Strategic management involves three main stages: strategy formulation, strategy implementation, and strategy evaluation. It integrates management, marketing, finance, operations, R&D, and information systems to achieve organizational success. A key part of strategic management is analyzing internal strengths and weaknesses as well as external opportunities and threats to determine how to best position an organization for long-term success. Benefits of strategic management include improved financial and organizational performance as well as enhanced ability to adapt to changes in the business environment.

1. Fred R. David
Prentice Hall
Ch. 1-1
Chapter 1Chapter 1
The Nature of StrategicThe Nature of Strategic
ManagementManagement
Strategic Management:
Concepts and Cases. 9th
edition
Fred R. David

2. Fred R. David
Prentice Hall
Ch. 1-2
The Nature of StrategicThe Nature of Strategic
ManagementManagement
• A global perspective is a matter of
survival for businesses.
• E-commerce is a vital strategic
management tool.
• The natural environment is an important
strategic issue.

3. Fred R. David
Prentice Hall
Ch. 1-3
Strategic Management AchievesStrategic Management Achieves
Organizational SuccessOrganizational Success
Process of Integrating:
– management
– marketing
– finance/accounting
– production/operations
– research and development
– computer information systems

4. Fred R. David
Prentice Hall
Ch. 1-4
Three-Stage ProcessThree-Stage Process
Strategy Formulation
Strategy Implementation
Strategy Evaluation

5. Fred R. David
Prentice Hall
Ch. 1-5
Strategy Formulation
Vision & Mission
Alternative Strategies
Long-Term Objectives
Strengths & Weaknesses
Opportunities & Threats
Strategy Selection

6. Fred R. David
Prentice Hall
Ch. 1-6
Strategy FormulationStrategy Formulation
Issues include:
–What new businesses to enter
–What businesses to abandon
–How to allocate resources
–Expand operations or diversify
–Enter international markets
–Merge or form joint venture
–Avoidance of hostile takeover

7. Fred R. David
Prentice Hall
Ch. 1-7
Strategy Implementation
Employee Motivation
Policies
Annual Objectives
Resource Allocation

8. Fred R. David
Prentice Hall
Ch. 1-8
Strategy ImplementationStrategy Implementation
Action Stage of strategic management:
–Most difficult stage
–Mobilizing employees and managers
–Interpersonal skills are critical
–Consensus on pursuing goals

9. Fred R. David
Prentice Hall
Ch. 1-9
Strategy Evaluation
Performance Measurement
External Review
Internal Review
Corrective Action

10. Fred R. David
Prentice Hall
Ch. 1-10
Strategy EvaluationStrategy Evaluation
Final stage of strategic management:
– All strategies subject to future modification
– Success today is no guarantee of success
tomorrow
– Success creates new and different problems
– Complacency leads to demise

11. Fred R. David
Prentice Hall
Ch. 1-11
Prime Task of StrategicPrime Task of Strategic
ManagementManagement
According to Peter Drucker…
The prime task is to think through the
overall mission of a business
Ask the question:
What is our Business?

12. Fred R. David
Prentice Hall
Ch. 1-12
Integrating Intuition and AnalysisIntegrating Intuition and Analysis
The strategic management process
attempts to organize quantitative and
qualitative information under
conditions of uncertainty.

13. Fred R. David
Prentice Hall
Ch. 1-13
Integrating Intuition and AnalysisIntegrating Intuition and Analysis
Intuition based on:
–Past experiences
–Judgment
–Feelings
Useful for decision making
–Conditions of great uncertainty
–Conditions with little precedent

14. Fred R. David
Prentice Hall
Ch. 1-14
Integrating Intuition and AnalysisIntegrating Intuition and Analysis
Intuition and judgment
–Management at all levels
–Analyses are influenced
Analytical thinking and intuitive thinking
–Complement each other

15. Fred R. David
Prentice Hall
Ch. 1-15
Adaptation to ChangeAdaptation to Change
Organizations must monitor events
–On-going process
–Internal and external events
–Timely changes

16. Fred R. David
Prentice Hall
Ch. 1-16
Adaptation to ChangeAdaptation to Change
Rate and magnitude of changes
–Increasing dramatically
• E-commerce
• Demographics
• Technology
• Merger-mania
–Effective Adaptation
• Long-run focus

17. Fred R. David
Prentice Hall
Ch. 1-17
Adaptation to ChangeAdaptation to Change
Key strategic-management questions:
– What kind of business should we become?
– Are we in the right fields?
– Should we reshape our business?
– What new competitors are entering our
industry?
– What strategies should we pursue?
– How are our customers changing?

