Strategic management module 2
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This document discusses strategic management. It defines strategic management as a road map for corporations that enables long-term decision making and helps acquire competitive advantages. It notes that strategic management can improve sales, profitability, productivity, and problem prevention capabilities. The document outlines the roles of various strategists like board of directors, CEOs, and managers. It also discusses factors in strategic decision making, the strategic management process of formulation, implementation, and evaluation, and different levels of strategy like corporate, business, and functional strategies.
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PRESENTATION STRATEGY FORMULATION
outline of the presentation
STRATEGY FORMULATION FRAMEWORK
THE INPUT STAGE
External factor evaluation matrix(EFE)
Competitive profile matrix(CPM)
Internal factor evaluation matrix(IFE)
THE MATCHING STAGE
Strengths-weaknesses-opportunities-threats(SWOT) matrix Strategic Position and Action Evaluation(SPACE) matrix
Boston Consulting Group(BCG) matrix
Internal-External(IE) matrix Grand Strategy matrix
THE DECISION STAGE
Quantitative strategic planning matrix(QSP)
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1 strategic management overview
Strategic management has its origins in the art of war and was later adopted for business purposes. It involves establishing an organization's long-term direction through objectives, strategies, and plans while considering internal and external factors. The key aspects of strategic management are that it is an ongoing process, focuses on the future and long-term goals, and prioritizes creating competitive advantages. The strategic management framework includes defining the business, setting objectives and targets, formulating strategies, implementing strategies, and evaluating performance.
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A company's strategic direction is created through developing a strategic plan that determines the organization's goals and strategy for adapting to a changing environment. Having a clear strategic direction provides benefits throughout the organization by focusing employees on specific tasks and goals. It also makes the company more attractive to investors by demonstrating a high level of organization and dedication to achieving short-term and long-term goals. Defining the strategic direction allows an organization to identify its strengths and weaknesses and develop a plan that best utilizes those characteristics.
Strategic management overview
Strategic management is a process that involves establishing an organization's long-term goals and objectives, developing strategies to achieve these objectives based on internal and external circumstances, and implementing action plans. It has a futuristic and long-term orientation, takes a comprehensive approach, and focuses on creating competitive superiority from top management's point of view. The history of strategic management originated from military strategy and was later adopted by businesses to help ensure long-term survival in changing environments. The strategic management framework involves defining the business, setting objectives, formulating strategies, implementing strategies, and evaluating performance.
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The document discusses different levels of strategy - corporate, business, and functional. At the corporate level, strategies define the overall direction and objectives of a company. Common corporate strategies include stability, growth, retrenchment, and combination strategies. Business level strategies determine how a company will compete in each business unit, such as through cost leadership, differentiation, or market focus. Functional level strategies improve effectiveness within departments like manufacturing, marketing, and human resources.
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This document discusses the role of strategic direction in organizational design. It outlines how top management gives direction to organizations by determining goals and strategy, which then influences how the organization should be designed. Two frameworks for selecting strategy and design are described: Porter's competitive strategies of differentiation and low cost leadership, and Miles and Snow's typology of prospector, defender, analyzer, and reactor strategies. The effect of these various strategies on organizational design is also discussed, such as how low cost leadership requires a mechanistic and efficient design while differentiation requires a more flexible and fluid structure.
Corporate policy - corporate management - Manu Melwin Joy
Organizational goals – The policies are formulated to achieve organizational goals.
Proper organization – Policies should be framed by the participation of person at various levels of management.
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Before making any business or organizational goal into action there is significant need of strategic development and implementation.
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This Presentation will be eye opener to the SME's to know the importance of Strategic Management and how to use it to better their business prospect.
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This document discusses strategies, policies, and strategic planning. It covers the following key points in 3 sentences:
Strategies exist at the corporate, business unit, and functional levels and include a company's competitive moves, internal approaches, and action plans. Strategic planning involves analyzing the internal strengths and weaknesses as well as external opportunities and threats, setting objectives, and crafting strategies to guide the organization. Effective implementation of strategies requires consideration of factors like technology, human resources, decision processes, and organizational culture.
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This document discusses strategic management. It outlines the learning objectives, which are to discuss strategic management, the role of corporate management, and evaluate students' knowledge. It then outlines the key topics to be covered, including strategic management process, role of governance and stakeholders. It defines strategic management and discusses the benefits. Key terms are defined, including competitive advantage, vision and mission statements, strengths and weaknesses. The three stages of the strategic management process are described: strategy formulation, implementation, and evaluation. Strategy activities are said to occur at three levels - corporate, divisional, and functional. Questions are provided to evaluate understanding of board of directors and top management.
