Introduction
Strategic management is the field in which the company's strategic planning is
carried out based on its mission, vision and values. In this field, sets of options,
guidelines and values determined by the company's managers are established, so
that the organization can have a good long-term development. The development of
a competitive strategy is a broad formula of how the company will compete and
what are the goals and policies established to achieve the objective.
Strategic Management
A new organization must be willing to take risks (previously pointed out by some
method) and innovate. Starting from the point of view of modern organizational
theory, the key points of strategic management are.
Environmental analysis is concerned with recognizing the strengths and
weaknesses of the organization, both in the social and industrial environment, as
well as in its structure, resources and culture. This first step is a process of
gathering information in which opportunities and threats must be recognized, as
well as the general strengths and possible scope of the company.
Strategy formulation is when we must establish the reason, objectives, strategies
and policies with which we will work. From this, we must define the reason for our
existence, what results are required and what will be the plan to achieve them.
Implementation of strategy, the plan previously made is put in motion, for this must
be based on programs, their budget and their exact procedures.
Evaluation and control The last step of the strategy is the Evaluation and control,
where it is intended to establish a way of monitoring the desired performance.
Through these simple elements we can be aware of the strength and possible
weakness that our company may have. We can also be aware of the stimuli and
modify the structure and strategies with the aim of achieving better results.
Processes in strategic management
For companies to have an effective management, to be competitive, to keep active
in the future, it is necessary to follow a process or a series of steps present in the
strategic management:
Phase 1: Carrying out an analysis of the environment
The beginning of the strategic management process is based on the analysis of the
environment, monitoring the organizational environment to identify both present
and future risks and opportunities. In this context, all factors, both internal and
external to the organization, that may influence its progress must be taken into
account.
Some tools are usually used for this inspection, such as: the analysis of the SWOT,
the 4 Ps, the BCG matrix, the CVP and the benchmarking.
Phase 2: Establishing an organizational pattern
The establishment of the organizational directive is related to the determination of
the objective of the organization. There are two main indicators of the direction of
this determination: the mission and the organizational objectives.
The organizational mission is the reason and reason for the existence of the
company. The objectives are the goals that the organizations aim to achieve. It is
important to know what the mission means and to understand the nature of the
organization's objectives.
There are also two other indicators of direction; the vision, which is what
companies want to be in the future, and the values, which imprint the philosophy
that guides the company and sets it apart from others.
Phase 3: Formulation of a strategy
The formulation of the strategy consists of designing and selecting methods that
allow the organization to achieve its organizational objectives. The central focus is
not only on strategy setting, but also on how to successfully deal with the
competition.
Once the environment has been analyzed and organizational guidelines have been
established, management can develop action plans to ensure the success of the
organization. For this purpose, Swot Analysis, 4 Ps, BCG Matrix, CVP and
Benchmarking tools are also used.
Phase 4: Implementation of the strategy
In the fourth stage, the strategic actions developed in the previous stages are put
into practice. Without the effective implementation of the strategy, organizations
cannot obtain the benefits of this whole process, which makes it impossible to
develop effective planning that has positive effects for the organization. Therefore,
it is essential that the implementation of the strategy is carried out.
Phase 5: Strategic Control
Strategic control is a differentiated method of organizational control in which the
monitoring and evaluation of the strategic management process is carried out in
order to have a continuous improvement and an efficient and effective operation of
the processes.
The implementation of strategic control is done through the establishment of
measures and monitoring, which can provide guarantees of evaluation.
History of Chocholate
Cocoa is one of the main products consumed worldwide similar to coffee, although
unlike coffee, cocoa is produced in developing countries, and consumed mainly in
industrialized countries. As it is an industrialized product, cocoa acquires an added
value that would be difficult to obtain in the countries where it is harvested, since in
these countries they opt for another type of manufacture, to a certain extent
disregarded by the large industries when cataloguing it as a less profitable option,
i.e. the elaboration of handmade chocolate.
The United States of America is the country that registers the highest cocoa
consumption in the world, both in the Americas and worldwide, as it concentrates
62% of cocoa consumption in the Americas, followed by Brazil with 14%, Canada
with 7% and Mexico with 5%.
Cocoa exports are minimal, estimated at 621 tons of which 79% are destined to
Belgium, and to North America to gourmet chocolate companies that seek Mexican
cocoa for its fine aroma that makes it different from others. Mexico has a deficit in
the production and consumption of cocoa so, in order to satisfy the internal
demand, cocoa is imported from Ecuador, the Ivory Coast and the Dominican
Republic, Colombia and Ghana.
Cocoa represents an important generator of income derived from exports,
employment and welfare in rural areas, which is developed through the efforts of
small farmers who generate about 80 to 90% of world production.
Mission
To delight the consumers with products of quality and unique flavor, following the
tradition of the original recipes, adapting ourselves to the characteristics of the
market and supported by the best qualified team.
Vision
To be the leading company with international presence in the sale and elaboration
of Mexican chocolates and candies, standing out for its social responsibility and
certifications that place it in the consumers' preference.
Philosophy
To be an honest company with family values concerned about maintaining
products with original and traditional recipes that have generated identity over the
years, always concerned about the environment, its staff and the implementation of
innovative and successful strategies.
Values
Honesty, responsibility, quality, teamwork, human warmth, loyalty, socially
responsible, empathy
References
https://www.nsyp.aulapolivirtual.ipn.mx/pluginfile.php/17921/mod_forum/intro/recur
sos/unidad1/fundamentos_de_administracion_estrategica.pdf
https://finagrap.com/cacao-mexico-y-la-industria-chocolatera/
https://www.gob.mx/cms/uploads/attachment/file/256425/B_sico-Cacao.pdf
https://www.revistaciencia.amc.edu.mx/images/revista/66_3/PDF/Cacao.pdf