18. Fred R. David
Prentice Hall
Ch. 1-18
Key TermsKey Terms
Strategists
– Most responsible for success or failure of an
organization
– Various job titles:
• Chief executive officer
• President
• Owner
• Chair of the Board
• Executive Director
• Entrepreneur

19. Fred R. David
Prentice Hall
Ch. 1-19
Key TermsKey Terms
Vision Statement
–What do we want to become?
Mission Statement
–What is our business?

20. Fred R. David
Prentice Hall
Ch. 1-20
Key TermsKey Terms
External Opportunities and Threats
– Significantly benefit or harm the organization in the
future.
– Include the following trends:
• Economic
• Social
• Cultural
• Demographic Environmental
• Political, legal, governmental
• Technological
• Competitive trends

21. Fred R. David
Prentice Hall
Ch. 1-21
Key TermsKey Terms
External Opportunities and Threats
–Largely beyond the control of a single
organization.
–Basic tenet of strategic management
• Strategy formulation to:
– Take advantage of external opportunities
– Avoid or reduce impact of external threats

22. Fred R. David
Prentice Hall
Ch. 1-22
Key TermsKey Terms
Environmental Scanning
–Industry Analysis
• Process of conducting research and
gathering and assimilating external
information

23. Fred R. David
Prentice Hall
Ch. 1-23
Key TermsKey Terms
Internal Strengths and Weaknesses
– Controllable activities performed especially
well or poorly.
– Arise in functional areas of the business:
• Management
• Marketing
• Finance/accounting
• Production/operations
• Research & development
• Computer Information Systems

24. Fred R. David
Prentice Hall
Ch. 1-24
Key TermsKey Terms
Determining Internal Factors:
–Financial ratios
–Measuring performance
–Industry averages
–Survey data

25. Fred R. David
Prentice Hall
Ch. 1-25
Key TermsKey Terms
Long-term objectives:
– Mission-driven pursuit of specific results more
than one-year out.
– Essential for organizational success
• State direction
• Aid in evaluation
• Create synergy
• Focus coordination
• Basis for planning, motivating and controlling

26. Fred R. David
Prentice Hall
Ch. 1-26
Key TermsKey Terms
Strategies:
– Means by which long-term objectives will be
achieved.
– May include:
• Geographic expansion, diversification
• Acquisition
• Product development, market penetration
• Retrenchment, divestiture
• Liquidation, joint venture

27. Fred R. David
Prentice Hall
Ch. 1-27
Key TermsKey Terms
Annual Objectives:
– Short-term milestones that organizations must
achieve to reach long-term objectives.

28. Fred R. David
Prentice Hall
Ch. 1-28
Key TermsKey Terms
Policies:
– Means by which annual objectives will be
achieved.

29. Fred R. David
Prentice Hall
Ch. 1-29
Comprehensive Strategic Management ModelComprehensive Strategic Management Model
External
Audit
Chapter 3
Internal
Audit
Chapter 4
Long-Term
Objectives
Chapter 5
Generate,
Evaluate,
Select
Strategies
Chapter 6
Implement
Strategies:
Mgmt Issues
Chapter 7
Implement
Strategies:
Marketing,
Fin/Acct,
R&D, CIS
Chapter 8
Measure &
Evaluate
Performance
Chapter 9
Vision
&
Mission
Chapter 2

30. Fred R. David
Prentice Hall
Ch. 1-30
Strategic-Management ModelStrategic-Management Model
Strategic-Management Process –
• Dynamic and Continuous
• More formal in larger organizations

31. Fred R. David
Prentice Hall
Ch. 1-31
Strategic-Management ModelStrategic-Management Model
1.Identify Organization’s existing:
• Vision
• Mission
• Objectives
• Strategies

32. Fred R. David
Prentice Hall
Ch. 1-32
Strategic-Management ModelStrategic-Management Model
2.Perform External Audit
3.Perform Internal Audit
4.Establish long-term objectives
5.Generate, evaluate, select strategies
6.Implement strategies
7.Measure and evaluate performance

33. Fred R. David
Prentice Hall
Ch. 1-33
Benefits of StrategicBenefits of Strategic
ManagementManagement
• Proactive in shaping organization’s future
• Initiate and influence activities
• Formulate better strategies
– Systematic, logical, rational approach