PRESENTATION STRATEGY FORMULATION
outline of the presentation
STRATEGY FORMULATION FRAMEWORK
THE INPUT STAGE
External factor evaluation matrix(EFE)
Competitive profile matrix(CPM)
Internal factor evaluation matrix(IFE)
THE MATCHING STAGE
Strengths-weaknesses-opportunities-threats(SWOT) matrix Strategic Position and Action Evaluation(SPACE) matrix
Boston Consulting Group(BCG) matrix
Internal-External(IE) matrix Grand Strategy matrix
THE DECISION STAGE
Quantitative strategic planning matrix(QSP)
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This document discusses strategic management and business policy. It begins by explaining the origins of business policy courses in business schools in the early 20th century. It then discusses the nature of business policy, which refers to long-term decisions made by top management about the future direction of a business. These decisions determine the business's relationship to its environment and position in the market. The document also distinguishes between strategic decisions, operating decisions, and administrative decisions. Strategic decisions have long-term implications and involve issues like products/services, markets, and objectives.
Strategic management process
The document outlines the strategic management process, which consists of 5 key tasks: [1] Developing a strategic vision and mission, [2] Setting objectives, [3] Crafting a strategy, [4] Implementing and executing the strategy, and [5] Evaluating performance and initiating corrective adjustments. It emphasizes that strategy involves managerial choices to achieve organizational goals and compete successfully. Effective strategic management requires continuously monitoring performance, the external environment, and making adjustments to the strategy as needed.
strategic management
The document discusses the concept of strategy, its origins and evolution. It provides definitions of strategy from various sources and outlines some key points:
- Strategy originates from the Greek word "Strategia" meaning generalship and refers to leading an army. The earliest known work on strategy is Sun Tzu's The Art of War from 500 BC.
- Strategy involves determining long-term goals and objectives, and developing courses of action to achieve these goals. It provides coherence and direction to organizational actions.
- Strategic management has evolved with changes in the industrial environment and now demands that firms be future-oriented, able to respond to opportunities and threats, and build competitive advantages.
- The strategic management
Strategy formulation
The document discusses corporate planning strategies including situational analysis (SWOT), reviewing mission and objectives, generating alternative strategies using the TOWS matrix, and business strategies. It provides details on SWOT analysis including its structure and uses. It also explains the TOWS matrix for identifying strategic options by analyzing strengths, weaknesses, opportunities, and threats. Finally, it discusses reviewing mission and objectives, different types of business strategies, and the impact of the internet on business strategy such as expanded communication capabilities and new competitors.
Strategic management
This document outlines the strategic management model process in 6 steps: 1) strategic elements, 2) environmental and organizational analysis, 3) identification of strategic alternatives, 4) choice of strategy, 5) implementation of strategy, and 6) evaluation and control. It defines strategic management as a stream of decisions and actions to develop effective strategies to achieve corporate objectives. The process allows firms to anticipate changing conditions and provide clear direction, though conditions may change too fast for planning.
STRATEGY FORMULATION PPT
The document outlines the steps in strategic planning for multinational corporations (MNCs), including environmental scanning, internal resource analysis, goal formulation, and implementation. It describes factors for MNCs to consider when implementing strategies, such as site selection, production, and finance. Finally, it discusses specialized strategies for emerging markets and international new ventures.
Marketing strategy implementation and control
The document discusses the importance of effective implementation and management of marketing plans. It states that the success of any marketing plan relies on how well it is executed. A marketing plan provides objectives, strategies, and tactics to guide implementation. It also emphasizes that implementation requires the right people who can motivate teams, communicate effectively, and focus on targets. Periodic evaluations of key performance indicators are also needed to identify any deviations from plans and make necessary adjustments that allow goals to still be achieved.
Introduction to Marketing
This document discusses key concepts in marketing and management. It covers the four main functions of management: planning, organizing, leading, and controlling. It then discusses different types of business orientations, elements of the marketing mix like the 4Ps, and the four stages of the product lifecycle: introduction, growth, maturity, and decline.
