Professional Documents
Culture Documents
Topics: Lesson 1 to 10
The Nature of Strategic Management
Key Terms In Strategic Management
Internal Factors & Long Terms Goal
Benefits of Strategic Management
Comprehensive Strategic Model
External Assessments
•the art and science of formulating, implementing and evaluating cross-functional decisions that enable
an organization to achieve its objective
•The on-going process of formulating, implementing and controlling broad plans guide the
organizational in achieving the strategic goods given its internal and external environment”.
1. On-going process: Strategic management is a on-going process
which is in existence through out the life of organization.
2. Shaping broad plans: First, it is an on-going process in which broad
plans are firstly formulated than implementing and finally controlled.
3. Strategic goals: Strategic goals are those which are set by top
management. The broad plans are made in achieving the goals.
4. Internal and external environment: Internal and external
environment generally set the goals. Simply external environment
forced internal environment to set the goals and guide them that how
to achieve the goals?
• the natural environment has become an important strategic issue. With the
demise of communism and the end of the Cold War, perhaps there is now no
greater threat to business and society than the continuous exploitation and
decimation of our natural environment.
MANAGEMENT MARKETING
FINANCIAL / ACCOUNTING PRODUCTION/OPERATIONS
RESEARCH & DEVELOPMENT MIS
Stages of Strategic management:
Peter Drucker: -- Think through the overall mission of a business. Ask the key question: “What is
our Business?”
Adapting to change
The strategic management process is based on the belief that organization should
continuously monitor
internal and external events and trends so that timely change can be made as
needed.
Strategists are individuals who are most responsible for the success or failure of an organization.
Strategists differ in their attitudes, values, ethics, willingness to take risks, concern for social
responsibility, concern for profitability, concern for short-run versus long-run aims and management style.
External opportunities and external threats Largely beyond the control of a single organization, refer to
economic, social, cultural, demographic, environmental, political, legal, governmental,
technological, and competitive trends and events that could significantly benefit or
harm an organization in the future.
Environmental Scanning: (Industry Analysis) The process of conducting research and gathering and
assimilating external information is sometimes called
environmental scanning or industry analysis.
Social Environment:
which includes those forces effect does not the short run but it influenced the long run activities or
decisions.
PEST analysis are taken for social environment
PEST analysis stands for political and legal economic socio cultural logical and technological.
Internal factors can be determined in a number of ways that include computing ratios, measuring
performance, and comparing to past periods and industry averages
Long-term Objectives
Objectives can be defined as specific results that an organization seeks to achieve in pursuing its
basic mission.
Long-term objectives represent the results expected from pursuing certain strategies. Strategies
represent the actions to be taken to accomplish long-term objectives. The time frame for
objectives and strategies should be consistent, usually from two to five years
Nature of Long Term Objectives
Objectives should be quantitative, measurable, realistic, understandable,
challenging, hierarchical,
obtainable, and congruent among organizational units.
Long-term objectives are needed at the corporate, divisional, and functional
levels in an organization.
Clearly stated and communicated objectives are vital to success
They serve as standards by which individuals, groups, departments, divisions,
and entire organizations can be evaluated.
Without long-term objectives, an organization would drift aimlessly toward
some unknown end!
• Geographic expansion
• Diversification
• Acquisition
• Market penetration
• Retrenchment
• Liquidation
• Joint venture
Annual Objectives Short-term milestones that firms must achieve to attain long-term objectives
established at the corporate, divisional, and functional levels in a large organization. Annual
objectives should be stated
especially important in strategy implementation, whereas long-term objectives are particularly
important in strategy formulation.
represent the basis for allocating resources.
Dynamic & Continuous A change in any one of the major components in the model can necessitate a
change in any or all of the other components.
More formal in larger organizations formal in larger and well-established organizations. Formality refers
to the extent that participants, responsibilities, authority, duties, and approach are specified. Smaller
businesses tend to be less formal. Greater formality in applying the strategic-management process is
usually positively associated with the cost, comprehensiveness, accuracy, and success of planning
across all types and sizes of organizations.
Benefits of Strategic management Following are the major benefits of Strategic management:
Proactive in shaping firm’s future
Initiate and influence actions
Formulate better strategies (Systematic, logical, rational approach)
Financial benefits:
• Improvement in sales
• Improvement in profitability
• Productivity improvement
Non-Financial benefits:
• Improved understanding of competitors strategies
• Enhanced awareness of threats
• Reduced resistance to change
• Enhanced problem-prevention capabilities
• Greater awareness of external threats
• Increases employees productivity.
BENEFITS OF STRATEGIC MANAGEMENT
In addition to empowering managers and employees, strategic management often brings order and
discipline to an otherwise floundering firm.
an efficient and effective managerial system.
renew confidence in the current business strategy or point to the need for corrective actions.
provides a basis for identifying and rationalizing the need for change to all managers and employees
of a firm;
It helps them view change as an opportunity rather than a threat.