34. Fred R. David
Prentice Hall
Ch. 1-34
Benefits of StrategicBenefits of Strategic
ManagementManagement
• Financial benefits
– Improvement in sales
– Improvement in profitability
– Improvement in productivity

35. Fred R. David
Prentice Hall
Ch. 1-35
Benefits of StrategicBenefits of Strategic
ManagementManagement
• Non-Financial benefits
– Enhanced awareness of xternal threats
– Improved understanding of competitors’
strategies
– Increased employee productivity
– Reduced resistance to change
– Understanding of performance-reward
relationships
– Enhances problem-prevention capabilities

36. Fred R. David
Prentice Hall
Ch. 1-36
Benefits of StrategicBenefits of Strategic
ManagementManagement
1.Identification of opportunities
2.Objective view of management problems
3.Improved coordination and control
4.Minimizes adverse conditions and
changes
5.Decisions to better support objectives
6.Effective allocation of time and resources
7.Internal communication among personnel

37. Fred R. David
Prentice Hall
Ch. 1-37
Benefits of StrategicBenefits of Strategic
ManagementManagement
8.Integration of individual behaviors
9.Clarifies individual responsibilities
10.Encourages forward thinking
11.Encourages favorable attitude toward
change
12.Discipline and formality to the
management of the business

38. Fred R. David
Prentice Hall
Ch. 1-38
• Poor reward structures
• Fire-fighting
• Waste of time
• Too expensive
• Laziness
• Content with success
Why Some Firms DoWhy Some Firms Do NoNo
Strategic PlanningStrategic Planning

39. Fred R. David
Prentice Hall
Ch. 1-39
• Fear of failure
• Overconfidence
• Prior bad experience
• Self-interest
• Fear of the unknown
• Suspicion
Why Some Firms DoWhy Some Firms Do NoNo
Strategic Planning (Cont’d)Strategic Planning (Cont’d)

40. Fred R. David
Prentice Hall
Ch. 1-40
Business ethics defined:
–Principles of conduct within
organizations that guide decision
making and behavior.
Business Ethics and StrategicBusiness Ethics and Strategic
ManagementManagement

41. Fred R. David
Prentice Hall
Ch. 1-41
Good business ethics:
–prerequisite for good strategic
management
Business Ethics and StrategicBusiness Ethics and Strategic
ManagementManagement

42. Fred R. David
Prentice Hall
Ch. 1-42
Code of business ethics:
–Provides basis on which policies can
be devised to guide daily behavior
and decisions at the workplace
Business Ethics and StrategicBusiness Ethics and Strategic
ManagementManagement

43. Fred R. David
Prentice Hall
Ch. 1-43
Internet privacy
–Emerging ethical issue of immense
proportion
Business Ethics and StrategicBusiness Ethics and Strategic
ManagementManagement

44. Fred R. David
Prentice Hall
Ch. 1-44
Internet and business ethics --
–38% of companies store and review
employees email messages
–Up from 15% in 1997
–54% of companies monitor
employees’ Internet connections
Business Ethics and StrategicBusiness Ethics and Strategic
ManagementManagement

45. Fred R. David
Prentice Hall
Ch. 1-45
Business actions always unethical include:
• Misleading advertising
• Misleading labeling
• Environmental harm
• Poor product or service safety
• Padding expense accounts
• Insider trading
• Dumping flawed products on foreign markets
Business Ethics & StrategicBusiness Ethics & Strategic
PlanningPlanning

46. Fred R. David
Prentice Hall
Ch. 1-46
Nature of Global CompetitionNature of Global Competition
Companies conduct business across
borders
International or multinational corporations
 Parent company
 Host country
• Strategy implementation more difficult
Cultural differences
 Norms, values, work ethics

47. Fred R. David
Prentice Hall
Ch. 1-47
• Absorb excess capacity
• Reduce unit costs
• Spread economic risks over wider
markets
• Low-cost production facilities
• Competition may be less intense
• Reduced tariffs, lower taxes
• Economies of scale
Advantages of InternationalAdvantages of International
OperationsOperations

48. Fred R. David
Prentice Hall
Ch. 1-48
• Different social, cultural demographic,
legal forces may create difficult
communication
• Weaknesses of foreign competition may
be underestimated
• Barriers to communication and effective
management of personnel
• Complications from different monetary
systems
Disadvantages of InternationalDisadvantages of International
OperationsOperations