ROLE OF STRATEGIC DIRECTION IN ORGANIZATIONAL DESIGN
Strategies provide an essential framework that guides organizational design and resource allocation. They define the business scope, focus activities, and clarify objectives to increase effectiveness. When strategies are developed carefully and understood by managers, they predetermine operational decisions and ensure resources are deployed where they can be best utilized. This consistency and strategic direction allows the organization to achieve its objectives within given constraints. Strategies also improve satisfaction and performance by reducing role ambiguity and clearly prescribing roles and responsibilities. An organization with a formal strategic management process in place will see benefits like greater effectiveness, stability, and alignment both internally and with the external environment.
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The role of stratergic direction in organization design
The role of stratergic direction in organization design
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ROLE OF STRATEGIC DIRECTION IN ORGANIZATIONAL DESIGN
ROLE OF STRATEGIC DIRECTION IN ORGANIZATIONAL DESIGN
Similar to Strategic management module 2
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Strategic management involves developing a strategy to achieve long-term organizational objectives. It is a process that includes formulating strategy, implementing strategy, and evaluating strategy. Strategic decisions require top management involvement, large resource commitments, and consideration of external factors. Strategies can be formulated at the corporate, business, and functional levels. The strategic management process helps organizations effectively plan for and adapt to changes in their environment.
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This document outlines the course contents for a Strategic Management course taught by Dr. Sabeeh Zaidi at the National University of Computers & Emerging Sciences in Lahore, Pakistan. The course covers key topics in strategic management including defining strategic management, the strategic management process and model, external and internal assessments, strategy formulation, implementation, and evaluation. It also discusses concepts like competitive advantage, vision and mission statements, and the benefits of taking a strategic approach to management.
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1. The document discusses the importance of strategic management in the knowledge-based economy. Strategic management helps organizations use their knowledge assets and experience to gain a competitive advantage.
2. It identifies five critical components of strategic management: defining the business, establishing objectives, formulating strategy, implementing strategy, and evaluating performance.
3. Successful managers view strategic management as key to achieving organizational performance. They are action-oriented strategic thinkers focused on customers, opportunities, and competitive positioning.
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email- dipankarpharma1@gmail.com
Introduction to Strategic Management
Strategic management involves establishing strategic intent, formulating strategies, implementing strategies, and evaluating strategies. It operates at the corporate, business unit, and functional levels. At the corporate level, strategy involves overall direction and resource allocation. Business unit strategy focuses on a single business. Functional strategy relates to a specific function. Strategists, such as managers and CEOs, are responsible for strategic decisions and providing organizational direction to achieve objectives. Their roles include setting objectives, formulating, implementing, and evaluating strategies.
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This document provides a summary of the book "Essentials of Strategic Management" by David Hunger and Thomas Wheelen. It discusses key concepts in strategic management including environmental scanning, strategy formulation, implementation, and evaluation. Some of the main topics covered include Michael Porter's industry analysis framework, the importance of being a learning organization, and the roles and responsibilities of corporate boards in strategic decision making.
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This document provides a summary of the book "The Essentials of Strategic Management" by David Hunger and Thomas Wheelen. It discusses key concepts in strategic management including environmental scanning, strategy formation, implementation, and evaluation. Some of the main topics covered include Michael Porter's industry analysis framework, strategic decision making models, the evolution of strategic management, and the importance of organizations becoming learning entities. The review provides an overview of the essential elements and processes in strategic management discussed in the source book.
strategy management copy.pdf
The document provides an overview of strategic management. It defines strategic management and discusses its importance, advantages, and disadvantages. It also outlines the strategic management process, which includes determining strategic position, choosing a strategy, and implementing the strategy. Additionally, it covers various strategy types at the corporate, business, functional, and operational levels. The document discusses concepts like competitive advantage, the McKinsey 7S framework, portfolio strategy, and strategic choice. It also examines tools for strategic analysis like PESTEL analysis, SWOT analysis, value chain analysis, and environmental scanning techniques.
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This document discusses key concepts in IT strategy. It defines strategy as determining goals and how to achieve them, while planning is about the specific steps, or "how." Tactics are short-term actions that support strategic goals. An example is given of a company switching from glass to plastic eyeglasses. Strategic analysis involves tools like PEST and SWOT to understand strengths and the external environment. Strategic choice is selecting options, and implementation is translating strategy into action. Types of strategies discussed include corporate, business unit, operational, and marketing strategies.
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This document outlines the key concepts and principles of strategic management. It discusses corporate strategy and why it is important for organizations. Corporate strategy involves commitments, decisions and actions to achieve competitive advantage and above average returns. It allows companies to keep pace with a changing environment, minimize competitive disadvantages, provide a clear strategic vision and goals, motivate employees, and strengthen decision-making. The document also defines strategy and outlines Mintzberg's 5 P's of strategy - plan, pattern, position, ploy, and perspective. Overall, corporate strategy is a comprehensive master plan for how a company will achieve its mission and objectives.
