The document presents a strategic management model, which is a simplified representation of reality that identifies relevant variables and their inter-relationships to facilitate learning and guide research. It outlines key components of strategic management including strategic analysis, strategic choice, and strategy implementation, emphasizing the importance of understanding stakeholder expectations and the external environment. Additionally, it discusses the organizational actions needed to translate strategies into practice and provides a bibliography for further reading.

1. © Copyright 2013 Anupam Kumar 1
Strategic Management Model
Presented By:
Anupam Kumar
Reader,
School of Management Sciences,
Varanasi
1© Copyright 2013 Anupam Kumar
Strategic Management Model
• What is a Model?
• A simplified
representation of
reality.
• Models are described
– Verbally
– Diagrammatically
– Mathematically
• Models can be
– Specific
– Comprehensive
2© Copyright 2013 Anupam Kumar
Strategic Management Model
• A model:
– Identifies the Relevant Variables,
– Indicates their Characteristics,
– Specify their Inter- Relationships.
• It further:
– Facilitates learning,
– Assists on constructing a theory that can guide
research.
3© Copyright 2013 Anupam Kumar
Basic Strategic Management Model
4© Copyright 2013 Anupam Kumar
Strategic Management
• Strategic Analysis
– This is all about the analyzing the strength of businesses' position and
understanding the important external factors that may influence that
position.
– The process of Strategic Analysis can be assisted by a number of tools.
• Strategic Choice
– This process ensues
• understanding the nature of stakeholder expectations (the "ground rules"),
• identifying strategic options, and then
• evaluating and thus
– selecting strategic options.
• Strategy Implementation
– Often the hardest part. When a strategy has been analyzed and selected,
the task is then to translate it into organizational action.
© Copyright 2013 Anupam Kumar 5
Basic Strategic Management Model
6© Copyright 2013 Anupam Kumar
This is all about the
analyzing the strength of
businesses' position and
understanding the important
external factors that may
influence that position.
The process of Strategic
Analysis can be assisted by a
number of tools.
This process ensues
understanding the nature of
stakeholder expectations (the
"ground rules"), identifying
strategic options, and then
evaluating and thus selecting
strategic options.
Often the hardest
part. When a strategy
has been analyzed and
selected, the task is
then to translate it
into organizational
action.

2. © Copyright 2013 Anupam Kumar 2
Strategic
Position
Strategy
in Action
Strategic
Choice
Environment
Strategic
Capability
Expectation
& Purpose
Corporate
Level
Strategy
Business
Level
Strategy Development
directions &
methods
Organizing
Managing
Change
Enabling
Basic Model of
Strategic Management
7© Copyright 2013 Anupam Kumar
Strategic Position
• It is concerned with the impact on strategy of:
– The external environment,
• The opportunities and threats on the organization
– An organization’s strategic capability; and
• The resources and competences,
• The strengths and weaknesses of the organization
– The expectations and influence of stakeholders
• Power exerted by the stakeholders
• Issue of corporate governance
• Cultural influences and ethical issues.
8© Copyright 2013 Anupam Kumar
Strategic Choice
• It involves understanding the underlying bases
for future strategy both at
– The business unit, and
• Identification of bases of competitive advantage
– The corporate levels; and
• Regarding portfolio of products and / or businesses and
the spread of markets
– The options for developing strategy in terms of
both the directions and methods of development.
9© Copyright 2013 Anupam Kumar
Strategy in Action
• It is concerned with the fact that strategies are working
in practice.
• It includes:
– Organizing the organization to support successful performance,
in terms of structures, processes and relationships.
– Enabling such that separate resources areas of an organization
supports the strategies.
– Managing change involves
• the context of the organization,
• role of people as well as
• the levers to effect the change.
10© Copyright 2013 Anupam Kumar
Bibliography
• Books:
– Burgelman, R.A., Christensen, C.M., and
Wheelwright, S.C., (2009), “Strategic Management
of Technology and Innovation”, Fourth Edition,
New Delhi: Tata McGraw Hill.
– Day, G.S., and Reibstein, D.J., (2006), “Wharton on
Dynamic Competitive Strategy,” New Delhi: Wiley
India (P) Ltd.
– Johnson, Scholes, and Whittington, (2008),
“Exploring Corporate Strategy: Text & Cases”,
Seventh Edition, New Delhi: Dorling Kindersley (I)
Pvt. Ltd., licensee of Pearson Education Ltd.
– Kazmi, A. (2008), “Strategic Management and
Business Policy,” Third Edition, New Delhi: Tata
McGraw Hill Publishing Company Ltd.
– Kishore, R.M.,(2010), “Strategic Management”,
New Delhi: Taxmann Publications.
– Porter, M.E.., (200), “Competitive Strategy,” New
York: Free Press.
– Rao, P.S., (2010), “Strategic Management”, New
Delhi: Himalaya Publishing House.
– Roy, D., (2010), “Discourses on Strategic
Management”, Second Edition, New Delhi: Asian
Books.
• For cliparts and images:
– www.rosemarysheel.com
– www.myinsuranceclub.com
– g3ict.org
– www.hooplaclub.com
– cnx.org
– www.vancouverislandbirds.com
– www.sierraclubvotes.org
– www.flowstobay.org
– www.team-bhp.com
– lens.auckland.ac.nz
– www.123rf.com
– vadlo.com
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For further details -
Contact:
-Anupam Kumar
Reader,
SMS Varanasi.
Email: anupamkr@gmail.com
12© Copyright 2013 Anupam Kumar