a strategy, implementing the strategy, and monitoring results.
This document provides an overview of strategic management and project management. It defines strategy as a long-term plan to achieve objectives. There are three levels of strategy: corporate, business, and functional. Strategic management is the process of analyzing the environment, formulating strategy, implementing strategy, and evaluating performance. Project management is initiating, planning, executing, controlling, and closing work to achieve goals within constraints. Network analysis and PERT/CPM are techniques to systematically plan and manage projects.
Week 5 foundation of planning - 05 02 2012Ezzy Izzuddin
1. Managers should formally plan for several key reasons: it provides direction, reduces the impact of change, minimizes waste and redundancy, and sets standards to facilitate control.
2. Planning involves defining goals and establishing strategies to achieve those goals. It considers both ends and means. Formal planning is documented while informal planning is less defined.
3. Common types of plans include strategic plans for the organization, operational plans with specifics, long-term plans over 3 years, and short-term plans under 1 year. Plans can be specific, directional, single-use, or standing.
Five stages of strategic management process
identifying and analyzing internal and external strengths and weaknesses; formulating action plans; executing action plans; and. evaluating to what degree action plans have been successful and making changes when desired results are not being produced.
Effective Implementation Of Strategic Initiatives Nov 2009giseke
The document summarizes a seminar on effective implementation of strategic initiatives. The seminar will cover best practices in strategic planning and execution, including developing strategic goals and objectives, identifying strategic initiatives, and managing business change associated with successful strategic execution. The seminar aims to provide an interactive learning experience and pragmatic advice based on the presenter's experience in strategic roles across different industries.
Corporate innovation with Startups made simple with Pitchworks VC StudioGokul Rangarajan
In this write up we will talk about why corporates need to innovate, why most of them of failing and need to startups and corporate start collaborating with each other for survival
At the end of the conversation the CIO asked us 3 questions which sparked us to write this blog.
1 Do my organisation need innovation ?
2 Even if I need Innovation why are so many other corporates of our size fail in innovation ?
3 How can I test it in most cost effective way ?
First let's address the Elephant in the room, is Innovation optional ?
Relevance for customers
Building Business Reslience
competitive advantage
Corporate innovation is essential for businesses striving to remain relevant and competitive in today's rapidly evolving market. By continuously developing new products, services, and processes, companies can better meet the changing needs and preferences of their customers. For instance, Apple's regular release of new iPhone models keeps them at the forefront of consumer technology, while Amazon's introduction of Prime services has revolutionized online shopping convenience. Statistics show that innovative companies are 2.5 times more likely to have high-performance outcomes compared to their peers.
This proactive approach not only helps in retaining existing customers but also attracts new ones, ensuring sustained growth and market presence.
Furthermore, innovation fosters a culture of creativity and adaptability within organizations, enabling them to quickly respond to emerging trends and disruptions. In essence, corporate innovation is the driving force that keeps companies aligned with customer expectations, ultimately leading to long-term success and relevance.
Business Resilience
Building business resilience is paramount for companies looking to thrive amidst uncertainties and disruptions. Corporate innovation plays a crucial role in fostering this resilience by enabling businesses to adapt, evolve, and maintain continuity during challenging times. For instance, during the COVID-19 pandemic, many companies that swiftly innovated their business models, such as shifting to remote work or expanding e-commerce capabilities, managed to survive and even thrive. According to a McKinsey report, organizations that prioritize innovation are 30% more likely to be high-growth companies. Innovation not only helps in developing new revenue streams but also in creating more efficient processes and resilient supply chains. This agility allows companies to quickly pivot in response to market changes, ensuring they can weather economic downturns, technological disruptions, and other unforeseen challenges. Therefore, corporate innovation is not just a strategy for growth but a vital component of building a robust and resilient business capable of sustaining long-term success.
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Strategy, budgetary planning and expenditure managementTonderayi Chikanda
Explore how enhancing your strategic planning skills, budgetary planning and expenditure management can significantly transform your organization's effectiveness, efficiency and excellence.
Planning involves selecting objectives, determining ways to achieve them, and providing a rational approach. There are various types of plans like strategic, tactical, operational, long-range, intermediate, and short-range plans.
The planning process involves 8 steps - analyzing the business environment, establishing objectives, setting planning premises, identifying alternatives, evaluating alternatives, choosing an alternative, formulating secondary plans, and quantifying plans by making budgets.
There are different types of organizational structures like functional, divisional, matrix based on different factors. Planning and decision making are important management functions that help organizations achieve their goals effectively.
The document provides an overview of project management. It defines a project as a temporary set of activities undertaken to create a unique product or service. Key aspects of project management include integration, scope, time, cost, quality management, human resources, communication, risk management, and procurement. The document also discusses why project management is important for organizations and different methods for selecting projects.
