Presentation Chapter 11 - SM

STRATEGY
15/12/2022
IMPLEMENT
SUBJECT: STRATEGIC MANAGEMENT
LECTURE: NGO THI NHAT TUYET
GROUP 6

GROUP SIX
Members
Tường Vy Tường Vi Mai Thy Bảo Thy
Hoàng Vy Trung Kiên Uyển Nhi Kim Cương

TABLE OF CONTENT
THE ROLE OF STRATEGY
ALLOCATE RESOURCE
IMPLEMENTATION
ORGANIZATIONAL
SET SHORT-TERM GOALS

STRUCTURE
SET PROGRAMS, BUDGETS,

IMPLEMENTATION
PROCEDURES STRATEGY IN CHANGES

STRATEGIC MANAGEMENT | GROUP 6 PART 1 - STRATEGY IMPLEMENTATION | 2022

IMPLEMENTATION
STRATEGIC MANAGEMENT | GROUP 6
IMPLEMENTATION
The concept of strategy implementation
Strategy implementation is often referred to as
the "action phase" of strategic management.
Strategy implementation means motivating
employees and management to translate
planned strategies into concrete actions.
PART 1 - STRATEGY IMPLEMENTATION | 2022

IMPLEMENTATION
If a strategy is clearly and correctly built but not

implemented, then that strategy is just a dream.
If the implementation is not effective, it is also

difficult to ensure the success of the business.

RELATIONSHIP BETWEEN STRATEGY PLAN
AND STRATEGY IMPLEMENT

STRATEGIC PLANNING
STRATEGY IMPLEMENT Clear, correct Unknown and appropriate
It is possible to be successful
Ineffective Effective
Drive past success while
in the past, but it is difficult
also ensuring future
to guarantee success in the
success.
future.
Often failed in the past but

Leads to failure not only in
can look forward to some

the past but also more likely
success in the future in the future

THE DIFFERENCE BETWEEN STRATEGIC
PLANNING AND EXECUTION

STRATEGIC
IMPLEMENT THE
CRITERIA
PLANNING STRATEGY
Resource location Before action In the work
Emphasis effect Financial efficiency Effective effect
Implementation process Knowledge process The course of action
Required skills Analysis and intuition Leadership and Motivation
Number of people
Some people Many people

cooperating


REVIEW STRATEGIES AND

Before putting the plans into practice, it is necessary
to conduct a review of the results obtained previously.
Purpose: to ensure that those responsible for
implementing the plan accurately grasp the content of
the strategy.

REVIEW STRATEGIES AND SET
SHORT-TERM GOALS
Intended strategic
Long-term goals Actual target
goals
Short-term goals Long-term goals

Short-term goals are the basis for Short-term goals contribute to making
resource allocation and a mechanism long-term goals visible.
to evaluate administrators.

REVIEW STRATEGIES AND SET SHORT-TERM GOALS

Some notices:
The goals must be supported by the relevant tools and strategies to be implemented.
All analyses, objectives, and tactics must be written with a clear strategy.
As soon as that changes, the strategy must be adjusted.
Some questions that may arise when reviewing strategic objectives are:
Are the goals oriented to the mission and vision?
Do the goals meet the SMART criteria?
Do the goals have an implementation strategy?
STRATEGIC MANAGEMENT | GROUP 6 First mover
Compete to be the firm that produces
TIMING TACTICS and sells a new good or service first.
When a business implements a plan is
covered by timing strategies. Late movers

By waiting until a new technology standard
PART 2 - STRATEGY IMPLEMENTATION | 2022 or market is created, the firms may be able to
recreate other companies' technological
advancements, reduce risks, and capitalize
on the first mover's propensity to overlook
certain market sectors.
MARKET LOCATION

TACTICS
The technique is concerned with how a business carries out a plan.
Offensive Tactics

Defensive Tactic

Offensive strategies are usually used in Defensive strategies are typically used to
a market where a well-established protect a company's present market position
competition already operates. from potential attacks by competitors.
Types of offensive tactics Types of defensive tactics
Frontal assault Raise structural barriers
Flanking maneuver Increase expected retaliation
Bypass attack Lower the inducement for attack
Encirclement
Guerilla warfare
SET PROGRAMS,
BUDGETS,
PROCEDURES
FOR YOUR BUSINESS'S EFFECTIVE STRATEGY
PROGRAMS
A collection of tactics, where
a tactic is an individual action
taken by the organization as
an element of the effort to
accomplish a plan,
The purpose of a program

is to make a strategy
action-oriented
RENOVATION OF
COACHING FOR
FACTORIES
WORKPLACE SAFETY
BUDGETS
The last real check a corporation has on
the feasibility of its selected strategy.
KEY STEPS OF THE BUDGETING PROCESS:
CAPITAL
FLOW
BUDGETING ALLOCATION
ANALYSIS
Give managers the key data to make decisions and

implement strategies
Make a feasible budget to cover issues that come up
while implementing the program.
NOTICE TO SET EFFECTIVE BUDGETING

02.
01. 03.
When putting plans
Based on its into practice, the The cost consideration
production and trade cost elements can merits evaluation as
characteristics, an
be adjusted to avoid well. The same variable
efficient operating
risk and waste. should be liable for the
structure will be
costs.
created.
PROCEDURES
Detail the various activities that must be carried out to complete
a corporation's programs standard operating procedures
SUPPORT EMPLOYEES' ISSUES IN THOSE SECTORS.

