This document discusses strategic management and the strategic planning process. It defines strategy as actions managers take to increase organizational performance and gain competitive advantage. The strategic planning process involves analyzing the external environment, assessing internal strengths and weaknesses, selecting strategies, and implementing and adjusting strategies. The document outlines various strategic approaches organizations can take, such as cost leadership, differentiation, and focus. It emphasizes that strategic planning requires adapting to a changing environment.
Training Slides of Strategic Management Course, discussing how leadership should taken plan in strategic planning & management to enhance sustainability development of a company.
Some keypoints:
- Strategic Management Process
- Effective Communication
- Highly Effective Leaders & Managers
For further information regarding the course, please contact:
info@asia-masters.com
Strategic thinking is the manner in which leaders and followers in an organization think about, evaluate, examine, and construct a future for themselves and consequently the organization. It involves how we respond to the day to day activities as well as how we analyze potential problems and opportunities in the long term. The survival of any organization depends on the ability of its leaders and followers to think strategically. Strategic thinking identifies where we are now, and where we will be in the next 5 -10 -15 … years.
According to Hughes and Beatty Strategic thinking refers to cognitive processes required for the collection, interpretation, generation and evaluation of information and ideas that shape an organization’s sustainable competitive advantage.
How to Analyze & Beat Your Competitors' Search StrategyDemandWave
Often times marketers get lost in the shuffle of furiously managing and tracking their own search marketing campaigns. While that’s a must, you cannot lose sight of your competitors’ progress either. You need to carefully monitor and track their strategies in order to stay ahead of the curve.
In Webmarketing123’s Webinar, How to Analyze & Beat Your Competitors’ Search Strategy, you’ll learn how to:
- Discover the keywords your competitors are trying to rank for
- Dissect your competitors’ inbound links and evaluate their worth
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Training Slides of Strategic Management Course, discussing how leadership should taken plan in strategic planning & management to enhance sustainability development of a company.
Some keypoints:
- Strategic Management Process
- Effective Communication
- Highly Effective Leaders & Managers
For further information regarding the course, please contact:
info@asia-masters.com
Strategic thinking is the manner in which leaders and followers in an organization think about, evaluate, examine, and construct a future for themselves and consequently the organization. It involves how we respond to the day to day activities as well as how we analyze potential problems and opportunities in the long term. The survival of any organization depends on the ability of its leaders and followers to think strategically. Strategic thinking identifies where we are now, and where we will be in the next 5 -10 -15 … years.
According to Hughes and Beatty Strategic thinking refers to cognitive processes required for the collection, interpretation, generation and evaluation of information and ideas that shape an organization’s sustainable competitive advantage.
How to Analyze & Beat Your Competitors' Search StrategyDemandWave
Often times marketers get lost in the shuffle of furiously managing and tracking their own search marketing campaigns. While that’s a must, you cannot lose sight of your competitors’ progress either. You need to carefully monitor and track their strategies in order to stay ahead of the curve.
In Webmarketing123’s Webinar, How to Analyze & Beat Your Competitors’ Search Strategy, you’ll learn how to:
- Discover the keywords your competitors are trying to rank for
- Dissect your competitors’ inbound links and evaluate their worth
- Define processes that allow your own search marketing strategy to continually adjust to stay one step ahead of your competitors
Cirque du Soleil was selected as the brand of choice to be analyzed for a Services Marketing course within IE Business School's Master in International Management marketing specialization. Delivered to Professor Teresa Recio Naranjo.
Today news channels are not only providing information about the company but also avails different kind of knowledge. In such context, the present research report is being framed which is emphasizing on strategic analysis of MSNBC. It is the America’s largest broadcasting organization that facilitates different type of information to the customers about several aspects. The present research report is focusing on the strategic analysis of MSNBC in which the marketing strategies of its competitors are mentioned. The company is also provided with some recommendations for the purpose of building the brand image of the company in different markets. The company has been trying to expand the business in other countries in which they are framing different marketing strategies as that will also help in getting greater market share. Based on such analysis, the report is going to use strategic options for business development.
Strategy is not new for many business executives. Yet, many few companies can truly link their strategy to action.
Organizations need to implement EPM based on a measurement system to empower people, process and technology to deliver what is strategized!
Corporate Strategy or Strategic Management
Concepts and Cases by Fred R. David,
Francis Marion University, Florence, South Carolina, &
Forest R. David,
Strategic Planning Consultant
Introduction of Strategic Management.pptxKhubaibHikmat
The following topics are briefly explained in this ppt:
1- Understand the concept of strategy and strategic management.
2- Describe the stages of strategic management.
3- Explain strategic management model.
4- Understand important terms in strategic management.
5- Understand the nature of strategy.
Strategic management and Business policy
unit 1 ( BBA 3RD year 6th sem)
Prepared by - Dipankar Dutta
Faculty, Dev Bhoomi Group of Institution Saharanpur
email- dipankarpharma1@gmail.com
This presentation is related to planning in Principles of management.
It covers the following points:
Nature & Purpose of Planning
Decision Making
Objectives And Strategies
Planning Premises
Global Planning
2. This presentation is a combination of work
done by the following authors:
Alicia Schetteman and Dr.K.Prabhaka.