The document discusses operational excellence and strategies for achieving it. It outlines three principles of strategy: making difficult choices with limited information, starting to act even without being entirely sure, and learning and modifying plans through trial and error. It also discusses differentiating strategies and cases where companies succeeded by focusing on innovation, customer intimacy, or operational efficiency rather than copying competitors. The document provides examples of how implementing processes like six sigma, business process reengineering, and lean methodology can help companies achieve operational excellence through benefits like reduced costs, improved productivity, quality and customer satisfaction.
This document summarizes key aspects of corporate governance from a presentation given to the APM North West branch. It defines corporate governance as the system that directs and controls companies, with the board responsible for governance. The main principles discussed are leadership, effectiveness, accountability, and remuneration. Leadership principles include board responsibility for long-term success and a clear division of chair and executive roles. Effectiveness principles cover skills and time commitment. Accountability principles relate to risk management and transparency. Remuneration principles address executive pay and shareholder engagement.
Strategic management involves analyzing the external environment, formulating strategy, implementing strategy, and evaluating performance. It occurs at three levels - corporate, business, and functional. The corporate level determines the overall direction of the company. The business level focuses on specific product markets. The functional level involves the strategic management of individual departments. The key aspects of strategic management are environmental scanning, strategy formulation, strategy implementation, and evaluation and control.
This presentation provides an overview of strategic management. It defines strategy and discusses the different levels of strategy - corporate, business, and functional. It then defines strategic management as the set of management decisions and actions that determine long-term performance, including environmental scanning, strategy formulation, implementation, and evaluation. The presentation outlines the four main steps in strategic management: 1) developing a strategic intent through vision, mission, and objectives, 2) analyzing external and internal environments to formulate strategy, 3) implementing strategies opertationally and changing organizational structure and systems, and 4) evaluating strategy and taking corrective actions.
This document provides an overview of project management. It defines a project as a temporary set of activities undertaken to achieve unique objectives within defined cost and time parameters. Key aspects of projects include their unique purpose, temporary nature, use of various resources, and involvement of uncertainty. The document distinguishes projects from operations and programs/portfolios. It also outlines the triple constraints of quality, cost, and time that define projects. Additionally, it describes different types of project products and components of project management based on the Project Management Body of Knowledge (PMBOK).
The document summarizes several models of the strategic management process:
- David's model involves strategy formulation, implementation, and evaluation.
- Glueck's model includes strategic elements, analysis/diagnosis, choice, implementation, and evaluation.
- Schendel and Hofer's model incorporates planning, control, goal formulation, analysis, strategy formulation/evaluation, implementation, and strategic control.
The document discusses strategic management. It begins by defining strategy and describing the different levels of strategy, including corporate, business, and functional strategies. It then explains strategic management as comprising environmental scanning, strategy formulation, implementation, and evaluation. The key stages of strategic management are identified as strategy formulation, implementation, and evaluation. Strategy formulation involves environmental and organizational appraisal while implementation requires designing structures and processes. Evaluation and control help measure performance. Finally, some common reasons for strategic plans failing and benefits of strategic management are outlined.
This document provides an overview of strategic management concepts including:
- Defining strategic management as focused on developing competitive advantage through formulation, implementation, and evaluation of strategies.
- Outlining the strategic management process of analyzing the internal/external environment, formulating strategy, implementing strategy, and evaluating performance.
- Explaining the importance of strategic management in providing direction, coordination, and focus to achieve organizational goals.
Scott droney - presentation on strategic managementScott Droney
All businesses go through a period when you doubt if it's all working as you wanted, being able to refer back to a business plan is useful during these periods as it can help to refocus your thoughts.
Covering all the aspects of project management related to its characteristics, need, and importance, project life cycle, the Socio-Technical Approach to Project Management and its current drivers.
Total Quality Management Project Charter for HP IndiaKaustav Lahiri
TQM is an integrated organizational approach in delighting customers (both external and internal) by meeting their expectations on a continuous basis through everyone involved with the organizational working on continuous improvement in all products/processes along with proper problem solving methodology.
The document provides an introduction to strategic management. It discusses the three big strategic questions of where the organization is now, where it wants to go, and how it will get there. It defines strategy as management's plan to attract customers, position in the market, conduct operations, and achieve objectives. Strategic management involves developing a vision and mission, analyzing the internal and external environment, formulating strategies, implementing strategies, and evaluating performance. The key tasks are setting objectives, crafting a strategy, implementing the strategy, and monitoring results.
This document provides an overview of strategic management and project management. It defines strategy as a long-term plan to achieve objectives. There are three levels of strategy: corporate, business, and functional. Strategic management is the process of analyzing the environment, formulating strategy, implementing strategy, and evaluating performance. Project management is initiating, planning, executing, controlling, and closing work to achieve goals within constraints. Network analysis and PERT/CPM are techniques to systematically plan and manage projects.
