2 LEARNING UNIT 2

2 FORMULATING A STRATEGIC DIRECTION

AND STRATEGIC MANAGEMENT
PLANNING

3 LEARNING OUTCOMES
After working through this learning unit and chapter 2 in David and David (2017),
as well as chapters 2 and 6 in Van Nieuwenhuizen (2017), you should be able to:

(1) explain the importance of strategic direction

(2) formulate a strategic vision and strategic mission
(3) explain the relationship between a vision and mission
(4) identify the core values that support your vision and mission
(5) formulate long term goals and objectives
(6) examine your strategic position in a global market
(7) define strategic direction/planning
(8) identify and explain the attributes of objectives in strategic planning
(9) select and elaborate on the advantages and disadvantages of global
expansion

4 ABBREVIATIONS AND CONCEPTS

SMART+C Specific, Measurable, Achievable, Rel-
evant, Timely + Challenging

Achievable Challenging
Core values Cross cultural
Directional Global
Goals Measurable
Mission Objectives
Purpose driven Relevant
Specific Strategic direction
Timed Vision

2.1 INTRODUCTION
In learning unit 1, we explored the aspects of strategic, business, and safety
management as we looked at the broader concept of strategic management and the
different management concepts. In this learning unit we will explore how a strategic
direction is achieved and what planning is required to obtain a strategic direction.

This learning unit will utilise chapter 2 of each of the prescribed books for SMA4802,

Strategic management, specifically, chapter 2 of:

David, FR, David, FR. 2017. Strategic management. A competitive advantage

approach, concepts and cases. 16 ed. Malaysia: Pearson.

SMA4802/113
Open Rubric


and chapters 2 and 6 in:

Van Nieuwenhuizen, PJJ. Strategic direction, planning and management. An

introduction. Cape Town: Edge learning.

In this learning unit we explore aspects of a strategy, which is a method used by an

organisation to achieve its direction. It is a process of strategic planning and a process
of documenting the organisational direction. So, what is a strategy?

2.2 WHAT IS STRATEGY?

Strategy is a plan of action designed to achieve a long-term or overall goal/aim. It is a
way of describing how an organisation will get things done. It is not as specific as an
action plan, but it tries to provide the answer to the question, “How do we get from
here to there?”. Considering existing barriers and resources, strategy planning will
consider the overall vision and mission of the organisation. Strategy initiatives can
also be described as the goals of the organisation. (Centre for Community Health
and Development, Community Toolbox, 2020).

Objectives outline the aims of the strategic goals as to what the realisation of
achieving the mission, vision and goals would look like. Goals suggest a path to be
taken and how an organisation could move along that path on its road to success.
Strategies help an organisation in determining how they would realise their vision
and objectives through the ‘nitty-gritty’ world of action (Centre for Community
Health and Development, Community Toolbox, 2020).

There are several criteria that should be met when formulating a strategy. The strategy
should give (1) an overall direction for the organisation, (2) fit the resources and
opportunities available in the organisation and (3) minimise all resistance, challenges
and barriers to success. Furthermore, it should describe (4) how to reach those who are
affected (e.g., currently unemployed) and (5) advance the mission of the organisation
(e.g. is the organisation able to make a difference in the unemployment rate) (Centre
for Community Health and Development, Community Toolbox, 2020).

Watch online: Watch the following video clip to gain an understanding of corporate
strategy. “How CEOs set strategic direction” by SBI TV (23:07). Available at https://
www.youtube.com/watch?v=LObhW3Vfl34

ACTIVITY 2.1: ‌WHAT IS STRATEGY?

After watching the online video related to what a strategy is, write a summary
(250–300 words) of what strategy is.

