The characteristics of a strategist
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the strategic direction is responsible for decision making taking into account all the elements of the business environment.
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This document summarizes Mr. Kapil Dev's presentation on internal and external environments and strategic formulation. It discusses how analyzing the external environment helps firms decide what they can do, while the internal environment helps them decide what they might do. It also outlines the basic steps in strategic formulation as developing a vision and mission, setting objectives, crafting a strategy, executing the strategy, and evaluating and adjusting. Finally, it notes that a strong mission statement includes the organization's values and nature of business to guide its plans.
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This document discusses corporate strategy and its components. It defines corporate strategy as decisions about products, locations, and organization structure to achieve objectives. Corporate strategy involves formulating a vision, mission, analyzing the external environment, identifying strategic options, setting long-term and annual objectives, developing functional strategies, policies, and institutionalizing the strategy. It also discusses the characteristics of corporate strategy, the levels of planning from corporate to functional, and the critical tasks of formulating mission, developing profiles, assessing the environment, analyzing options, and implementing and evaluating strategies.
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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 fit among business competitive strategy,
The document discusses business competitive strategies including overall cost leadership, differentiation, and focus. It explains that cost leadership relies on production efficiency and cost control by employees. Differentiation creates unique products/services through employee adaptability and innovation. Focus combines low costs and differentiation for a specific market segment served by experienced, visionary employees. The document also discusses intrinsic and extrinsic reward systems and how human resource strategy depends on an organization's unique business strategy and context. An effective structure contingency view considers each organization's circumstances.
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Strategic planning at different levels of an organization
The document discusses four important strategic planning activities at different levels of an organization: 1) defining the corporate mission, 2) establishing strategic business units to identify competitors, plan for the company, and be responsible for profit performance, 3) assigning resources to each strategic business unit, and 4) assessing growth opportunities. It also discusses analyzing opportunities and threats through a SWOT analysis of the external and internal environments, formulating strategies of overall cost leadership, differentiation, or focus, and taking feedback in the strategic planning process.
Strategic Planning
Strategic planning involves developing a vision and mission, setting objectives, crafting a strategy, implementing and executing the strategy, and evaluating performance. A company's strategy consists of competitive moves, operating approaches, and action plans to achieve performance targets. Strategic planning addresses where the company currently stands, where it wants to go, and how it will get there. The strategy is constantly evolving due to changing market conditions, competitors, technologies, and other factors.
The role of stratergic direction in organization design
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 fit among business competitive strategy,
The document discusses business competitive strategies including overall cost leadership, differentiation, and focus. It explains that cost leadership relies on production efficiency and cost control by employees. Differentiation creates unique products/services through employee adaptability and innovation. Focus combines low costs and differentiation for a specific market segment served by experienced, visionary employees. The document also discusses intrinsic and extrinsic reward systems and how human resource strategy depends on an organization's unique business strategy and context. An effective structure contingency view considers each organization's circumstances.
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The role of strategic driection in od 1
The document discusses the role of strategic direction in organization design. It states that an organization's goals and strategy influence how it should be designed. An organization's overall goal or mission is the desired end state, while operating goals define what the organization is trying to accomplish in areas like performance, resources, markets, employees, innovation, and change. Strategic intent is the focus of all organizational energies on an compelling overall goal. The document also discusses Porter's models of competitive strategy, which provide a framework for selecting strategies around differentiation, low cost, and competitive scope.
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
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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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Strategic planning involves defining a company's mission, establishing strategic business units (SBUs), and assessing growth opportunities. A company's mission focuses on a limited number of long-term goals, major policies, competitive spheres, and is short and meaningful. SBUs are single or related businesses that can be planned separately, have their own competitors and manager responsible for profits. Strategic planning determines a company's customers, needs, technology, and involves analyzing strengths, weaknesses, opportunities, and threats. Companies form strategic alliances for products, promotions, logistics, and pricing to improve strategic management.
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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.
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Strategic direction and organizational goals influence how an organization should be designed. Organizational goals include the overall mission as well as operating goals related to performance, resources, markets, employee development, productivity, and innovation. Organizations often have multiple, simultaneous goals that sometimes conflict, such as in hybrid organizations that mix goals from different sectors. Managers must negotiate direction when goals are mutually exclusive. Organizational design should account for goal importance, with official goals describing the value system and vision, and operating goals providing direction and motivation to employees.
How is strategic planning carried out at different levels of the organization?