Week 5 foundation of planning - 05 02 2012Ezzy Izzuddin
1. Managers should formally plan for several key reasons: it provides direction, reduces the impact of change, minimizes waste and redundancy, and sets standards to facilitate control.
2. Planning involves defining goals and establishing strategies to achieve those goals. It considers both ends and means. Formal planning is documented while informal planning is less defined.
3. Common types of plans include strategic plans for the organization, operational plans with specifics, long-term plans over 3 years, and short-term plans under 1 year. Plans can be specific, directional, single-use, or standing.
Five stages of strategic management process
identifying and analyzing internal and external strengths and weaknesses; formulating action plans; executing action plans; and. evaluating to what degree action plans have been successful and making changes when desired results are not being produced.
Effective Implementation Of Strategic Initiatives Nov 2009giseke
The document summarizes a seminar on effective implementation of strategic initiatives. The seminar will cover best practices in strategic planning and execution, including developing strategic goals and objectives, identifying strategic initiatives, and managing business change associated with successful strategic execution. The seminar aims to provide an interactive learning experience and pragmatic advice based on the presenter's experience in strategic roles across different industries.
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In this write up we will talk about why corporates need to innovate, why most of them of failing and need to startups and corporate start collaborating with each other for survival
At the end of the conversation the CIO asked us 3 questions which sparked us to write this blog.
1 Do my organisation need innovation ?
2 Even if I need Innovation why are so many other corporates of our size fail in innovation ?
3 How can I test it in most cost effective way ?
First let's address the Elephant in the room, is Innovation optional ?
Relevance for customers
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competitive advantage
Corporate innovation is essential for businesses striving to remain relevant and competitive in today's rapidly evolving market. By continuously developing new products, services, and processes, companies can better meet the changing needs and preferences of their customers. For instance, Apple's regular release of new iPhone models keeps them at the forefront of consumer technology, while Amazon's introduction of Prime services has revolutionized online shopping convenience. Statistics show that innovative companies are 2.5 times more likely to have high-performance outcomes compared to their peers.
This proactive approach not only helps in retaining existing customers but also attracts new ones, ensuring sustained growth and market presence.
Furthermore, innovation fosters a culture of creativity and adaptability within organizations, enabling them to quickly respond to emerging trends and disruptions. In essence, corporate innovation is the driving force that keeps companies aligned with customer expectations, ultimately leading to long-term success and relevance.
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Building business resilience is paramount for companies looking to thrive amidst uncertainties and disruptions. Corporate innovation plays a crucial role in fostering this resilience by enabling businesses to adapt, evolve, and maintain continuity during challenging times. For instance, during the COVID-19 pandemic, many companies that swiftly innovated their business models, such as shifting to remote work or expanding e-commerce capabilities, managed to survive and even thrive. According to a McKinsey report, organizations that prioritize innovation are 30% more likely to be high-growth companies. Innovation not only helps in developing new revenue streams but also in creating more efficient processes and resilient supply chains. This agility allows companies to quickly pivot in response to market changes, ensuring they can weather economic downturns, technological disruptions, and other unforeseen challenges. Therefore, corporate innovation is not just a strategy for growth but a vital component of building a robust and resilient business capable of sustaining long-term success.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
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Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcy
4. drdamaty@aucegypt.edu
Introduction
Strategic Management: a set of managerial decisions and actions that determines the
long-run performance of a corporation.
It includes:
1. Environmental Scanning
2. Strategy Formulation
3. Strategy Implementation
4. Performance Evaluation
4
5. drdamaty@aucegypt.edu
Strategy
• The word “strategy” derives from the Greek word stratçgos; which derives from two
words: - "stratos" – meaning army. "ago" – which is the ancient Greek for
leading/guiding/moving.
• Strategy is not planning.
• Strategy deals with competitive situation in an uncontrolled environment.
• Planning deals with situations in a controlled environment.
5
6. drdamaty@aucegypt.edu
Strategy
• it is:
"A style of thinking; a conscious and deliberate process; an intensive implementation
system; the art of ensuring future success."
6
7. drdamaty@aucegypt.edu
Benefits of Strategic
Management
• Clearer sense of strategic vision for the firm
• Sharper focus on what is strategically important
• Improved understanding of a rapidly changing environment
• Improved organizational performance
• Achieves a match between the organization’s environment and its strategy, structure
and processes
• Important in unstable environments
7
9. drdamaty@aucegypt.edu
2. Strategy Formulation
The development of long-range plans for the effective management of environmental
opportunities and threats in light of organizational strengths and weaknesses (SWOT)
9
10. drdamaty@aucegypt.edu
Basic elements of strategy
• Vision- describes what the organization would like to become
• Mission- the purpose or reason for the organization’s existence
• Objectives- the end results of planned activity
• Strategies- form a comprehensive master plan that states how the corporation will
achieve its mission and objectives
• Policies- the broad guidelines for decision making that links the formulation of a
strategy with its implementation
10
12. drdamaty@aucegypt.edu
Vision
• “Our vision is to create a better every-day life for many people.” – IKEA
• “To become the world’s most loved, most flown, and most profitable airline.” –
Southwest Air
• “Toyota will lead the way to the future of mobility, enriching lives around the world
with the safest and most responsible ways of moving people.”