Website of interest:

ClearPoint Strategy https://www.clearpointstrategy.com/books/

To develop a successful strategy, you need a strong and successful manager. Mintzberg
outlines several management roles, namely:

• Role model/figurehead

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 LEARNING UNIT 2:  Formulating a strategic direction and strategic management planning

• Management and leadership

• Liaison
• Supervision, observer and monitor
• Broadcaster and disseminator
• Entrepreneur and business person
• Spokesperson
• Criss/disturbance manager
• Resource distributor
• Representative, mediator, and negotiator (mintools.com, 2020)
Website of interest:
Mintools.com. 2020: https://www.mindtools.com/pages/article/management-roles.
htm
Watch online the following video clip related to the 5 Ps of strategy. Mintzberg
2018 (9:54): https://www.youtube.com/watch?v=ZhM1JW2Bb8Q

ACTIVITY 2.2: ‌WHAT IS STRATEGY

Strategy is a difficult thing to get right and it takes deep thought and lots of time.
Identify the 5 different viewpoints or perspectives that you can use to define your
strategy and to ensure that you get a more robust strategy at the end. Analyse
these viewpoints or perspectives and indicate how they can contribute towards
your organisational strategy.

We will explore the process used to formulate strategic direction and investigate
its importance in the organisation.

2.3 STRATEGIC DIRECTION

So, what is strategic direction? Strategic direction is the actions taken by management
to achieve the goals and objectives within an organisation. It is a set of foundational
philosophies and beliefs and is a plan of action put into place so that the organisation
can work towards its vision and mission. There are, in fact, several types of strategic
direction an organisation can follow – namely, its vision and mission, the organisational
culture and ideology, its principles, foundational guidelines and values (Spacey, 2019).
Before we get started, watch the online videos listed below for a better understanding
of strategic direction:

Watch online: Watch the following video clips:

“Strategy direction” 2018 (13:54) by MeanThat. Available at https://www.youtube.com/

watch?v=zLcSdZs2TeA

“Strategic direction” 2017 (7:42) by Rich Horwath. Available at https://www.

youtube.com/watch?v=pTx5dlvmTo4

2.3.1 Strategic direction formulation

Strategic management is a well-known concept within a business environment
characterised by intensified global competitiveness. Many organisations have, over
time, discovered that developing a corporate strategy in isolation is a significant
SMA4802/115


mistake as everyone in the organisation should be involved in ensuring innovation

and ownership. For organisations to survive and grow in today’s competitive business
environment, strategic management is essential as it identifies the gaps between the
current business situation and the envisaged business strategy (Rossouw, Le Roux
& Groenewald, 2010:1–2).

Strategic direction, along with strategic management, is important as it gives

organisational direction and serves as a basis for the management of resources. It
promotes a proactive style of management and co-ordinates the various strategic
decisions made. In learning unit 1 we identified the levels of strategic management,
namely the strategic, tactical, and operational levels. Setting a strategic direction
requires that you investigate the distant future of your organisation to attain a specific
set of goals. This strategy calls for the formulation of a plan set out in a step-by-step
manner (figure 2.1) concerning how the organisation is going achieve its strategic plan.
Without a strategic plan, organisations are likely to lose track of their goals as they
are caught up in other “unnecessary business” dealings (Clear Point Strategy, 2020).

• Who are we - our principles, beliefs

& ethics
Values

• Why are we here?

Vission

• What do we want to do &

contribute?
Mission • How can we change our
organisation
• What do we want
to accomplish & by
Strategic goal when?

• How are we
going to get
Tactics there?

Figure 2.1.
FIGURE 2.1
Please note the top two have been added as textbox on the jpeg
Strategic planning model

Source: Adapted from pintrist.com/pin/504614333220085545/

Opportuni-
Strengths
4 DISCUSSION 2.1: STRATEGIC DIRECTION
ties

Review your organisation’s strategic direction in line with the strategy planning
model in figure 2.1 and, in the discussion forum, discuss the gaps you have
identified .
Threats Weakness
Online discussion

The Figure 5.2.

creation of vision and mission statements are the first two steps in your strategic
direction process. These two statements will clarify your organisation’s aspirations
in a very concise manner and will help you to focus on the most important aspects
of your business. These statements form the foundation of your strategic direction
(Centre for Community Health and Development, Community Toolbox, 2020)

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 LEARNING UNIT 2:  Formulating a strategic direction and strategic management planning

STUDY: Van Nieuwenhuizen, (2017, 39–43).