1. Poor Reward Structures when an organization assumes success, it often fails to reward success.
2. Fire-fighting— an organization deeply embroiled in crisis management and fire-fighting
that it does not have time to plan.
3. Waste of Time— some firms see planning as a waste of time since no marketable product is
produced. Time spent on planning is an investment.
4. Too Expensive—some organizations are culturally opposed to spending resources.
5. Laziness—People may not want to put forth the effort needed to formulate a plan.
6. Content with Success—particularly if a firm is successful, individuals may feel there is no need to
plan because things are fine as they stand. But success today does not guarantee success tomorrow.
7. Fear of Failure—by not taking action, there is little risk of failure unless a problem is urgent and
pressing. Whenever something worthwhile is attempted, there is some risk of failure.
8. Overconfidence—as individuals amass experience, they may rely less on formalized planning.
9. Prior Bad Experience—People may have had a previous bad experience with planning,
10. Self-Interest—when someone has achieved status, privilege, or self-esteem through effectively
using an old system, they often see a new plan as a threat.
11. Fear of the Unknown—People may be uncertain of their abilities to learn new skills, their aptitude
with new systems, or their ability to take on new roles.
12. Honest Difference of Opinion—People may sincerely believe the plan is wrong. They may view
the situation from a different viewpoint
13. Suspicion—Employees may not trust management.
Pitfalls to avoid in Strategic Planning
Strategic planning is an involved, intricate, and complex process that takes an organization into non
chartered territory. It does not provide a ready-to-use prescription for success; instead, it takes the
organization through a journey and offers a framework for addressing questions and solving problems.
Some pitfalls to watch for and avoid in strategic planning are provided below:
1. Using strategic planning to gain control over decisions and resources
2. Doing strategic planning only to satisfy accreditation or regulatory requirements
3. Too hastily moving from mission development to strategy formulation
4. Failing to communicate the plan to employees, who continue working in the dark
5. Top managers making many intuitive decisions that conflict with the formal plan
6. Top managers not actively supporting the strategic-planning process
7. Failing to use plans as a standard for measuring performance
8. Delegating planning to a "planner" rather than involving all managers
9. Failing to involve key employees in all phases of planning
10. Failing to create a collaborative climate supportive of change
11. Viewing planning to be unnecessary or unimportant
12. Becoming so engrossed in current problems that insufficient or no planning is done
13. Being so formal in planning that flexibility and creativity are stifled.
Business Ethics
Principles of conduct within organizations that guide decision making and behavior
Good business Ethics are prerequisite for good strategic management.
Code of business Ethics provides basis on which policies can be devised to guide daily behavior
and decisions in the workplace
A code of ethics can be viewed as a public relations gimmick, a set of platitudes, or
window dressing.
To ensure that the code is read, understood, believed, and remembered, organizations
need to conduct periodic ethics workshops to sensitize people to workplace
circumstances in which ethics issues may arise
International/multinational corporations
Parent company
Host country
ADVANTAGES
Absorb excess capacity
Reduce unit costs
Spread risk over wider markets
Low-cost production facilities
Less intense competition
Lower taxes
Economies of scale
DISADVANTAGES
Difficult communications
Underestimate foreign competition
Cultural barriers to effective management
Complications arising from currency differences
Example:
Foreign competitors are battering U.S. firms in many industries. In its simplest sense, the international
challenge faced by U.S. business is twofold:
The extent of manager and employee involvement in developing vision and mission statements can make
a difference in business success.
That business mission is so rarely given adequate thought is perhaps the most important single cause of
business frustration. --Peter Drucker
MISSION STATEMENT
An enduring statement of purpose
Distinguishes one firm from another in the
A declaration of a firm’s reason for existence
2. Broad Mission
i. Broad mission wider our mission values in terms of product and services, offered,
market served, technology used and opportunity of growth.
Ex: For example two different firms A & B. A deals in Rail Roads and B deals in Transportation i.e. we
can say A co. has narrow mission and B co. has a wider mission.
The Bellevue Hospital, with respect, compassion, integrity and courage, honors the individuality
and confidentiality of our patients, employees and community, and is progressive in anticipating
and providing future health care services.”
The Mission of USGS is to serve the Nation by providing reliable scientific information to
-U.S. Geological Survey (USGS)-
• Describe and understand the Earth;
• Minimize loss of life and property from natural disasters;
• Manage water, biological, energy, and mineral resources; and enhance and protect our
quality of life.
Vision statement is sometimes called a picture of your company in the future but it’s so much more than
that. Your vision statement is your inspiration, the framework for all your strategic planning.
