STRATEGIC

MANAGEMENT:
PLANNING AND EXECUTION FOR
COMPETITIVE ADVANTAGE

CHAPTER 5 - QMO

OMAR REFAAT RADWAN

ID: 21123007
QUALITY MANAGEMENT -MQM
PRESENTED BY:
 Omar Refaat Radwan
 Title: QA Engineer
 Course: Quality Management – MQM
 Entry Class: OCT-2021
 ID: 21123007
 Phone Number: +201007070080
 Email: OmaarRefaat@gmail.com
 Email 2: OmarrRefaat@gmail.com
 LinkedIn: https://www.linkedin.com/in/omaarr/
CONTENT  What Is Strategic Management?
 Competitive Strategy
 Core Competencies and
Competitive Advantage
 Components of Strategic
Management
 Strategic Planning Overview
MAJOR TOPICS
 Creative Thinking in Strategic
Planning
 Conducting the SWOT Analysis
 Developing the Vision
 Developing the Mission
 Developing the Guiding Principles
 Developing Broad Strategic
Objectives
 Developing Specific Tactics (Action
Plan)
 Executing the Strategic Plan
 Strategic Planning in Action: A
“Real-World” Case
  Management that bases all actions,
activities, and decisions to ensure
WHAT IS successful performance in the
STRATEGIC marketplace.

MANAGEMENT?  Resources are wasted unless they

contribute to success in the
marketplace.
COMPETITIVE STRATEGY
 A strategy that gives the organization a
sustainable competitive advantage.
 TYPES OF COMPETITIVE STRATEGIES

DIFFERENTIATION Cost Leadership MARKET-NICHE

STRATEGIES Strategies STRATEGIES

Seek To Add Value, As Defined By Seek To Improve Efficiency Focus On Outstanding A Narrowly
Customers, To Products Or Services And Control Costs Defined Segment Of The Market
CORE
COMPETENCIES &
COMPETITIVE
ADVANTAGE
 Something an
organization does so
well that it can be
viewed as a
competitive
advantage.
 Generally completed
as a part of the SWOT
analysis
COMPETITIVE ADVANTAGE
Any aspect of the organization that:
 Increase customer demand.
 Achieve superior value.
 Difficult for competitors to replicate.
 Example:

• Superior quality. • Service.

• Cost.
COMPONENTS OF STRATEGIC MANAGEMENT

STRATEGIC PLANNING STRATEGIC EXECUTION

COMPONENTS OF
STRATEGIC
MANAGEMENT
 Strategic Planning.
 Strategic Execution.
  Developing a written plan including
the following components:
1. Organization’s vision.
STRATEGIC 2. Organization’s mission.

PLANNING 3.
4.
Guiding principles.
Strategic objectives.
5. Tactics, projects, and activities to
achieve the strategic objectives.
STRATEGIC EXECUTION

IMPLEMENT STRATEGIES MONITOR PROGRESS ADJUST AS NECESSARY

  Implementing strategies
 Maximum efficiency and effectiveness

 Monitoring progress
STRATEGIC  Constantly checking actual performance against

EXECUTION performance benchmarks (KPIs).

 Adjusting the plans and strategies as necessary

 Making corrections
 Changing strategies

STRATEGIC
PLANNING
OVERVIEW
Strategic Planning:
The process of developing a vision, a
mission, guiding principles, broad
objectives, and specific strategies to
achieve the broad objectives.
Before the strategic planning process,
an organization should conduct a
SWOT analysis.
 SWOT stands for strengths, weaknesses,
opportunities, and threats.
 SWOT analysis is vital for environmental assessment.
 A SWOT analysis answers the following questions:
1. What are this organization’s strengths?
2. What are this organization’s weaknesses?
3. What opportunities exist in this organization’s business
environment?
4. What threats exist in this organization’s business
environment?
 The Strategic Planning Process

Develop the Develop the

Develop Vision Guiding Principles
•Environmental Assessment. •The Mission grows out of •Grow out of the mission
and translate it into
Specific Tactics
•Provides a body of and supports the vision.
knowledge that is needed •Represent the measurable terms. •Action Plan.
to undertake strategic organization’s value •Tie directly to the broad
planning. system. objectives.
•Guide the organization’s
behavior during the pursue
of its mission.
Develop Develop the Broad
SWOT Analysis Strategic Objectives
Mission
 CONDUCTING
THE SWOT Strengths Weaknesses