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This document provides an overview of strategic and operational management strategies for educational institutions. It discusses strategic management processes like strategic planning, implementation, evaluation and decision making. It also covers operational management techniques and decision making. Specific topics summarized include the strategic management process, SWOT analysis, benefits of strategic management, strategic decision making and the 7 steps of operational decision making.
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The document provides an overview of strategic management. It defines strategic management as managing an organization's resources to achieve goals and objectives. The process involves setting objectives, analyzing the competitive environment and internal organization, evaluating strategies, and implementing strategies across the organization. An example is given of a technical college using strategic management to increase enrollment and graduation rates over three years to boost revenue. The four processes of strategic management are also outlined.
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This document discusses strategic planning and strategic thinking frameworks. It describes strategy as guiding long-term goals and objectives, and how strategic planning involves assessing the environment and deciding on a mission. Two frameworks are explained: the BCG matrix categorizes products based on market share and growth, and Porter's five forces model analyzes competitive forces in an industry. The strategic planning process involves assessing the environment, establishing a mission and goals, and developing strategies to achieve objectives.
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This document discusses business policy and strategic management. It begins by defining business policy as guidelines that govern an organization's actions and define decision-making boundaries. It then discusses strategic management, including defining corporate and business unit strategies. It also covers Mintzberg's five perspectives of strategy - plan, ploy, pattern, position, and perspective. Finally, it discusses the importance of vision, mission, and objective statements in guiding an organization's strategic direction.
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The document discusses strategy evaluation and control. It provides guidelines for evaluating strategies, including consistency, consonance, feasibility, and competitive advantage. It also discusses measuring organizational performance, taking corrective actions, and characteristics of an effective evaluation system. Contingency planning is important in case key events do not occur as expected. Strategy evaluation is an ongoing process that ensures objectives are being achieved and allows companies to adapt to changing environments.
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The document provides information on strategy, strategic management, and the strategic management process. It discusses:
1) What strategy and strategic management are, including definitions and key features. Strategy is a long-term plan to achieve objectives, while strategic management is the process of planning, implementing, and evaluating strategies.
2) The three levels of strategy - corporate, business, and functional. Corporate strategy focuses on the overall direction of the organization. Business strategy focuses on specific product markets. Functional strategy involves strategic approaches within individual business functions.
3) The strategic management process, which involves environmental scanning, strategy formulation, implementation, and evaluation to achieve organizational goals.
4) The importance and need for strategic management,
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Internal factor analysis
Internal Factor Analysis is a strategic tool used to evaluate a firm's internal environment and reveal its strengths and weaknesses. It analyzes a firm's resources and functional strengths and weaknesses to understand the factors that can provide competitive advantage, growth, and profitability. Internal factor analysis also helps assess an organization internally to formulate, implement, and evaluate strategic plans and decisions that achieve above-average returns.
Strategic groups in Strategic Management
Strategic groups are clusters of companies that have similar business models, strategies, and market positions. Analyzing strategic groups helps identify a firm's most direct competitors and competitive advantages, as well as opportunities for growth. Companies within the same strategic group face similar threats and opportunities due to their similar resources and approaches. Examining strategic groups provides executives insight into rivals, alternative strategies for success, and potential opportunities.
Swot analysis
This document provides an overview of SWOT analysis, including:
- SWOT analysis is a strategic planning technique used to identify an organization's strengths, weaknesses, opportunities, and threats. It examines internal strengths and weaknesses as well as external opportunities and threats.
- The origins of SWOT analysis are credited to Albert Humphrey in the 1960s-1970s, who categorized strengths, weaknesses, opportunities, and threats to understand why corporate planning failed.
- Strengths and weaknesses refer to internal factors, while opportunities and threats refer to external factors in the environment. Conducting a SWOT analysis helps inform strategic planning and decision making.
Gap analysis in strategic Management
Gap analysis involves comparing actual performance to desired performance in order to identify gaps and determine steps to improve current performance. It is a formal process of assessing what a company is currently doing versus where it wants to go in the future. Gap analysis can be used in any area of a business, such as sales, finance, operations, quality, and more, to identify gaps between the actual and desired state and determine how to bridge those gaps to help a company reach its full potential.
Strategic mangement (module 1)
1. Strategic management is the process of formulating, implementing, and evaluating cross-functional decisions to enable an organization to achieve its objectives.
