Strategic management final

Strategic management final

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  STRATEGIC MANAGEMENT
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  Introduction to Strategic Management •Strategic management is the study of why some firms outperform others.  How to create a competitive advantage in the market place that is unique, valuable, and difficult to copy. • Strategies put together an understanding of the external environment with an understanding of internal strengths and weaknesses.
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  Definition • Strategic managementconsists of the analysis, decisions, and actions an organization undertakes in order to create and sustain competitive advantages Generally, strategic management is not only related to a single specialization but covers cross-functional or overall organization. • Strategic management is a comprehensive area that covers almost all the functional areas . It is an umbrella concept of management that comprises all such functional areas as marketing, finance & account, human resource, and production & operation into a top level management discipline.
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  • Top-level managerssuch as Chairman, Managing Director, and corporate level planners involve more in strategic management process. • Strategic management relates to setting vision, mission, objectives, and strategies that can be the guideline to design functional strategies in other functional areas • Therefore, it is top-level management that paves the way for other operational management in an organization
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  Summary of Strategic Management•Analysis – Strategic goals (vision, mission, strategic objectives) – Internal and external environment of the firm • Decisions – What industries should we compete in? – How should we compete in those industries? • Actions – Allocate necessary resources – Design the organization to bring intended strategies to reality
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  Why Some Firmssay No to Strategic Planning • Fear of failure • Overconfidence • Prior bad experience
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  Attributes of Strategic Management •Directs the organization toward overall goals and objectives. • Includes multiple stakeholders in decision making. • Needs to incorporate short-term and long-term perspectives. • Recognizes trade-offs between efficiency and effectiveness.
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  STRATEGIC MANAGEMENT MODEL/ STRATEGIC PLANNING PROCESS • In today's highly competitive business environment, budget-oriented planning or forecast-based planning methods are insufficient for a large corporation to survive and prosper. • The firm must engage in strategic planning that clearly defines objectives and assesses both the internal and external situation to formulate strategy, implement the strategy, evaluate the progress, and make adjustments as necessary to stay on track.
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  Strategic Management Process
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  Environmental Scan • Theenvironmental scan includes the following components: 1. Analysis of the firm (Internal environment) 2. Analysis of the firm's industry (micro or task environment) 3. Analysis of the External macro environment . • The internal analysis can identify the firm's strengths and weaknesses and the external analysis reveals opportunities and threats. A profile of the strengths, weaknesses, opportunities, and threats is generated by means of a SWOT analysis • An industry analysis can be performed using a framework developed by Michael Porter known as Porter's five forces.This framework evaluates entry barriers, suppliers, customers, substitute products, and industry rivalry.
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  Strategy Formulation • Mission& vision Mission is the purpose or reason for the organization’s existence. It tells what the company is providing to society, either a service like housekeeping or a product like automobiles. • Objectives Objectives are the end results of planned activity.They state what is to be accomplished by when and should be quantified, if possible.The achievement of corporate objectives should result in the fulfillment of a corporation’s mission.  Strategies Strategy is the complex plan for bringing the organization from a given posture to a desired position in a future period of time.
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  • Policies A policyis a broad guide line for decision-making that links the formulation of strategy with its implementation. Companies use policies to make sure that employees throughout the firm make decisions & take actions that support the corporation’s mission, objectives & strategy.
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  Strategy Implementation It is theprocess by which strategy & policies are put into actions through the development of programs, budgets & procedures. This process might involve changes within the overall culture, structure and/or management system of the entire organization.
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  Evaluation & Control • Afterthe strategy is implemented it is vital to continually measure and evaluate progress so that changes can be made if needed to keep the overall plan on track. This is known as the control phase of the strategic planning process. • While it may be necessary to develop systems to allow for monitoring progress, it is well worth the effort. This is also where performance standards should be set so that performance may be measured and leadership can make adjustments as needed to ensure success.
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  RISK in SM Time strategicplanning requires time, and in todays complex business environment, managers are often too busy solving short term problems to focus on Strategic Management Unrealistic expectations from managers & employees engaging in strategic planning activities sometimes creates unrealistic expectations in managers and employees The uncertain chain of implementation Strategic Management Planning takes place at Top Management whereas Strategic Management Implementation takes places at ALL LEVELS of the organisation
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  Negative Perception ofStrategic Management Strategic Management approach might sometimes suffer from a lack of buy in by potential participants No specific Objectives & Measurable Outcomes without measurable outcomes, it will be difficult to determine if strategy implementation is going according to plan Culture of Change generally people in the organisation may be resistant to change
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  Benefits of StrategicManagement • Historically, the principal benefit of strategic management has been to help organizations formulate better strategies through the use of a more systematic, logical, and rational approach to strategic choice
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  Benefits of StrategicManagement • Communication is a key to successful strategic management • Through dialogue and participation, managers and employees become committed to supporting the organization
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  Benefits to aFirm That Does Strategic Planning
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  Financial Benefits • Businessesusing strategic-management concepts show significant improvement in sales, profitability, and productivity compared to firms without systematic planning activities • High-performing firms seem to make more informed decisions with good anticipation of both short- and long-term consequences
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  Nonfinancial Benefits • Itallows for identification, prioritization, and exploitation of opportunities. • It provides an objective view of management problems. • It represents a framework for improved coordination and control of activities. • It minimizes the effects of adverse conditions and changes. • It allows major decisions to better support established objectives. • It allows more effective allocation of time and resources to identified opportunities.
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  Guidelines for EffectiveStrategic Management