Strategic planning is carried out at different levels of an organization. At the corporate level, headquarters define the mission, establish business units, assign resources, and assess growth opportunities. Each business unit then develops its own strategic plan through defining its mission, analyzing strengths/weaknesses/opportunities/threats (SWOT), setting goals and objectives, developing strategies, and implementing programs with feedback and control. The strategic planning process aims to align business units with the overall corporate mission while allowing for independent growth strategies.
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This document discusses the role of strategic direction in organisational design. It outlines the benefits of strategic direction, including focusing employees on goals, analyzing strengths and weaknesses, and solving operational problems. It also describes different levels of strategy, including corporate, business, and functional levels. Finally, it states that the primary responsibility of top management is to determine an organization's goals, strategy, and design to adapt the organization to a changing environment. Organizational design implements goals and strategy and determines organizational success.
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The document outlines the 9 steps of the strategic management process: 1) Develop a clear vision and mission statement, 2) Assess strengths and weaknesses, 3) Scan for opportunities and threats, 4) Identify key success factors, 5) Analyze competition, 6) Create goals and objectives, 7) Formulate strategies, 8) Translate plans into action, 9) Establish controls. It provides details on developing a vision and mission statement to guide the company and communicating it effectively. It also discusses analyzing the internal/external environment, competition, and key success factors to craft strategic plans and maintain a competitive advantage.
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The document discusses strategic objectives of firms, business strategy, contextual factors, contingency factors, and factors relating to performance management systems (PMS). Strategic objectives are long-term targets set for 3-5 years that are divided among business units and individuals. Business strategy determines the direction of a firm to achieve long-term success by adapting to changes. Contextual factors influencing goals and decisions include historical, personal, and socio-cultural aspects. Contingency factors considered in planning include social, economic, cultural, and political risks. An effective PMS aligns individual goals with corporate strategy, provides coaching, appraises performance, and rewards meeting standards.
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Strategic management involves ongoing planning, monitoring, analysis and assessment to help a company meet its goals and objectives. It is interdisciplinary, with all areas of the business involved. Strategic management also focuses externally on interactions with competitors and customers, and internally on assessing resources and capabilities. It provides direction for the future by requiring companies to project their future position. Strategic management helps coordinate activities across departments to create a more efficient organization and allow a company to adapt to changing internal and external situations.
Strategic planning process
This document outlines the strategic planning process for an organization. It discusses that strategic planning involves defining a strategy and allocating resources to pursue the strategy. The strategic planning process consists of three main steps - strategy formulation, strategy implementation, and strategy evaluation. Strategy formulation involves assessing the internal and external environment through a SWOT analysis. Strategy implementation is putting the plan into action by setting short-term goals. Strategy evaluation reviews performance and makes adjustments. Key aspects of the process include defining vision, mission, goals, and department objectives to align the organization.
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Strategy Formulation
The document discusses strategy formulation, which involves analyzing an organization's environment through SWOT analysis, establishing objectives, setting quantitative goals, evaluating performance, and selecting strategies. It outlines the steps in strategy formulation as establishing objectives, analyzing the environment, setting goals, coordinating divisional plans, analyzing performance, and selecting strategies. There are three levels of strategy formulation: corporate, business, and functional. The strategy formulation process helps organizations frame effective strategies to survive and grow.
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Nick krest - business strategy formulation and implementation
A business strategy refers to the actions and decisions that a company takes to reach its business goals and be competitive in its industry. It defines what the business needs to do to reach its goals, which can help guide the decision-making process for hiring and resource allocation.
Introduction to strategic management
Strategic management involves 3 stages: strategy formulation, implementation, and evaluation. Strategy formulation develops a vision and mission, identifies external opportunities and threats, determines internal strengths and weaknesses, and establishes long-term objectives and strategies. Strategy implementation establishes annual objectives, policies, budgets, and systems to execute strategies. Strategy evaluation assesses strategy effectiveness and identifies strategies that need improvement.
Lesson 2 What is strategy
Strategy involves an organization's action plan for outperforming competitors through integrated choices about how to compete. These choices include how to attract and please customers, compete against rivals, position in the marketplace, and respond to changing conditions to capitalize on opportunities and achieve performance targets. Strategy determines an organization's direction, scope, and competitive moves over the long term to achieve advantage through its resources and fulfill stakeholder expectations. Strategic management involves strategic decision making about products, services, markets, and choices to determine organizational direction and competitive approaches. Effective strategic decisions concern an organization's long-term direction, scope of activities, gaining advantage over competitors, and addressing changes in the business environment.
