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.
Introduction to strategic planning
Dr. Salim Hajje conference about Strategic Planning, he helped many private companies & government organizations to formulate and implement their: Vision, Mission, KRA, Goals, Objectives, Tasks, Strategies &Tactics-
This is Known as LTM (Learning through movies).
We explained the concept of Strategic Planning Process with help of Movie Fast & Furious 7 Clips.
All the steps are explained with clips & contents written over the slides. Mission & objective, Environmental Scanning, Strategy formulation, Strategy implementation, Evaluation and control, benefits,
this presentation is on Strategic management.
It covers following topics in detail -
Introduction of strategic management
Definition of strategic management
Mintzberg’s Views of Strategy
Features of strategic management
Role of strategic management
Process of strategic management
Need of Strategic management
Benefits of Strategic management
Limitations of strategic management
Mission & Vision
Introduction to strategic planning
Dr. Salim Hajje conference about Strategic Planning, he helped many private companies & government organizations to formulate and implement their: Vision, Mission, KRA, Goals, Objectives, Tasks, Strategies &Tactics-
This is Known as LTM (Learning through movies).
We explained the concept of Strategic Planning Process with help of Movie Fast & Furious 7 Clips.
All the steps are explained with clips & contents written over the slides. Mission & objective, Environmental Scanning, Strategy formulation, Strategy implementation, Evaluation and control, benefits,
this presentation is on Strategic management.
It covers following topics in detail -
Introduction of strategic management
Definition of strategic management
Mintzberg’s Views of Strategy
Features of strategic management
Role of strategic management
Process of strategic management
Need of Strategic management
Benefits of Strategic management
Limitations of strategic management
Mission & Vision
Banking sector is going to be the most watched sector in the coming quarters. There are reasons for this, RBI has reduced the CRR rate and repo rates. The debt/GDP ratio of the Government is scary at 80% essentially meaning that the Government cannot borrow much without jeopardizing stability of banking sector. Given project is an attempt to identify and analyse the vision and mission of HDFC bank, as well as comparing the position and strategies of the bank with its major competitor.
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Contains a study of the major internal and external factors affecting HDFC Bank Limited in the form of a SWOT analysis as well as a breakdown and examination of strategies of HDFC Bank Limited.
Major factors contributing the success of HDFC.
Industrial analysis of HDFC through Porter’s five forces model as well as comparing that with its competitor ICICI.
Analysis done on BCG matrix
With this project we have tried to understand the different business process identified by the bank, as well as analyzing its strength and weakness as compared to other banks. Our project is mainly concentrated on the comparative analysis of HDFC and competitor ICICI. The source of information is secondary that is through internet and different newspapers and sites of HDFC and ICICI as well as some of the journals.
Sm 11 part_03_03
Strategic Management course version 11
Strategic management in any organization is important as it provides overall direction by developing plans and policies designed to achieve objectives and then allocating resources to implement the plans.
Videos on YouTube:
video 01
https://youtu.be/alh6O6Q_9sc
video 02
https://youtu.be/b2UwGeOTEX0
video 03
https://youtu.be/R7K0W3yinLo
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The next step of the Business Hierarchy of Needs®is to build a team that could help retain those customers. A new business will aim to get some cash and customers, and begin creating a great marketing strategy to move forward.
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Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
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This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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2. The heart and soul of managing a
business lies in the crafting,
implementing and executing
the chosen strategy.
3. Strategy is the game plan that management
is going to use to stake out a market
position, conduct its operations, attract and
please customers, compete successfully as
well as achieve organizational objectives
4. • A strategy entails managerial choices
among alternatives and signals organizational
commitment to specific markets, competitive
approaches and ways of operating.
• Strategy relates to a company’s competitive
initiatives and business approaches.
5. Why Strategic Management
1. Managers need to proactively shape
how the company’s business will be
conducted.
Exert strategic leadership and commit
the enterprise to going about its
business.
Prescriptions for doing business, road
map to competitive advantage, plan for
pleasing customers or achieving good
performance.
6. 2. Managers need to mould the efforts and
decisions of the different divisions,
departments, managers and groups into a
coordinated, compatible whole.
7. Five Tasks of Strategic Management
1. Forming a strategic vision of where the
organization is heading.
2. Setting objectives i.e. specific
performance outcomes
3. Crafting a strategy to achieve the desired
outcome
4. Implementing and Executing the chosen
strategy
5. Evaluating performance and initiating
corrective adjustments
8. Recycle tasks
1,2,3 or 4
Crafting
Strategy
Implementing
& Executing the
strategy
Evaluating
Performance
Monitoring
New developments
& initiating
Corrective adjustment
Developing
A strategic Vision &
Business Mission
Setting
objectives
Crafting
Strategy
Implementing &
Executing the
strategy
Developing Strategic Vision & Business Mission
9. Developing a Strategic Vision
What is our vision for the company
Where should the company headed
What should its future focus be
What kind of enterprise should we become
What industry standing do we want to
achieve
10. INTEL
“ Getting to a billion connected
computers worldwide millions
of servers and trillions of
dollars”
11. Strategic Vision
• Management’s views and conclusions to
the long-term direction and future
business scope.