Watch online: Watch the online video clip, by Searchcio.techtarget.com:

“What is Strategic Management and Its Impact on Business?”, related to an organisation’s

mission and purpose (1:59). Available at https://searchcio.techtarget.com/definition/
strategic-management or https://youtu.be/icqu2Kl1Imc

To achieve one’s strategic direction, a mission and vision are required.

2.4 STRATEGIC VISION FORMULATION

A vision statement describes the long-term goals of an organisation (Rielander,
2019:63). The strategic vision is an important statement in any organisation and should
be eloquently written. Without a vision statement, employees will be uncertain of
what they are working towards. A vision statement is based on the organisation’s core
beliefs, values and culture. It should describe what the organisation wants to achieve
and it should also excite and motivate employees in the achievement of the vision over
a specified period of time (HR Daily Advisor, 2014). This statement communicates
the organisations core values and leadership attributers (Rielander, 2019:63).

When developing a vision statement, management should ask specific questions in

an effort to identify the gap in the organisation. Examples of questions are:

• What are the company’s hopes and dreams?

• What problems are we solving for the greater good?
• Is there a who and a what that we need to change?
The vision statement should encourage internal and external growth and will help
to focus employees on a common purpose. The most important question to ask is
whether an organisation can survive without a clear vision. An organisation that
is driven by a mutual purpose will see success, be globally competitive and invite
innovation (Skrabanek, 2018).

ACTIVITY 2.3: ‌STRATEGIC VISION

Do research on the strategic vision of Google and identify the critical elements in
that company’s strategic vision statement.

Watch online: Watch the online video clips:

“Mission, vision, and values by 365 carers 2018 (5:57). Available from https://youtu.
be/8wem6FZAucw

“What is the difference between mission and vision”, by Bruce D Johnson 2020
(5:08). Available at https://www.youtube.com/watch?v=b2MyaR0gMo0

It is important to remember that a vision statement directs the future and what the
organisation wants to become. In contrast, the mission statement concentrates on
the present and what the organisation has accomplished.

STUDY: Van Nieuwenhuizen, (2017, 44-49).

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2.4.1 Strategic mission formulation

Just as the vision outlined the organisation’s “dreams”, the mission statement explains
what the organisation is going to do. The mission is derived from the organisation’s
objectives and sets out what it will take to reach those objectives. It is the foundation of
the organisation and shapes the culture within the organisation. A mission statement
can be achieved by asking questions such as (1) What do we do? (2) Whom do we
serve? and (3) How we serve them? (Clearvoice.com, 2020).

The mission statement must communicate the vision of the organisation in realistic
terms, in concrete, goal-oriented language that is short and to the point (even if it
consists of just a single sentence). It should contain quantifiable, measurable and
attainable objectives. A mission statement must be communicated throughout the
organisation (internal and external) to be used by employees, shareholders, and the
leadership component. Each shareholder, manager and employee must be able to
assess if their own actions will help the organisation achieve its purpose. According
to Quain, (2019), a well-constructed mission statement embodies the following
characteristics:

Short: It needs to convey the purpose and the goals of your organisation in simple,
clear and easy-to-understand language.

Unique to your organisation: What makes the organisation different, unique, and
extraordinary?

Create Expectations: Create the expectation in the target audience that the
organisation is what they need.

Realistic: Provide a statement on what the organisation offers its clients at present.

Memorable: Should be able to associate key aspects of the mission with the
organisation.

Active: Make use active verbs that allow people feel that something is happening
now rather than in the past. For example, substitute a sentence like “these products
are made by the company to improve your lifestyle” with something like “Company
XYZ makes products to enhance your quality of life”.

Positivity: Conveys the message about how the organisation will solve problems and
fulfil wants and needs, as well as how it will make life easier for its target audience.

Adaptable: It should be used by the marketing and product development for

motivation and direction.