Controversy issues
Requesting a raise in pay
Promotional proposal
Remuneration accomplishments
Credit, purchase, and trade

ALLOCATE RESOURCE
RESOURCE
Infrastructure Equipment Resources include physical resources , human and
financial. Resources are the conditions necessary
for the implementation of strategies, programs and
plans. Resource planning is the identification of the
resources needed for the implementation of
strategies, programs and plans
Machinery Supplier
The planning and allocation of resources in an enterprise can be done at two levels :
The corporate level The business level
Resource planning and allocation at the Planning and allocating resources at the
company level to answer the question of how business level to answer the question of how
the business will balance and allocate limited the business will balance and arrang which in
resources among different functions and each of the different functions, departments
units to best support a common goal of the and units in the enterprise to ensure the best
company. execution of the business strategy.
Resource planning can follow a process, starting with identifying

core competencies and key tasks.
ISSUES WHEN
ALLOCATING RESOURCES
ALLOCATING RESOURCES
THE FIRST
Identifying the available resources of the enterprise
THE SECOND
The ability to add resources to strategies, programs
and plans; conformity with available resources and
between resources.
ISSUES WHEN ALLOCATE RESOURCE
01 03 05
IDENTIFY KEY CORE
VERIFY
RESOURCE
COMPETENCIES
04
ASSUMPTIONS PLANNING
AND TASKS
02
IDENTIFY
FINANCIAL
AND PLAN
PLANNING AND
PRIORITIES BUDGETING
ORGANIZATIONAL
STRUCTURE
WHAT IS ORGANIZATIONAL STRUCTURE?
This is a diagram that defines how an organization works. This will be the foundation
of the hierarchy that regulates the levels in the business, the relationship between
positions. This clause is intended to ensure that the activities in the business are
carried out according to the most standard regulations.

FACTORS IN CHOOSING A BUSINESS STRUCTURE
1 Bussiness Taxes 4 Industry type
2 Market disruption 5 Strategy of the organization
3 Number of owner
1. FUNCTIONAL STRUCTURE
A functional structure is an organisational structure where senior management divides a larger company
into smaller homogenous groups or departments.
Advantages:
Employees are well organized and grouped
according to tasks and functions
Employees focus on specific work or mission
Disadvantages:
Lacks teamwork, communication and discussion
Lacks creativity and it limits the employees'
ability to develop and improve
2. DIVISIONAL STRUCTURE
A company that uses this method structures its leadership team based on the products, projects, or
subsidiaries they operate.

2. DIVISIONAL STRUCTURE
Advantages:
Helps large companies stay flexible
Allows for a quicker response to industry changes or customer needs
Promotes independence, autonomy, and a customized approach
Disadvantages:
Can easily lead to duplicate resources
Can mean muddled or insufficient communication between the headquarters and its divisions
Can result in a company competing with itself
3. MATRIX STRUCTURE
This structure matrixes employees across different superiors, divisions, or departments.
Advantages:
Sharing knowledge between the employees across
different functional divisions.
Attaining strong communicational skills &
understanding of roles.
Broadening employees' skills & knowledge, thus
increasing professional company growth.
Disadvantages:
Creating confusion and conflict between supervisors
and bosses about the issue to be reported.
Creating confusion regarding employees' job roles if
not clearly defined.
4. FLAT STRUCTURE:
There are few levels of middle management between leaders and employees, or in certain cases, a
hierarchy and chain of command that gives employees a lot of autonomy.
Advantages:
It allows innovative company-wide
It eliminates red tape that might stall innovation in a functional structure
Disadvantages:
This structure could be confusing and inconvenient if all employees
Makes it more difficult to coordinate the activities and functions of a larger number of subordinates
They put a lot of pressure on subordinates by imposing on them too much of responsibility
IMPLEMENTATION
STRATEGY IN CHANGES
MAKE CHANGES
The purpose of the change is to improve the quality of operations, product quality to keep
competitive and develop, thereby increasing the overall benefits of the organization.
Set specific and detailed goals Purpose set out