The role of strategic driection in od 1
The document discusses the role of strategic direction in organization design. It states that an organization's goals and strategy influence how it should be designed. An organization's overall goal or mission is the desired end state, while operating goals define what the organization is trying to accomplish in areas like performance, resources, markets, employees, innovation, and change. Strategic intent is the focus of all organizational energies on an compelling overall goal. The document also discusses Porter's models of competitive strategy, which provide a framework for selecting strategies around differentiation, low cost, and competitive scope.
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
Strategic develop ppt
Before making any business or organizational goal into action there is significant need of strategic development and implementation.
How is strategic planning carried out at different levels of the organisation
Strategic planning involves defining a company's mission, establishing strategic business units (SBUs), and assessing growth opportunities. A company's mission focuses on a limited number of long-term goals, major policies, competitive spheres, and is short and meaningful. SBUs are single or related businesses that can be planned separately, have their own competitors and manager responsible for profits. Strategic planning determines a company's customers, needs, technology, and involves analyzing strengths, weaknesses, opportunities, and threats. Companies form strategic alliances for products, promotions, logistics, and pricing to improve strategic management.
Role of strategic direction madhu
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.
Role
Strategic direction and organizational goals influence how an organization should be designed. Organizational goals include the overall mission as well as operating goals related to performance, resources, markets, employee development, productivity, and innovation. Organizations often have multiple, simultaneous goals that sometimes conflict, such as in hybrid organizations that mix goals from different sectors. Managers must negotiate direction when goals are mutually exclusive. Organizational design should account for goal importance, with official goals describing the value system and vision, and operating goals providing direction and motivation to employees.
How is strategic planning carried out at different levels of the organization?
Strategic planning is carried out at different levels of an organization. At the corporate level, headquarters define the mission, establish business units, assign resources, and assess growth opportunities. Each business unit then develops its own strategic plan through defining its mission, analyzing strengths/weaknesses/opportunities/threats (SWOT), setting goals and objectives, developing strategies, and implementing programs with feedback and control. The strategic planning process aims to align business units with the overall corporate mission while allowing for independent growth strategies.
Role of strategic direction in organisational design
This document discusses the role of strategic direction in organisational design. It outlines the benefits of strategic direction, including focusing employees on goals, analyzing strengths and weaknesses, and solving operational problems. It also describes different levels of strategy, including corporate, business, and functional levels. Finally, it states that the primary responsibility of top management is to determine an organization's goals, strategy, and design to adapt the organization to a changing environment. Organizational design implements goals and strategy and determines organizational success.
Strategic Management Process
The document outlines the 9 steps of the strategic management process: 1) Develop a clear vision and mission statement, 2) Assess strengths and weaknesses, 3) Scan for opportunities and threats, 4) Identify key success factors, 5) Analyze competition, 6) Create goals and objectives, 7) Formulate strategies, 8) Translate plans into action, 9) Establish controls. It provides details on developing a vision and mission statement to guide the company and communicating it effectively. It also discusses analyzing the internal/external environment, competition, and key success factors to craft strategic plans and maintain a competitive advantage.
Strategic Objectives of a firm
The document discusses strategic objectives of firms, business strategy, contextual factors, contingency factors, and factors relating to performance management systems (PMS). Strategic objectives are long-term targets set for 3-5 years that are divided among business units and individuals. Business strategy determines the direction of a firm to achieve long-term success by adapting to changes. Contextual factors influencing goals and decisions include historical, personal, and socio-cultural aspects. Contingency factors considered in planning include social, economic, cultural, and political risks. An effective PMS aligns individual goals with corporate strategy, provides coaching, appraises performance, and rewards meeting standards.
STRATEGIC MANAGEMENT
Strategic management involves ongoing planning, monitoring, analysis and assessment to help a company meet its goals and objectives. It is interdisciplinary, with all areas of the business involved. Strategic management also focuses externally on interactions with competitors and customers, and internally on assessing resources and capabilities. It provides direction for the future by requiring companies to project their future position. Strategic management helps coordinate activities across departments to create a more efficient organization and allow a company to adapt to changing internal and external situations.