Targeted: It should speak to the target audience As such, the message should match
the wants and needs of the specific audience.

The vision and mission statement define what an organisation is, what it dreams of
being and what it wants to achieve through its core values and objective.

STUDY: Van Nieuwenhuizen, (2017, 49–53).

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 LEARNING UNIT 2:  Formulating a strategic direction and strategic management planning

2.4.2 Mission and vision interrelationship

The main aim of strategic planning is to align the organisation’s mission with its
vision. Without a strategic vision and mission, the strategic plan does not exist as the
mission is regarded as the starting point and the vision as the final destination. The
strategic plan can be viewed as a ‘road-map’ that assists and navigates the organisation
along its road to achieving success and global competitiveness (achieveit.com, 2014).

Watch online: Watch the online video clip:

“Mission Statement Vs Vision Statement: Definition, examples and comparison

chart” by Key Differences 2019 (5:54). Available from https://www.youtube.com/
watch?v=LFHyZMk2DYE

ACTIVITY 2.4: DIFFERENTIATE

‌ BETWEEN A VISION AND
MISSION
Tabulate at least seven differences between a vision and mission.

Creating a professional vision and mission statement for an organisation takes

planning, imagination and foresight.

STUDY: Van Nieuwenhuizen, (2017, 53–55).

ACTIVITY 2.5: RELATIONSHIP

‌ BETWEEN A VISION AND
MISSION
Conduct your own research. Select and interpret the top 10 global companies’
vision and mission statements and describe the reasons why you think they are
professional, visionary and imaginative.

2.4.3 Core values that support a vision and mission

Organisations differ from one another and, as such, so do their visions and missions,
values, beliefs, objectives and cultural values. There are several values that develop
in an organisation, such as confidence, courtesy, and ingenuity. However, if these
values are not maintained and promoted, they may die out rapidly. Failure to prioritise
these values may lead to challenges in the organisation, so it is better to keep
the list of core values short. When the values list becomes too long, it becomes
difficult to communicate, implement and reinforce. While core values differ between
organisations, the following values may have a practical importance:

• Integrity:
The quality of being honest and having strong moral principles. Lying can become
an easy way for organisations to operate and eventually the organisation will no
longer be trusted by the workforce or its clients.

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• Accountability
The willingness to take responsibility for one’s own actions. It is quite easy to
fall into the blame game by placing blame upon someone else.

• Diligence
The quality of working carefully and with a lot of effort – diligence should
nurture the strength of an individual to make a difference. For example, Japan,
a formidable competitor in the electronic and automotive industries, has a dili-
gent commitment to improving their already powerful position.

• Perseverance
Continued effort to do or achieve something despite difficulties, failure, or op-
position. The developers at the pharmaceutical company G.D. Searle knew they
had something indispensable (important) when they invented ‘aspartame’ as an
ulcer drug. It took years for them to discover that aspartame was not a treatment
for ulcers, but the revolutionary substitute for sugar known as NutraSweet.

• Discipline
The practice of training people to obey rules or a code of behaviour. Discipline
provides guidelines for employee performance and behaviour and serves as a
vital component of the overall management system (Dilenschneider, 2020).

STUDY: Van Nieuwenhuizen, (2017, 55–56).

Following the formulation of the vision and mission, the next step is the formulation
of the strategic goals, objectives and possible action plans to ultimately achieve this
vision and mission.

2.5 FORMULATION OF LONG-TERM GOALS AND OBJECTIVES

The next step in formulation of your strategic direction – after expressing the vision,
mission and core values – is to create the strategic goals, objectives and possible
action plans to ultimately achieve your vision and initiate the mission. Goals are
the desired result that an organisation plans to achieve within a certain time-period.
Goals must be specific, measurable, attainable, relevant and time-based. Hofstrand,
(2016) reiterates that the organisational goals should be focused on the significant
aspects of applying the organisational strategy. Goals should be limited in order not
to lose focus on the overall direction and should not interfere with or contradict one
another. Professionally written goals will meet the following criteria:

(1) Simple and easy to understand

(2) Suitable as regards how they will assist in implementing the strategic mission
and vision
(3) Fit in with the organisational values and acceptable to employees of the
organisation
(4) Flexible and able to be adapted/changed where needed

A strategic goal is developed to attain the organisation’s business strategy. The strategic
goal identifies the organisation’s achievable outcome. Examples of a strategic goal
could be to increase internet accessibility and traffic, to increase vendor performance,

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 LEARNING UNIT 2:  Formulating a strategic direction and strategic management planning

or to restructure the organisation. So how we do write a strategic goal? Firstly,

you need select objectives centred on the organisation’s strategy and consider all
perspectives when developing these objectives. The strategic objective must explain
the organisation’s intent. An objective is a declaration indicating what the organisation
regards as being critical in their organisational strategy. Once your goals have been
established, you can turn the general statements of the goals into specific, measurable,
quantifiable and timebound objectives. An objective specifies how much, of what will
be accomplished, and by when. The objectives you set should have certain attributes
which are abbreviated as S.M.A.R.T. + C. The abbreviated letters are broken down
into the following concepts:

• Specific
Relates to how much is to be achieved (e.g., 10% of a specific behaviour of a
particular person or of a particular outcome, and by when it will be achieved
e.g. 2025).

• Measurable
Information about the objective can be collected, identified, or acquired.

• Achievable
Is it realistic and practical?

• Relevant to the mission

Is there a clear understanding of how the objectives are aligned with the overall
organisational vision and mission?

• Timed
A clear, specified timeline has been developed for the objectives, indicating by
when they will be achieved.

• Challenging
This will enable the organisation to set its target on significant improvements
within a shorter timeframe.

Formulation of objectives allows the organisation to set yardsticks against which

progress can be measured. It also allows the organisation to stay focused on its
vision and show success to its shareholders, clients and the greater community when
objectives have been reached.

ACTIVITY 2.6: FORMULATION

‌ OF LONG-TERM GOALS AND
OBJECTIVES
Review your organisation’s strategic plan and identify the goals and objectives.
Develop three new objectives for your organisation under each of the following
headings:

• Financial objectives
• Customer objectives
• Customer service objectives

SMA4802/121


• Internal objectives
• Operational excellence objectives

2.6 STRATEGIC POSITIONING IN A COMPETITIVE MARKET

READING
A positioning strategy is the set of measures and activities undertaken to improve
the image and visibility of the organisation and its associated products or brands.
It is also the perception that the organisation occupies in the minds of its clients
and competitors. Sharma (2018) affirms that a positioning strategy should be developed
by considering the following factors:

• The use of competitive advantages and to differ from your main competitors
• Adaptation to your target audience and the offering of benefits to your main clients
• Adherence to the organisation’s main goals and objectives when developing a
positioning strategy (Sharma, 2018).

STUDY: Van Nieuwenhuizen, (2017, 58–59).

Watch online: Watch the online video clip:

“Porter’s Generic Strategies–Simplest explanation with examples”, 2018 (8:48) by

Mister Simplify. Available at https://www.youtube.com/watch?v=mZeNOaO3Pzk

ACTIVITY 2.7: ‌POSITIONING YOUR ORGANISATION IN THE

MARKETPLACE
To best position your organisation in a competitive marketplace, some relevant
factors should be kept in mind. Research, list and expand on the different positioning
factors you can find and discuss them with your fellow students.

Virtually all strategic decisions are impacted by global considerations. Our imagination
is no longer limited by the boundaries of countries. Business survival is now dependant
on our proficiency at observing the world through the eyes of others. The bedrock of
strategic management is at the crux of a managers’ understanding of the organisation’s
suppliers, distributors, competitors, markets, creditors, shareholders, customers,
and governments worldwide. No longer can the quality and price of the product
and service depend on local markets; it must also be able to compete on a global
and international basis. Doing business globally is one of the best ways to stimulate
substantial revenue growth.