• “McDonald's vision is to be the world's best quick service restaurant experience.”
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13. drdamaty@aucegypt.edu
Mission statement
• What is our purpose?
• Describes current state
• Timeline is 2-5 Years
• Based on our distinctive competencies
• Tends to focus on Core Business
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14. drdamaty@aucegypt.edu
Mission statement
• “Our business idea supports our vision by offering a wide range of well-designed,
functional home furnishing products at prices so low that as many people as
possible will be able to afford them.” – IKEA
• “McDonald's brand mission is to be our customers' favorite place and way to eat and
drink. Our worldwide operations are aligned around a global strategy called the Plan
to Win, which center on an exceptional customer experience – People, Products,
Place, Price and Promotion. We are committed to continuously improving our
operations and enhancing our customers' experience.”
14
15. drdamaty@aucegypt.edu
Objectives
Objectives: Mission-driven pursuit of specified results.
• Provide direction
• Aid in evaluation
• Focus coordination
• Basis for planning, motivating, and controlling
An example of an objective is “to increase the firm’s profitability in 2019 by
10% over 2018.”
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Objectives
Some of the areas in which a corporation might establish its objectives are:
• Profitability (net profits)
• Efficiency (low costs, etc.)
• Growth (increase in total assets, sales, etc.)
• Reputation (being considered a “top” firm)
• Contributions to employees (employment security, wages, diversity)
• Market leadership (market share)
• Technological leadership (innovations, creativity)
• Survival (avoiding bankruptcy)
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Strategies
• A strategy of a corporation forms a comprehensive master plan that states how the
corporation will achieve its mission and objectives.
• The typical business firm usually considers three types of strategy: corporate,
business, and functional.
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Strategies
1. Corporate strategy describes a company’s overall direction in terms of its general
attitude toward growth and the management of its various businesses and
product lines.
2. Business strategy usually occurs at the business unit or product level, and it
emphasizes improvement of the competitive position of a corporation’s products
or services in the specific industry or market segment served by that business unit.
3. Functional strategy is the approach taken by a functional area to achieve
corporate and business unit objectives and strategies by maximizing resource
productivity.
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Policy
• A policy is a broad guideline for decision making that links the formulation of a
strategy with its implementation.
• Companies use policies to make sure that employees throughout the firm make
decisions and take actions that support the corporation’s mission, objectives, and
strategies.
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3. Strategy implementation
• Strategy implementation is a process by which strategies and policies are put into
action through the development of:
Programs
Budgets
Procedures
• This process might involve changes within the overall culture, structure, and/or
management system of the entire organization.
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Programs
• A program is a statement of the activities or steps needed to accomplish a single-use
plan. It makes a strategy action oriented.
• It may involve restructuring the corporation, changing the company’s internal
culture, or beginning a new research effort.
• An example is a set of programs used by automaker BMW to achieve its objective of
increasing production efficiency by 5% each year:
(a) shorten new model development time from 60 to 30 months,
(b) reduce preproduction time from a year to no more than five months,
(c) build at least two vehicles in each plant so that production can shift among models
depending upon demand.
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Budgets
• A budget is a statement of a corporation’s programs in terms of money.
• Used in planning and control, a budget lists the detailed cost of each program.
• The budget thus not only serves as a detailed plan of the new strategy in action, it
also specifies through financial statements the expected impact on the firm’s
financial future.
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Procedures
• Procedures, sometimes termed Standard Operating Procedures (SOP), are a system
of sequential steps or techniques that describe in detail how a particular task or job
is to be done.
• They typically detail the various activities that must be carried out in order to
complete the corporation’s program.
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4. Performance evaluation
The process in which corporate activities and performance results are monitored so
that actual performance can be compared to desired performance.
• Performance: the end result of organizational activities
• Feedback Process: revise or correct decisions based on performance
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Strategic Decision Making Process
1. Evaluate current performance results
2. Review corporate governance
3. Scan and assess the external environment
4. Scan and assess the internal corporate environment
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Strategic Decision Making Process
5. Analyze strategic (SWOT) factors
6. Generate, evaluate and select the best alternative strategy
7. Implement selected strategies
8. Evaluate implemented strategies
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Strategic Audit
• Strategic audit provides a checklist of questions, by area or issue, that enables a
systematic analysis to be made of various corporate functions and activities
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