• Management’s aspirations for the
organization and its business providing a
view of “ where we are going ”.
12. Strategic Vision Vs Mission
StatementStrategic Vision
‘where we are going’
Mission Statement
(business scope)
“who are we and what we do”
13. Mission Statement
• The corporate philosophy, identity,
character and image.
• Describes an organization’s present
capabilities, customer focus, activities
and make up.
14. Why a Strategic Vision
• Strategic vision has greater direction setting
and strategy making sense.
• Managers are compelled to look beyond
today and think strategically.
15. Setting Objectives
• Objectives are set to convert strategic vision
and mission into specific performance targets.
(the results and outcomes the organization
wants to achieve)
• By setting objectives and then reassuring
them, managers are able to track the
organization's progress.
16. • Objective setting should be done by all
managers because every unit in a
company needs concrete, measurable
performance targets that contribute
towards achieving company vision.
• The need for both good financial and
strategic performance calls for
management to set financial and strategic
objectives.
17. Crafting Strategy
Strategy reflects managerial choices among
alternatives and signals organisational
commitment to particular products, markets
competitive approaches and ways of
operating the business.
18. Fundamental Business Questions
• Whether to concentrate on a single business
or build a diversified group of business
• Whether to cater for a broad range of
customers or a particular market niche
• Whether to develop a wide or narrow product
line
• Whether to pursue a competitive advantage
based on low cost or product superiority etc
19. Strategy making brings into play the
critical managerial issues of how to
achieve the targeted results in light of
the organisation’s situation and
prospects.
20. Strategy
Deliberate & purposeful action
Reactions to developments, market
conditions & competitive pressures
Collective learning of the organisation
over time
21. • Strategy is something managers shape and
reshape as events transpire out side the
company
• Strategy is both pro-active (intended) and
reactive (adaptive).
22.
23. Characteristics of strategy
Company strategies address how
• To grow the business
• To satisfy customers
• To out compete rivals
• To respond to market conditions
• To manage functions of the business
• To develop organisational capabilities
• To achieve strategic and financial objectives
24. • The strategy tends to be company specific,
customised to suit its situation and objectives.
• Strategy content thus has to be fairly detailed in
order to portray the defining characteristics of the
authors.
• Strategy is a blend of holdover approaches, fresh
actions and reactions with some about to be
launched moves and changes.
• It is partly visible and partly hidden to the outside
view.
25.
26. Strategy making is fundamentally a market driven
and customer driven entrepreneurial activity, the
essential qualities being;
• talent for capitalising an emerging market
opportunities and evolving customer needs
• bias for innovation and creativity,
• appetite for prudent risk-taking
• a strong sense of what needs to be done to grow and
strengthen the business
27. Implementing & Executing the Strategy
This involves
• assessing what it will take to develop the
needed organisational capabilities to reach
the targeted objectives.
• Figuring out what must be done to put the
strategy in place to carry out and produce
good results.
28. Strategy Implementing
managerial exercise of putting a freshly
chosen strategy in place
Strategy Execution
the managerial exercise of supervising the on
going pursuit of strategy, making it work,
improving competence with which it is
executed and showing measurable progress
in achieving targeted results.
29. Managing the strategy execution process includes
• Building an organisation capable of carrying out
strategy
• Allocating company resources
• Establishing strategy supportive policies and
operating procedures
• Motivating people
• Tying the reward structures to achieving of
targeted results
30. • Creating conducive company culture and
work climate
• Installing information, communication and
operating systems that support the strategy
• Installing best practices and programmes
for continuous improvement
• Exerting internal strategic leadership
31. • Good strategy execution will involve
creating a strong “fit” with above
aspects
• Strategy execution cuts across all
facets of managing and must be
initiated from all units inside the
organisation
32. Evaluating Performance, Monitoring New
developments and Initiating corrective
Adjustments
Management needs to stay on top of the
company’s situation deciding whether
things are going on well internally and
monitoring outside developments
closely.
33. Managerial actions that may be taken to hasten
implementation or improve executing of strategy
include
• Revision of budget
• Changing policies
• Reorganising, changing personnel
• Building new competencies and capabilities
• Revamping activities and work processes
• Changing culture
• Revising compensation practices
34. Strategy executing is always a product of
organisational learning it is achieved
unevenly coming quickly in some areas and
late in others.
35. ‘Strategic management is not a box of tricks
or a bundle of techniques. It is analytical
thinking and commitment of resources to
action’
Peter Drucker
Therefore crafting a strategy are top priority managerial tasks Therefore crafting a strategy are top priority managerial tasks
The functions being undertaken in the different parts of the business need to be mutually supportive
It spells out along term business purpose and moulds organizational identity.
Strategic Vision has much greater direction setting and strategic making value Managers cannot succeed as organization leaders or as strategy makers without first drawing soundly reasoned conclusions about the wind of change and then making fundamental choices about which strategic paths to take
about the impact of new technology, changes in customer needs and expectations, competition, market opportunities and all other external and internal factors.