The moving of an organisation’s business globally can be a complex and challenging

decision. There are advantages and disadvantages to moving into a global market and
these will need careful consideration. A summary of advantages and disadvantages
is as follows:

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 LEARNING UNIT 2:  Formulating a strategic direction and strategic management planning

2.6.1 Advantages
Reaching new customers. There will be an immediate expansion of your product
as the pool of potential clients has dramatically increased.

Spreading business risk. As you enter more locations, it will be easier to manage
the volatility of the marketplace.

Accessing new talent. International expansion could potentially give you access
to gifted new employees and business partners who can take your organisation to
the next level.

Amplifying your brand. You will be able to increase the visibility of your brand,
logo and philosophy. Going global can be a great opportunity to broaden the reach
of your intellectual property, trademarks and copyrights to new locations.

Securing foreign investment. Access to investment capital beyond that which you
would have been able to secure in a local market.

Lowering costs. As the number of products and supplies increases, you will be able
to negotiate better prices when ordering in bulk.

Increased immunity to trends. Operating in more than one location will help you
to have some protection against ever-changing fashions, trends and fads.

Improved consumer confidence. A registered local business and office will increase
the trust of the global community, especially as after sales service is a prime factor in
continued confidence in your product/organisation (Open a European company.com,
2020).

2.6.2 Disadvantages
Foreign rules and regulations. Confusing paperwork regarding tax and employment
laws, as well as business registration and trademark considerations in a foreign
language, can be a very daunting task.

Handling logistics. Complicated logistical considerations, such as long shipping

routes and delays in delivering, can quickly become a huge complication. Not every
country has the same infrastructure, so ensure that you have done all the necessary
research before venturing into a new location.

Speaking the language. It is wise to remember than three-quarters of the world

population do not speak English as their primary language. Even in places where
it is spoken as a secondary language, it would be wise to ensure that you make use
of professional translation service in order to negate any humiliating product and
slogan translations.

Coordinating time zones. Negotiating time zones can be a debilitating detail in

your expansion as different time zones means that important decisions will not
necessarily be able to be finalised within one working day.

Monitoring currency fluctuations. A weak home currency may provide you with
an opportunity to offer products at a competitive price in another location. Making
use of currency fluctuations may ensure that you can time your business orders so
that these fluctuations benefit you.

SMA4802/123


Mitigating credit risk. Non-payment of debt can have a serious effect on your
organisation as you have no assurance that you will be able to recover the bad debt.
Identifying the credit rating of new clients or taking out trade credit insurance may
help to mitigate the risk.
Following foreign politics. Political events in another country can have a detrimental
effect on your organisation. It is therefore advisable to stay current with the political
climate of the location where you have expanded to. In order to mitigate this risk,
it would be advisable to secure political risk insurance.
Gathering market research. You may need to rebrand your business/organisation in
order to make your products/services acceptable to a new culture. Response to your
product or service may involve costly research, but with some creative thinking you
may be able to keep this cost to a minimum (Open a European company.com, 2020).
Finally, there are advantages and disadvantages with any business expansion, and
international expansion is no exception. With thorough consideration and preparation,
your organisation can be elevated to the next level and benefit by a whole new world
of opportunities.
STUDY: David & David (2017, 68-74)

2.7 SUMMARY
Business success is increasingly dependent on offering services and products that
can be competitive in a global market. To make use of the opportunities offered in
the global market, a good strategic direction is essential in order to ensure that your
organisation, brand, product and/or service are recognisable and communicates
good service and business practices. Your strategic plan must consist of a defined
and methodical process which will show you the preferred future. This future is then
translated into a vision and mission statement, after which your goals and objectives
are formulated. Effective strategic planning is a crucial element of global success.

In the next learning unit, we will explore the context of strategic selection, ethics,
social responsibility and sustainability, as well as reviewing your organisation’s
strategic plan.