Strategic planning process
This document outlines the strategic planning process for an organization. It discusses that strategic planning involves defining a strategy and allocating resources to pursue the strategy. The strategic planning process consists of three main steps - strategy formulation, strategy implementation, and strategy evaluation. Strategy formulation involves assessing the internal and external environment through a SWOT analysis. Strategy implementation is putting the plan into action by setting short-term goals. Strategy evaluation reviews performance and makes adjustments. Key aspects of the process include defining vision, mission, goals, and department objectives to align the organization.
Strategic management in hr
This document discusses strategic management in human resources. It begins by defining a strategic plan as a company's plan to match its internal strengths and weaknesses with external opportunities and threats. It then lists three basic challenges for HR as supporting corporate productivity, expanding employees' role in performance improvement, and having HR more involved in designing the strategic plan. The document goes on to define vision and mission for a company. It outlines the six steps in the strategic management process. It also defines strategy and discusses the strategic management process, SWOT analysis, types of strategic planning including corporate-level and business-level, functional strategies, and how superior human resources can provide competitive advantage.
Strategy Formulation
The document discusses strategy formulation, which involves analyzing an organization's environment through SWOT analysis, establishing objectives, setting quantitative goals, evaluating performance, and selecting strategies. It outlines the steps in strategy formulation as establishing objectives, analyzing the environment, setting goals, coordinating divisional plans, analyzing performance, and selecting strategies. There are three levels of strategy formulation: corporate, business, and functional. The strategy formulation process helps organizations frame effective strategies to survive and grow.
Scott droney - presentation on strategic management
All businesses go through a period when you doubt if it's all working as you wanted, being able to refer back to a business plan is useful during these periods as it can help to refocus your thoughts.
Strategic management
Strategic management plays an important role in marketing by helping companies develop comprehensive and effective marketing strategies. Marketing strategies provide a blueprint for how companies will achieve their marketing objectives by making decisions around their product, pricing, placement, and promotion. Developing a strong marketing strategy involves segmenting the market, selecting target markets, positioning offers, and assembling the optimal marketing mix to streamline product development, determine optimal prices, establish effective distribution channels, and assist with marketing communications.
The Critical Role Of Strategic Insight
The document discusses the critical role of strategic insight and planning for business success. It states that planning facilitates business prosperity by helping organizations fulfill their goals as outlined in blueprints, business plans, and articles of association. Strategic insight provides a gateway to success by allowing companies to intelligently implement plans and overcome competition through feasible planning. The document emphasizes that most successful companies now include planning departments that are given sufficient resources to help the business achieve its purposes and deal with potential future risks or opportunities. It concludes that strategic insight and planning are important tools for businesses to navigate challenges and accomplish long-term goals and aims.
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Nick krest - business strategy formulation and implementation
Nick krest - business strategy formulation and implementation
How is strategic planning carried out at different levels of the organisation
How is strategic planning carried out at different levels of the organisation
How is strategic planning carried out at different levels of the organization?
How is strategic planning carried out at different levels of the organization?
Role of strategic direction in organisational design
Role of strategic direction in organisational design
Scott droney - presentation on strategic management
Scott droney - presentation on strategic management
Similar to The characteristics of a strategist
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The document provides an overview of strategic management concepts that will be covered in the course, including defining strategic management, differentiating it from operational management, discussing various strategic approaches and frameworks, and outlining the strategic management process. It introduces key topics like the Ansoff matrix, different levels of strategy, and contributions from thought leaders. The objectives are to help participants understand strategic thinking, analyze the business environment, and discuss contemporary strategy development approaches.
Entrepreneurship
Strategy formulation is the process by which an organization chooses courses of action to achieve its goals. It provides direction and focus. A strategic plan allows a company to evaluate resources, allocate budgets, and maximize returns. Without a strategic plan, a company will lack direction and be reactive rather than proactive. Competitive strategy involves analyzing the industry, competition, and a company's strengths and weaknesses. A strategic plan must be flexible to adapt to changing conditions.
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The document discusses various concepts related to strategic planning and corporate strategy formulation. It begins with defining strategy and the importance of strategic planning. It then covers the following key points:
1. The stages of corporate strategy formulation including developing a strategic vision, setting objectives, crafting a strategy, implementing and executing the strategy, and monitoring performance.
2. Michael Porter's generic strategies of cost leadership, differentiation, and focus.
3. Strategic alternatives like stability, expansion, retrenchment, and combinations thereof.
4. Factors to consider when selecting between strategic options like SWOT analysis and Porter's five forces framework.
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2. The definition of strategy as management's plan to attract customers, position in the market, conduct operations, and achieve objectives.