ANALYSIS
1. Identify Organizational Strengths
2. Identify Organizational
Weaknesses
3. Identifying External Opportunities Threats Opportunities
4. Identifying External Threats
 EXAMPLE FOR SWOT ANALYSES
Strengths
 Financial Strength
 Good Reputation
 Strategic Focus
 High-quality Products And
Services
 Proprietary Products And
Services
Opportunities
 Availability of New Customers
 Expanding Market For Products
 Ability To Diversify Into Related
Products/Services
 Cost Leadership
 Strong Management Team
 Efficient Technological
Processes
 Talented Workforce
 Faster Time To Market
 Removal of Growth Barriers
 Failures of Competitors
 New Online Technologies That
Enhance Productivity Or Quality
Weaknesses
 Lack Of Direction  Too Narrow A Product  Weak Distribution System
Line
 Obsolete  Weak Financial Position
Facilities/Processes  Decreasing Demand
 High Unit Costs Compared
 Weak Management Team  Too Diverse Product Line With Those Of
Competitors
 Insufficient Skills  Poor Image In The
Marketplace  Poor Quality In Products
 Poorly Defined Operating And Services
Procedures
Threats
 Lower-cost Competitors  Introduction Of Costly New Regulatory
Requirements
 Higher-quality Competitors
 Poor Supplier Relations
 Increased Sales Of Substitute Products
 Changing Habits Of Consumers
 Slowdown In Market Growth
 Damaging Demographic Changes

DEVELOPING
THE VISION
Strategic Leadership Begins With
A Strategic Vision.
According To Burt Nanus,
A Strategic Vision Is A “Realistic,
Credible, Attractive Future For An
Organization.”
 Writing the Vision Statement
 Understood by all stakeholders.
 Briefly stated, clear and comprehensive in meaning.
 Challenging, but attainable.
 Lofty, but tangible.
 Capable of stirring excitement for all stakeholders.
 Capable of creating unity of purpose.
 Not concerned with numbers.
 Sets the tone for employees.

DEVELOPING
THE MISSION
 One Should Apply The
Following Rules Of Thumb:
 Describe the who, what , and where of the
organization
 make sure the who component describes
the organization and its customers.
 Be brief, yet comprehensive.
 Choose wording that is simple, easy to
understand, and descriptive.
 Avoid how statements.
 How the mission will be accomplished is described
in the “Strategies”
  An organization’s guiding principles
establish the parameters within which it is
DEVELOPING free to pursue its mission.

THE GUIDING  These principles might be written as

follows:
PRINCIPLES  Company will uphold the highest ethical
standards in all of its operations.
 Customer satisfaction is the highest priority.
  Stated broadly enough that they don’t
have to be continually rewritten.
 Stated specifically enough that they are
DEVELOPING measurable but not in terms of numbers.
 Each focused on a single issue or desired
BROAD outcome.

STRATEGIC  Tied directly to the organization’s vision

and mission.
OBJECTIVES  All in accordance with the organization’s
guiding principles.
 Clearly show what the organization wants
to accomplish.
DEVELOPING
BROAD
STRATEGIC
OBJECTIVES
Five Steps for Writing Broad Strategic Objectives

Assemble Find Optimum Resolve

Input Input Differences

Finalize Publish
Objectives Objectives
Cautions Concerning Broad Strategic Objectives
DEVELOPING SPECIFIC TACTICS (ACTION PLAN)

Achievable
Tied Directly Can be
within a time
to objectives Assigned
frame

Specific in
Quantifiable Measurable
nature
EXECUTING THE
STRATEGIC PLAN
AS SOON AS THE PLAN
W E N T I N TO E X E C U T I O N ,
THE PROBLEMS BEGAN:

 DISAGREEMENTS

 LACK OF KNOW HOW

 AT T I T U D E P R O B B L E M S
EXECUTING THE
STRATEGIC PLAN
 Communicate.
 Build capabilities.
 Establish strategy-supportive stimuli.
 Eliminate administrative barriers.
 Identify advocates and resisters.
 Exercise strategic leadership.
 Be flexible and improvise.
 • Communicate
• Build Capabilities
Even the best strategic plan will serve no • Establish Strategy-supportive Stimuli

WRAP UP purpose unless it is effectively executed.

To promote successful execution:
•
•
Eliminate Administrative Barriers
Identify Advocates And Resisters
• Exercise Strategic Leadership
• Monitor Results
• Adjust As Needed.
PRESENTED BY:
 Omar Refaat Radwan
 Title: QA Engineer
 Course: Quality Management – MQM
 Entry Class: OCT-2021
 ID: 21123007
 Phone Number: +201007070080
 Email: OmaarRefaat@gmail.com
 Email 2: OmarrRefaat@gmail.com
 LinkedIn: https://www.linkedin.com/in/omaarr/
Thank you
QUESTIONS?