2. Key components of strategic management include developing a vision, mission, goals, and objectives to guide the organization and establishing strategies to achieve these aims.
3. Strategic management provides benefits such as defining the organization's direction and preparing it to seize opportunities, but also faces limitations from complex environments and the uncertainty of future outcomes.
Strategic mangement (module 1)
The document discusses the key concepts of strategic management including defining strategy as long-term plans to achieve organizational goals, the difference between strategy and management, elements of strategic management like vision, mission, goals and objectives, and the importance of strategic management in improving sales, profitability, and problem prevention capabilities for organizations. It also compares the differences between operational management which focuses on day-to-day efficiency, and strategic management which takes a holistic internal and external view to formulate long-term plans.
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留信网认证的作用:
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2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
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我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Strategic management module 2
- 1. THIPPESWAMI H RESEARCH SCHOLAR DEPT OF STUDIES IN COMMERCE VSK UNIVERSITY BALLARI Mob no 8746022011 STRATEGIC MANAGEMENT
- 2. Nature of SM 1. Serves as a road map for the corporation 2. Enables long term decisions concerning the firm 3. Ensure optimum utilisation of resources 4. Prepares the firms to face the future 5. Helps acquiring competitive advantage STRATEGIC MANAGEMENT
- 3. Importance/role/ of SM 1. Improvement in sales 2. Improvement in profitability 3. Improvement in productivity 4. Enhanced problem prevention capability 5. Provides a framework for decision making STRATEGIC MANAGEMENT
- 4. 4 Strategists & their role SM Strategists are individual or group who are primarily involved in the formulation, implementation and evaluation of the strategies. 1. Role of Board of Directors 2. Role of CEO 3. Role of Entrepreneur 4. Role of Senior level management 5. Role of Middle level management 6. Role of Assistant Executives STRATEGIC MANAGEMENT
- 5. Issues/aspects/factors in strategic decision making 1. Criteria for decision making(objectives) 2. Rationality in decision making 3. Creativity in decision making (new things) 4. Person related factors in decision making 5. Individual v/s Group in decision making(both are needed) STRATEGIC MANAGEMENT
- 8. “Process of formulation, implementation, evaluation and control of strategies to realize the organization's strategic intent.” The strategic management process encompasses three phases, which together involve a number of systematic steps. 1.Strategy formulation 2.Strategy Implementation 3. Strategy Evaluation & control. STRATEGIC MANAGEMENT process
- 9. EVALUATION AND CONTROL FORMATION OF MISSION & OBJECTIVES SWOT ANALYSIS CONSIDERATION OF STRATEGIC ALTERNATIVES IMPLEMENTATION CHOICE OF STRATEGY
- 10. Strategic formation involves five important steps which are, 1. Determination of vision, mission ,objectives and goals 2. Analysis of strengths and weakness of the firm 3. Environmental opportunities and threats 4. Generation of alternative strategies and choosing the most appropriate strategies 5. Define the nature of business STRATEGIC FORMULATION
- 11. IMPLEMENTATION Strategic Implementation involves four important steps which are, 1. Activating strategies 2. Designing structures and system 3. Managing the behavioural strategies 4. Operating strategies
- 12. EVALUATIONANDCONTROL Strategic Evaluation & control involves Three important steps which are, 1. Performing Strategic Evaluation 2. Excising Strategic Control 3. Reformulating Strategies
- 14. Corporate Level strategy Corporate level strategy outlines what you want to achieve: growth, stability, acquisition or retrenchment. It focuses on what business you are going to enter the market. It has two main aspects- formulation of strategy(strategic planning) and strategy implementation. Major financial policy decisions are taken by the top level management by involving acquisition, diversification and structural redesigning belong to this level.
- 15. BusinessLevel strategy This level answers the question of how you are going to compete. It plays a role in those organization which have smaller units of business and each is considered as the strategic business unit (SBU). Business level strategy is more likely related to a unit within the whole. It is concerned with competition in market. Decisions at this level include policies involving new product development, marketing mix, research and development etc.
- 16. Functional Level strategy 16 This level concentrates on how an organization is going to grow. It defines daily actions including allocation of resources to deliver corporate and business level strategies. Functional/operational strategy involves decision making with respect to specific functional areas-Production, marketing, Personnel, finance etc. While corporate & business level strategies are concerned with “Doing the right things”, functional strategies stress on “Doing things right”. Functional level strategies handling day to day tasks/activities of purchasing materials, inventory control etc.