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Strategic Management

Strategic Management. Strategic Management Defined. The set of managerial decisions and actions that determines the long-run performance of a corporation. It includes: environmental scanning (internal & external) strategy formulation strategy implementation evaluation and control

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Strategic Management

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  1. Strategic Management

  2. Strategic Management Defined The set of managerial decisions and actions that determines the long-run performance of a corporation. It includes: environmental scanning (internal & external) strategy formulation strategy implementation evaluation and control It focuses on integrating management, marketing, finance/accounting, production/operations, research and development, and computer information systems to achieve organizational success.

  3. Benefits of Strategic Management • Clearer sense of strategic vision • Sharper focus on what is strategically important • Improved understanding of rapidly changing environment

  4. Three Key Strategic Questions • Where is the organization now? • If no changes are made, where will the organization be in one, two, five or ten years? Are the answers acceptable? • If the answers are not acceptable, what specific actions should management undertake? What are the risks and payoffs involved?

  5. Strategic Management Model Environmental Strategy Strategy Evaluation Scanning Formulation Implementation and Control Mission External Reason for Societal existence Objectives Environment General Forces What results to Strategies Task accomplish Environment by when Plan to Industry Analysis achieve the Policies mission & Internal objectives Broad guidelines for Programs Structure Process decision to monitor Chain of Command making Activities performance needed to Budgets Culture and take accomplish corrective Beliefs, Expectations, a plan Cost of the action Values programs Procedures Resources Sequence Assets, Skills of steps Competencies, needed to Knowledge Performance do the job Feedback/Learning

  6. Environmental Scanning Monitoring, evaluating and disseminating information from the environment to key people within the corporation. Scan via SWOT analysis: Look for opportunities/threats in the external environment Look for strengths/weaknesses in the internal environment

  7. Strategy Formulation The process of developing long-range plans to deal effectively with environmental opportunities and threats in light of corporate strengths and weaknesses. Composed of: • Mission • Objectives • Strategies • Policies

  8. Mission The purpose or reason for the corporation’s existence. It tells who the company is, what they do as well as what they’d like to become.

  9. Objectives The end results of planned activity. They state WHAT is to be accomplished by WHEN. They should be quantified, if possible. Should be specific, measurable and obtainable.

  10. Strategies A strategy is a comprehensive master plan stating HOW the corporation will achieve its mission and objectives. There are three types: Corporate - a corporation’s overall direction and the management of its businesses. Business - emphasizes improving the competitive position of a corporation’s products or services in a specific industry or market segment. Functional - concerned with developing a distinctive competence to provide a company or business unit with a competitive advantage.

  11. Corporate Corporate Headquarters Strategy Business Strategic Strategic Strategic (Division Business Business Business Level) Unit Unit Unit Strategy Research Functional Human Finance Manufacturing Marketing and Strategy Resources Development Hierarchy of Strategy

  12. Policies Broad guidelines for making decisions. E.g. - 3M’s policy requiring researchers to spend 15% of their time working on something other than their primary project.

  13. Strategy Implementation The process of putting strategies and policies into action through the development of: • Programs - statements of activities or steps needed to accomplish a single-use plan. • Budgets - statements of a corporation’s programs in dollar terms. • Procedures - systems of sequential steps or techniques that describe in detail how to perform particular tasks or jobs.

  14. Evaluation and Control The process of monitoring corporate activities and performance results so that actual performance can be compared with desired performance.

  15. 3(b) 3(a) Scan and Analyze Assess External External Factors: Environment:  Opportun-  Societal ities  Task  Threats 5(b) 6(a) 6(b) 7 8 1(b) 1(a) 2 5(a) Select Examine and Review Generate Review and Select Implement Strategic Evaluate the Corporate and Evaluate Revise as and Strategies: Evaluate Factors Current: Governance: Evaluate Current Necessary: Recommend  Programs and (SWOT)  Mission  Board of Strategic Performance  Mission Best  Budgets Control in Light of  Objectives Directors Alterna- Results  Objectives Alternative  Procedures Current  Strategies  Top Man- tives Situation  Policies agement 4(a) 4(b) Scan and Analyze Assess Internal Internal Factors: Environment:  Strengths  Structure  Weak-  Culture nesses  Resources Evaluation and Control: Step 8 Strategy Strategy Implementation Step 7 Formulation: Steps 1 – 6 Strategic Decision-Making Process

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