3. The need for strategies to shape how the business is conducted and coordinate managerial actions.
4. The strategic management process of environmental scanning, strategy formulation, implementation, and evaluation.
Lesson 1
Strategic management provides direction for whole organizations and involves managing change. It examines business, technology, consumer trends and the shift from agricultural to service economies. Strategic management ensures long-term growth and profits by developing competitive advantages globally. Only a small portion of the largest 20th century companies still exist today due to failing to maintain their competitive positions. Strategic management concerns decisions that impact long-term survival and profits amid uncertainty and competition.
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The document provides an introduction to strategic management. It discusses the three big strategic questions of where the organization is now, where it wants to go, and how it will get there. It defines strategy as management's plan to attract customers, position in the market, conduct operations, and achieve objectives. Strategic management involves developing a vision and mission, analyzing the internal and external environment, formulating strategies, implementing strategies, and evaluating performance. The key tasks are setting objectives, crafting a strategy, implementing the strategy, and monitoring results.
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This document provides an overview of an e-learning course on strategic management. The course aims to teach techniques for strategic thinking, planning, and decision-making. It also covers topics like innovation, goal-setting, strategic leaders, and decision-making for managers. The course expects learners to develop skills in areas such as maximizing competitive advantage, creating new business models, utilizing resources effectively, and dealing with workplace challenges. It uses models like Porter's Five Forces to analyze the external environment and the strategic management process to formulate and implement strategies.
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The document discusses strategic management. It defines strategic management as the continuous planning, monitoring, analysis and assessment necessary for an organization to meet its goals and objectives. There are three main steps: planning, execution, and monitoring. The document outlines different classes of decisions, levels and types of strategies, and strategic models like Porter's generic strategies, BCG matrix, and Wheelen & Hunger's strategic model. It also discusses strategic management benefits like improved understanding of competitors and enhanced awareness of threats. Overall, the document provides an overview of key concepts in strategic management.
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Strategic management involves formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. It integrates various business functions to achieve success. A strategic plan is like a game plan that allows companies to compete successfully despite narrow profit margins. The stages of strategic management are strategy formulation, implementation, and evaluation. Strategy formulation develops visions and strategies. Implementation puts strategies into action. Evaluation reviews strategies and makes corrections. Strategic management adapts organizations to internal and external changes through this process.
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This document provides an overview of strategic management. It discusses that strategic management achieves organizational success through integrating various business functions. It outlines a three-stage strategic management process of formulation, implementation, and evaluation. Key aspects of strategic management include developing a vision and mission, conducting external and internal audits, setting long-term objectives and strategies, implementing strategies, and measuring performance. The benefits of strategic management include improved decision making, coordination, and competitiveness.
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This document provides an overview of strategic management. It discusses the comprehensive strategic management model, which involves external and internal audits to develop long-term objectives and strategies. The key stages are strategy formulation, implementation, and evaluation. Strategic management aims to integrate different business functions to achieve organizational success. It can provide benefits such as identifying opportunities and improving coordination. The document also discusses factors like business ethics, global competition, and the advantages and disadvantages of international operations.
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This document provides an overview of strategic management concepts. It introduces the strategic management process, which includes developing a vision and mission, analyzing external and internal environments, setting long-term objectives, generating strategies, implementing strategies, and evaluating performance. Key terms like competitive advantage, strategies, and annual objectives are also defined. The benefits of strategic management and a comprehensive strategic management model incorporating all the steps are discussed.
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Strategy involves determining long-term goals and objectives and adopting plans to achieve them. There are three levels of strategy: corporate, business unit, and functional. Corporate strategy focuses on selecting business portfolios and coordinating them. Business unit strategy develops competitive advantages for specific goods/services. Functional strategy coordinates resources to efficiently execute higher-level strategies. Strategic management is the process of formulating, implementing, and evaluating cross-functional decisions to achieve objectives. It involves environmental scanning, strategy formulation, implementation through programs and budgets, and feedback.
Module1.ppt
The document discusses strategic management and key concepts. It begins by defining strategic management as "the art and science of formulating, implementing, and evaluating cross-functional decisions that enable an organisation to achieve its objectives." It then discusses several important questions in strategic management, including where the company currently stands, where it wants to go, and how it will get there. The document also summarizes the strategic management process and explains how a company's strategy relates to its business model.