Stick to the actual context

4-STEP PROCESS TO MAKE THE CHANGE
ANTICIPATION
REDUCING
OF POSSIBLE
ACTUAL
OPPOSITION OBJECTIONS
REDUCE
RESET THE
POTENTIAL
STATUS QUO
OBJECTIONS
FORMS OF OPPOSITION TO THE CHANGE
DIRECT INDIRECT
The direct opposition of employees Negative opposition that management
they will not be satisfied and with the barely recognizes. On the surface, they
change of strategy and oppose 1 still seem to accept the change.
bluntly. Negative opponents will behave in 1
smart way to prevent it or disable it.
Facilitate and enable employees to be

more involved in making perspectives
and implementing changes.
REDUCE
POTENTIAL
Explain to employees how it is necessary
OBJECTIONS
and beneficial to do so.
LESSEN GENUINE OBJECTIONS

Making sure that management trusts changes
when they are presented as the only solution to a
problem is one way for management to get over
employee resistance. allowing staff members to
participate in problem-solving. The purpose is to
involve the staff in carrying out the changes.
LEADERSHIP STYLE
Leadership style greatly influences the actual level
of opposition. When it comes to positively
reducing objections, management uses its
authority to force employees to accept the
decision to change. To put the decision to change
into action, it is best to use a leadership style that
encourages widespread participation. Employees'
voluntary participation is frequently more valuable
than coercive and reluctant compliance.
CONFLICT RESOLUTION
Intense conflicts can result from resistance to
change decisions. By combining the degree of
management cooperation and assertiveness,
five different styles can be produced
COMPROMISER COLLABORATOR
Our great vision

AVOIDANT
COMPETITOR MEDIATOR
SETTING STATUS QUO

Whatever method is used to deal with
resistance to change, management must
eventually reach a consensus or restore
the status quo. If management must force
employees to accept change, its stance
may need to be strengthened.
THANK YOU
MESSAGE US FOR
INQUIRIES OR
COMMENTS.
STRATEGIC MANAGEMENT | GROUP 6 |2022

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STRATEGY

Tường Vy Tường Vi Mai Thy Bảo Thy

Hoàng Vy Trung Kiên Uyển Nhi Kim Cương

SET SHORT-TERM GOALS

SET PROGRAMS, BUDGETS,

PROCEDURES STRATEGY IN CHANGES

THE ROLE OF STRATEGY

THE ROLE OF STRATEGY

PART 1 - STRATEGY IMPLEMENTATION | 2022

THE ROLE OF STRATEGY

If a strategy is clearly and correctly built but not

If the implementation is not effective, it is also

PART 1 - STRATEGY IMPLEMENTATION | 2022

RELATIONSHIP BETWEEN STRATEGY PLAN

AND STRATEGY IMPLEMENT

in the past, but it is difficult

also ensuring future

to guarantee success in the

Often failed in the past but

can look forward to some

success in the future in the future

THE DIFFERENCE BETWEEN STRATEGIC

PLANNING AND EXECUTION

Resource location Before action In the work

Emphasis effect Financial efficiency Effective effect

Implementation process Knowledge process The course of action

Required skills Analysis and intuition Leadership and Motivation

Some people Many people

PART 1 - STRATEGY IMPLEMENTATION | 2022

SET SHORT-TERM GOALS

REVIEW STRATEGIES AND

SET SHORT-TERM GOALS

PART 2 - STRATEGY IMPLEMENTATION | 2022

REVIEW STRATEGIES AND SET

Short-term goals Long-term goals

PART 2 - STRATEGY IMPLEMENTATION | 2022

REVIEW STRATEGIES AND SET SHORT-TERM GOALS

TIMING TACTICS and sells a new good or service first.

When a business implements a plan is

covered by timing strategies. Late movers

The purpose of a program

the feasibility of its selected strategy.

KEY STEPS OF THE BUDGETING PROCESS:

Give managers the key data to make decisions and

NOTICE TO SET EFFECTIVE BUDGETING

a corporation's programs standard operating procedures

SUPPORT EMPLOYEES' ISSUES IN THOSE SECTORS.

Requesting a raise in pay

Credit, purchase, and trade

The corporate level The business level

Resource planning can follow a process, starting with identifying

ISSUES WHEN ALLOCATE RESOURCE

STRATEGIC MANAGEMENT | GROUP 6 PART 5 - STRATEGY IMPLEMENTATION | 2022

FACTORS IN CHOOSING A BUSINESS STRUCTURE

1 Bussiness Taxes 4 Industry type

2 Market disruption 5 Strategy of the organization

into smaller homogenous groups or departments.

subsidiaries they operate.

PART 5 - STRATEGY IMPLEMENTATION | 2022

Set specific and detailed goals Purpose set out

Stick to the actual context

4-STEP PROCESS TO MAKE THE CHANGE

FORMS OF OPPOSITION TO THE CHANGE