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The Nature of Strategic Management (1).ppt
- 1. Copyright © 2011 Pearson Education, Inc.
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Ch 1 -1
Chapter 1
The Nature of Strategic Management
Strategic Management:
Concepts & Cases
13th Edition
Fred David
- 2. Copyright © 2011 Pearson Education, Inc.
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Ch 1 -2
Art & science of formulating,
implementing, and evaluating,
cross-functional decisions that
enable an organization to achieve its
objectives
Strategic Management –Defined
- 3. Copyright © 2011 Pearson Education, Inc.
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Ch 1 -3
Strategic Management
In essence, the strategic plan is a
company’s game plan
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Ch 1 -4
3 Stages of the Strategic
Management Process
Strategy formulation
Strategy implementation
Strategy evaluation
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Ch 1 -5
Vision & Mission
Strategy Formulation
External Opportunities & Threats
Internal Strengths & Weaknesses
Long-Term Objectives
Alternative Strategies
Strategy Selection
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Ch 1 -6
Strategy Implementation
Annual Objectives
Policies
Employee Motivation
Resource Allocation
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Ch 1 -7
Strategy Evaluation
Internal Review
External Review
Performance Measurement
Corrective Action
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Ch 1 -8
Key Terms in Strategic Management
Competitive advantage
Strategists
Vision and mission statements
External opportunities and threats
Internal strengths and weaknesses
Long-term objectives
Strategies
Annual objectives
Policies
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Ch 1 -9
Anything that a firm does especially
well compared to rival firms
Strategic Management is
Gaining and Maintaining
Competitive Advantage
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Ch 1 -10
Strategists
Gather Information
Analyze Information
Organize Information
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Ch 1 -11
Vision Statement –
What do we want to become?
Mission Statement –
What is our business?
Vision and Mission Statements
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Ch 1 -12
External Opportunities and Threats
Analysis of Trends
Economic
Social
Cultural
Demographic/Environmental
Political, Legal, Governmental
Technological
Competitors
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Ch 1 -13
Basic Tenet of Strategic Management
External Opportunities and Threats
Strategy Formulation
Take advantage of
External Opportunities
Avoid/minimize impact of
External Threats
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Ch 1 -14
Controllable activities performed
especially well or poorly
Determined relative to competitors
Internal Strengths and Weaknesses
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Ch 1 -15
Typically located in functional areas of the firm
Management
Marketing
Finance/Accounting
Production/Operations
Research & Development
Management Information Systems
Internal Strengths and Weaknesses
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Ch 1 -16
Assessing the Internal Environment
Internal Strengths and Weaknesses
Internal Factors
Performance Measures
Financial Ratios
Industry Averages
Survey Data
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Ch 1 -17
Specific results that an organization
seeks to achieve in pursuing its basic
mission
Long-term means more than one year
Long-Term Objectives
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Ch 1 -18
Long-Term Objectives
Essential for ensuring the firm’s success
Provide direction
Aid in evaluation
Create synergy
Reveal priorities
Focus coordination
Provide basis for planning, organizing,
motivating, and controlling
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Ch 1 -19
Means by which long-term objectives
are achieved
Strategies
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Ch 1 -20
Strategies
Examples
Geographic expansion
Diversification
Acquisition
Product development
Market penetration
Retrenchment
Divestiture
Liquidation
Joint venture
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Ch 1 -21
Short-term milestones that firms must
achieve to reach long-term objectives
Annual Objectives
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Ch 1 -22
Means by which annual objectives will
be achieved
Policies
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Ch 1 -23
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Ch 1 -24
Strategic Management Process
Dynamic & continuous
More formal in larger
organizations
Strategic Management Model
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Ch 1 -25
Strategic Management
Communication is a key to
successful strategic management
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Ch 1 -26
Benefits of Strategic Management
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Ch 1 -27
Benefits of Strategic Management
Nonfinancial Benefits
Enhanced awareness of threats
Improved understanding of competitors’ strategies
Increased employee productivity
Reduced resistance to change
Clearer understanding of performance-reward
relationship
Enhanced problem-prevention capabilities
- 28. Copyright © 2011 Pearson Education, Inc.
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Ch 1 -28
Why Some Firms Do No Strategic
Planning
Lack of knowledge of strategic planning
Poor reward structures
Fire fighting
Waste of time
Too expensive
Laziness
Content with success
- 29. Copyright © 2011 Pearson Education, Inc.
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Ch 1 -29
Why Some Firms Do No Strategic
Planning (continued)
Fear of failure
Overconfidence
Prior bad experience
Self-interest
Fear of the unknown
Honest difference of opinion
Suspicion