Strategic Management

1. Strategic Management-1 PUTTU GURU PRASAD M.Com. M.B.A., L.L.B., M.Phil. PGDFTM, APSET. ICFAI TMF, (PhD) at JNTU K, Asst.Professor S&H Department VVIT-Nambur puttuvvit@gmail.com - 9394969898

3. Strategic Management Professor, Entrepreneur & Lawyer Puttu Guru Prasad

4. Battle of Trafalgar Nelson’s crushing defeat of the French and Spanish Navies on 21stOctober 1805, establishing Britain as the dominant world naval power for a century, but at the cost of Nelson’s life. War: Napoleonic Date of the Battle of Trafalgar: 21st October 1805 Place of the Battle of Trafalgar: At Cape Trafalgar off the South-Western coast of Spain, south of Cadiz. Combatants at the Battle of Trafalgar: The British Royal Navy against the Fleets of France and Spain. Commanders at the Battle of Trafalgar: Admiral Viscount Lord Nelson and Vice Admiral Collingwood against Admiral Villeneuve of France and Admirals d’Aliva and Cisternas of Spain. Size of the fleets at the Battle of Trafalgar: 32 British ships (25 ships of the line, 4 Frigates and smaller craft), 23 French ships and 15 Spanish ships (33 ships of the line, 7 Frigates and smaller craft). 4,000 troops, including riflemen from the Tyrol, were posted in small detachments through the French and Spanish Fleets. Winner of the Battle of Trafalgar: Resoundingly, the Royal Navy. Admiral Lord Nelson’s Division: HMS Victory (Flagship of Admiral Lord Nelson: Captain. http://www.molossia.org/milacademy/trafalgar.html

15. Horatio Nelson This was the greatest naval victory in British history. Horatio Nelson DVS KARNA LION Trafalgar Square, London

16. Napoleonic Wars(1796–1815) Twenty-seven British ships of the line led by Admiral Lord Nelson aboard HMS Victory Defeated thirty-three French and Spanish ships of the line under the French Admiral Villeneuve

17. England expects that every man will do his duty. Horatio Nelson

18. The Trojan Horse

20. Blitzkriegs a swift and violent military offensive with intensive Aerial, Land and Naval bombardment

23. What is Strategy? • Features of Strategy • Levels of Strategy- corporate-level, business- level and functional-level. • What is Strategic Management? • Process of Strategic Management

25. Strategy is a tactical course of action which is designed to achieve long term objectives. It is an art and science of planning and marshalling resources for their most efficient and effective use in a changing environment. What isstrategy?

27. Strategy of a business enterprise consists of what management decides about the future direction and scope of the business. It entails managerial choice among alternative action programmes, competitive moves and different business approaches to achieve enterprise objectives. What isstrategy?

28. As per Glueck, • Strategy is unified, comprehensive and integrated plan relating the strategic advantages of the firm to the challenges of the environment. It is designed to ensure that the basic objectives of the enterprise are achieved. • As per Alfred D. Chandler, • Strategy is “The determination of basic long-term goals and objectives of an enterprise and the adoption of the courses of action and the allocation of resources necessary for carrying out these goals.” Definition ofStrategy

29. Top management responsibility • Allocation of large amount of resources • Impact on long term prosperity of the firm • Future oriented • Multi-functional or multi-business consequences • Consideration of factors in the external environment Features ofStrategy

31. Levels ofStrategy

32. Strategy once formulated has long term implications. It is framed by top management in an organization. In short, it may be called as the ‘game plan of management’. At this level, strategic decisions relate to organization-wide policies and are taken care by top-level management (BOD) with a vision of determining ‘Where the company wants to be?’ Corporate-levelStrategy

33. It has two main aspects- Formulation of Strategy (strategic planning) and Strategy Implementation The nature of strategy at this level tend to be value-oriented, conceptual and than other levels. There is also greater risk, cost and profit potential as well as greater need of flexibility associated with this level. Major financial policy decisions involving acquisition, diversification and structural redesigning belong to this level. Corporate-levelStrategy

34. Business-level strategy is more likely related to a unit within the whole. It is concerned with competition in a market. • The concerns are about what products or services should be developed and offered to which markets in order to meet customer needs and organizational objectives. Business-LevelStrategy

35. At this level, multifunctional strategies developed at corporate level are formulated and implemented for specific product market in which the business operates. • Thus, managers at this level translate general directions and intent into concrete functional objectives. • Decisions at this level include policies involving new product development, marketing mix, research & development, personnel, etc. Business-LevelStrategy

36. Functional strategy involves decision-making with respect to specific functional areas- production, marketing, personnel, finance etc. While corporate and business level strategies are concerned with “Doing the right things”, functional strategies stress on “Doing things right”. Functional/Operational-LevelStrategy

37. Operating level strategy is concerned with strategic approaches for managing frontline operating units(like plants, sales, etc) and for handling day to day tasks of strategic significance(like advertising campaign, purchasing materials, inventory control, maintenance, etc.). • Thus, it focuses on how the different functions of the enterprise contribute to the other levels of strategy. Functional/Operational-LevelStrategy

38. Thank You!