3. What is a strategy?
How to create strategies that lead to superior
performance?
How to implement?
How you have to relate to the environment?
Why strategy?
4. Strategy is a set of related actions that
managers take to increase organization’s
performance.
If it results in superior performance to that of
its rivals it is said to have competitive
advantage.
Example: Wal Mart, American Airlines, Airtel
5. Strategic planning is not
A substitute for strategic thinking, acting,
and learning
A substitute for leadership
6. 1. Know what you’re talking about
2. Know what your goal for planning is
3. Know what strategic planning will NOT do
4. Strategic planning flows from mission
5. Share your strategic planning work with others
6. Focus, focus, focus
7. Trade assistance with other organizations (Jea
Nae Remala)
8. You need to know where you are now to know
where you want to go
9. Need to move goals to action plans
10. Tie goals to budgets and performance
7. • Address critical performance issues
• Create the right balance between what the
organization is capable of doing vs. what the
organization would like to do
• Cover a sufficient time period to close the
performance gap (3-5 years reasonable time)
• Visionary – convey a desired future end state
• Flexible – allow and accommodate change
• Guide decision-making at lower levels –
operational, tactical, individual
8. How to most effectively manage a
organizational strategy making process to
create competitive advantage.
9. • SMP is the process by which managers select
and then implement a set of strategies that
aim to achieve a cometitive advantage.
• Strategy formulation is selection of strategies
• Strategy implementation is the task of putting
strategies in to action; it includes designing;
delivering; and supporting products;
improving efficienty and effectiveness of
organiztions; desinging organizational
structure; Control systems and culture.
10. Rational planning by top management?
Defining the Mission and Setting Top-Level Goals
External Analysis of Opportunities and Threats
Internal Analysis of Strengths and Weaknesses
Selection of Appropriate Strategies
Implementation of Chosen Strategies
Basic Strategic Planning Model
13. • Mission
– Sets out why the organization exists and what it
should be doing from point of view of customer.
• Major goals
– Specify what the organization hopes
to fulfill in the medium to long term.
• Objectives
– Are objectives to be attained that lead to superior
performance.
14. Perception is strong and sight is weak. In
strategy it is important to see distant things
as if they were close and to take a distanced
view of close things.Miyamoto Musashi 1584-
1645, legendary Japanese swordsman
16. Identify strengths
◦ Quality and quantity of resources available
◦ Distinctive competencies
Identify weaknesses
◦ Inadequate resources
◦ Managerial and
organizational deficiencies
17. • Cost leadership
– Attaining, then using the lowest total cost basis as
a competitive advantage; Example of Intel
• Differentiation
– Using product features or services to distinguish
the firm’s offerings from its competitors;Apple
Computers
• Market niche focus
– Concentrating competitively on a specific market
segment; Nala Appakadai
18. Focus is on improving the effectiveness of
operations within a company.
◦ Manufacturing
◦ Marketing
◦ Materials management
◦ Research and development
◦ Human resources
20. Vertical integration
Diversification
Strategic alliances
Acquisitions
New ventures
Business portfolio restructuring
21. In real life, strategy is actually very
straightforward. You pick a general direction
and implement like hell-Jack Welch in
Winning, 2005
22. • Designing organizational structure
• Designing control systems
– Market and output controls
– Bureaucratic controls
– Control through organizational culture
– Rewards and incentives
• Matching strategy, structure, and controls
– Congruence (fit) among strategy,
structure, and controls
23. The only constant is change.
Success requires adapting strategy and
structure to a changing world.
24. General managers
◦ Responsible for the overall (strategic) performance
and health of the total organization.
Operations managers
◦ Responsible for specific business
functions or operations.
25.
26. Vision, eloquence, and consistency
Commitment to the vision
Being well informed
Willingness to delegate and empower
Astute use of power
Emotional intelligence
27. Strategy making in an unpredictable world
◦ Creates the necessity for flexible strategic
approaches.
Strategy making by lower-level managers
◦ Strategy evolves through autonomous action.
Serendipity and strategy
◦ Accidental discoveries and happenstances can
have dramatic effects on strategic direction.
Intended and emergent strategies
◦ Realized strategies are combinations of intended
and emergent strategies.
31. Planning under uncertainty
◦ Scenario planning for dynamic environmental
change
Ivory tower planning
◦ Lack of contact with operational realities
◦ The importance of involving operating managers
◦ Procedural justice in the decision-making process
Engagement, explanation, and expectations
Planning for the present: Strategic Intent
◦ Recognition of the static nature of the strategic
fit model
◦ Strategic intent in focusing the organization on
winning by achieving stretch goals
32. • Cognitive biases systematically influence the
rationality of decision makers;Psychologists have
articulted more than fifty cognitive biases.
FIGURE 1.5 ( Adopted from Strategic Mangement by Hill and Jones, 2009 e )
33. Pitfalls of groupthink
◦ Failing to question underlying assumptions.
◦ Coalescing around a single person or policy.
◦ Filtering out conflicting information.
◦ Developing after-the-fact rationalizations.
◦ Having an emotional (nonobjective)
commitment to an action.
34. How to create strategic alternatives
How to select alternative that is most suitable
for organization
Implement the strategies that will help the
stakeholders to maximise their wealth.