The Strategic Management Process
Here are the answers to the quiz questions:
1. The four basic elements in Strategic Management are:
- Environmental scanning
- Strategy formulation
- Strategy implementation
- Evaluation and control
2. Porter's 5 forces that affect an industry in creating organization strategy are:
- Threat of new entrants
- Rivalry among existing competitors
- Bargaining power of suppliers
- Bargaining power of buyers
- Threat of substitute products
3. The 3 types of strategies are:
- Corporate strategy
- Business strategy
- Functional strategy
The Strategic Management Process
The document provides an overview of strategic management. It discusses key concepts like strategy formulation, implementation, and evaluation. Environmental scanning and SWOT analysis are important parts of strategic planning. Strategic management helps organizations adapt to changing markets. The roles of corporate, business, and functional strategies are outlined. Porter's Five Forces model and its analysis of new entrants, suppliers, buyers, substitutes and rivalry is also summarized.
Maria gitah k.k. muadilu why strategic management
strategic management as a way to increase your companies long term existence and competitive advantage .
1.introduction
Strategic management involves analyzing internal strengths and weaknesses as well as external opportunities and threats to develop strategies that achieve competitive advantage and superior performance. Effective strategy implementation then requires aligning organizational structure, culture and controls behind the chosen strategies to maximize shareholder value over the long run. Strategic leadership and decision-making processes aim to formulate strategies that sustain competitive advantage despite an unpredictable environment.
sm unit ii.pptx (1) (1).ppt
The document discusses strategic management concepts including strategy formulation and implementation. Strategy formulation includes defining the company's vision, mission, objectives, goals, strategies and policies. Key aspects of vision include communicating purpose and competitive leadership. The mission identifies the company's scope and objectives are specific, measurable goals. Goals are set at different levels to achieve objectives. Policies provide guidelines for decision making. Strategy implementation involves programs, budgets, procedures and leadership roles.
CHAPTER 1 STRATEGIC MANAGEMENT.pptx
This document provides an overview of strategic management. It discusses key concepts like vision, mission, goals, the strategic management process, and characteristics of strategic decisions at different levels. The strategic management process involves selecting a mission/goals, analyzing external/internal environments, formulating strategies, and implementing strategies. Goals should be SMART (specific, measurable, attainable, realistic, and time-bound). External/internal analyses identify opportunities/threats and strengths/weaknesses. Strategies are made at corporate, business, and functional levels with varying risk, cost, and time horizons.
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The characteristics of a strategist
- 1. Business Ingles VII The Characteristic of a strategist Business Advantage VI Tutorial Lecturer: Max Galarza Grade: 8• Benítez Omarza Lisbeth. • Fernández Moreta Madelyne. • Ordóñez Vizueta Michael. • Tierra Piedra Karol.
- 2. Strategist The strategic direction is responsible for decision- making, taking into account all the elements of the environment in order to adapt to these changes and to improve the profits of the enterprise. Is to create added value for the company, be it local or at a higher level and for this will be based in the planning, decision-making in a continuous and getting an effective implementation of the strategy itself. Objective
- 3. Characteristics of the strategic direction * Uncertainty * Functions * Organizational conflicts * Field of activity * Competitive advantages * Levels * Analysis * Define strategies * Implantation * Global approach
- 4. Functions The core functions of the strategic direction include the development and the mobilization of the resources available in the Organization, the coordination of these resources in an optimal way and the creation of a value in the form of entrepreneurial income. The strategic direction is determined by the uncertainty surrounding a company, both at the level of its competitors, the preferences you have customers or the productivity of their workers. Uncertainty Characteristics of the strategic direction
- 5. • The strategic direction is responsible to eliminate or minimize these conflicts to improve business performance. Organizational conflicts • It is important to delimit the field of activity of the company and define the different businesses to participate. Field of activity Characteristics of the strategic direction
- 6. Competitive Advantages The strategic direction should aim to establish a competitive advantage over rival firms. Levels The strategic direction can be applied to different levels within a company. You can take care of the corporate strategy, which will mark the objectives and scope of the organization. Characteristics of the strategic direction
- 7. Analysis • Before defining a strategy, it is necessary to analyze the situation in which the company is located in both internally and in relation to other companies in the market. Define strategies • Once understood the position in which the company is located, it should take into account the objectives to be achieved and on the basis of them create different strategies to achieve them Characteristics of the strategic direction
- 8. The strategic direction must contemplate all aspects related to the company both internally and externally: cultural, socio-political, economic and technical. Global Approach Characteristics of the strategic direction
- 11. G