It is critically essential that management and executive agree on the basic vision, which the organization
endeavors to accomplish over a period of time
When writing a vision statement, your mission statement and your core competencies can be a valuable
starting point for articulating your values
“The Bellevue Hospital is the LEADER in providing resources necessary to realize the
community’s highest level of HEALTH throughout life”
The Vision of USGS is to be a world leader in the natural sciences through our scientific
excellence and responsiveness to society’s needs.- U.S. Geological Survey (USGS)
Being the leading insurance company Pakistan and To remain in the leading insurance company of
second best in Asia, our aim is to be a significant Pakistan and excelling it’s every aspect of business
participant in developing Pakistan’s image by and in delivering its obligations as a good corporate
providing maximum insurance protection at the citizen to its clients, employees and shareholders,
most competitive price in a highly efficient manner public and to the country.
for industrial and economic growth.
The importance of vision and mission statements to effective strategic management is well documented in
the literature, although research results are mixed.
EXTERNAL ASSESSMENT
If you're not faster than your competitor, you’re in a tenuous position, and if you’re only half as fast, you’re
terminal - George Salk-
External Audit:
Focuses on identifying & evaluating events beyond the immediate control of the firm such as
increased foreign competition, population shifts to the Sunbelt, demographics (an aging society),
information technology, and the computer revolution.
aimed at identifying key variables that offer actionable responses
It also reveals key opportunities and threats.
Economic forces;
Social, cultural, demographic, and
environmental forces;
Political, governmental, and legal forces;
Technological forces; and
Competitive forces.
Other variables commonly used include market share, breadth of competing products, world economies,
foreign affiliates, proprietary and key account advantages, price competitiveness, technological
advancements, population shifts, interest rates, and pollution abatement.
KEY EXTERNAL FACTORS
Important to achieving long-term and annual objectives,
Measurable,
Applicable to all competing firms, and
Hierarchical in the sense that some will pertain to the overall company and others will be more
narrowly focused on functional or divisional areas.
A final list of the most important key external factors should be communicated and distributed widely in
the organization. Both opportunities and threats can be key external factors.
Market share
Breadth of competing products
World economies
Proprietary & key account advantages
Price competitiveness
Technological advancements
Interest rates
1. ECONOMIC FORCES
Economic factors have a direct impact on the potential attractiveness of various strategies.
Examples,
as interest rates rise, then funds needed for capital expansion become more costly or unavailable.
Also, as interest rates rise, discretionary income declines, and the demand for discretionary goods
falls.
As stock prices increase, the desirability of equity as a source of capital for market development
increases.
As the market rises, consumer and business wealth expands.
Small, large, for-profit, and nonprofit organizations in all industries are being staggered and challenged by
the opportunities and threats arising from changes in social, cultural, demographic, and environmental
variables
Consider Pakistan— Now consider America—
Population growing older Population growing older
Increase in younger population Increase in younger population
Ethnic balance changing Less Caucasian
Gap between rich and poor widening
Gap between rich and poor widening
65 and older will rise to 18.5% of
population by 2025
By 2075, no racial or ethnic majority
For example,
anti trust legislation where there is an effort to ban the monopolies. Some organizations think that
monopolies should be banned.
Similarly, tax rates and lobbying efforts for special, lobbying entries are those efforts which are
made in order to pass special resolution laws of their own choice. Patents law and intellectual are
also relates to the same stories.
Globalization of Industry
Worldwide trend toward similar consumption patterns
Global buyers & sellers
E-commerce
Instant transmission of money & information across continents (cont..)
Special tariffs
Political Action Committees (PACs)
Voter participation rates
Number of patents
Changes in patent laws
4. TECHNOLOGICAL FORCES
Profound impact on organizations
1. Internet
2. Semiconductors
3. XML (extensible markup lang.) technologies
4. UWB (ultra wideband wireless) communications
The Internet is acting as a national and even global economic engine that is spurring productivity, a critical
factor in a country's ability to improve living standards. The Internet is saving companies billions of dollars
in distribution and transaction costs from direct sales to self-service systems.
To effectively capitalize on information technology, a number of organizations are establishing two new
positions in their firms:
CIO is more a manager, managing the overall external-audit process;
CTO is more a technician, focusing on technical issues such as data acquisition, data processing,
decision support systems, and software and hardware acquisition
Technology-based issues:
Technology's impact reaches far beyond the "hightech" companies. Although some industries may appear
to be relatively technology-insensitive in terms of products and market requirements, they are not immune
from the impact of technology; companies in smokestack as well as service industries must carefully
monitor emerging technological opportunities and threats.
Not all sectors of the economy are affected equally by technological developments. The communications,
electronics, aeronautics, and pharmaceutical industries are much more volatile than the textile, forestry,
and
metals industries.
For strategists in industries affected by rapid technological change, identifying and evaluating
technological opportunities and threats can represent the most important part of an external audit
5. COMPETITIVE FORCES
“Collection and evaluation of information on competitors is essential for successful strategy formulation”