2.8 SELF-ASSESSMENT QUESTIONS

(1) How would you formulate a strategic vision?
(2) How would you formulate a strategic mission?
(3) What is the relationship between a vision and mission?
(4) How would you describe and formulate the core values that support your
vision and mission?
(5) Which elements would you use to formulate long-term goals and objectives?
(6) Identify and explain the attributes of objectives in strategic planning.
(7) How would you determine your strategic position in a global market?
(8) How would you define a strategic direction?
(9) Select and elaborate on the advantages and disadvantages of global expansion?
(10) Elaborate on and discuss the global challenges facing an organisation and
why this is a strategic issue?
(11) Elaborate on different business climates and explain why this is a strategic issue.

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 LEARNING UNIT 2:  Formulating a strategic direction and strategic management planning

2.9 ADDITIONAL READING

An organisation’s mission and purpose – Searchcio.techtarget.com (1:59). [Online] Avail-
able at https://searchcio.techtarget.com/definition/strategic-management
Corporate strategy. How CEOs set strategic direction. [Online] Available at https://www.
youtube.com/watch?v=LObhW3Vfl34. [Accessed on 3028 April 2020].
Covid-19 Strategic planning. 2020. CSI. [Online] Available at https://www.youtube.com/
watch?v=FP_8h67rUac. [Accessed on 02 May 2020].
Covid-129 A 7 step plan for project manager. 2020. Mike Clayton. [Online] Available at
https://www.youtube.com/watch?v=0-5xDz3RlOg. [Accessed on 02 May
2020].
Horworth, R. 2017. Strategic direction. [Online] Available at https://www.youtube.com/
watch?v=pTx5dlvmTo4 [Accessed on 28 April 2020].
Mindtools.com. 2020. Mintzberg’s management roles. Identifying the roles managers play. [Online]
Available at https://www.mindtools.com/pages/article/management-roles.
htm. [Accessed on 27 May 2020].
Mission statement vs vision statement. Definition, examples and comparison chart by key differences.
[Online] Available at https://www.youtube.com/watch?v=LFHyZMk2DYE.
[Accessed on 02 May 2020].
Porter’s generic strategies. Simplest explanation with examples. 2018. Mister Simplify. [Online]
Available at https://www.youtube.com/watch?v=mZeNOaO3Pzk. [Accessed
on 02 May 2020].
Rielander, CL. 2019. Managing organisational safety culture. Cape Town: Juta
Strateg y direction. [Online] Available at (https://www.youtube.com/
watch?v=zLcSdZs2TeA. [Accessed on 30 April 2020].
Sun Tzu’s the art of war. Overview and summary. 2019. (18:38) https://www.you-
tube.com/watch?v=79-TeEBiKrM
The mission, vision, and value statement by 365 careers. 2018. [Online] Available at https://
www.youtube.com/watch?v=8wem6FZAucw. [Accessed on 02 May 2020].
What is the difference between mission and vision? 2020. [Online] Available at https://www.
youtube.com/watch?v=b2MyaR0gMo0. [Accessed on 02 May 2020].

2.10 REFERENCES
Achieveit.com. 2014. The link between mission, vision and strateg y. [Online] Available at
https://www.achieveit.com/wp-content/uploads/2014/02/The-Link-Between-
Mission-Vision-and-Strategy.pdf. [Accessed on 28 April 2020].
An organisation’s mission and purpose – Searchcio.techtarget.com (1:59) https://searchcio.
techtarget.com/definition/strategic-management
Corporate strategy. How CEOs set strategic direction. [Online] Available at https://www.
youtube.com/watch?v=LObhW3Vfl34. [Accessed on 28 April 2020].
Developing Successful Strategies: Planning to Win. [Online]. Available at:https://ctb.ku.edu/
en/table-of-contents/structure/strategic-planning/develop-strategies/main.
[Accessed 28 April 2020].
Community Toolbox, University of Kansas. 2020. Strategic planning development strate-
gies. [Online]. Available at https://ctb.ku.edu/en/table-of-contents/structure/
strategic-planning/develop-strategies/main. [Accessed 28 April 2020].
Community Toolbox, University of Kansas. 2020. Vision and mission statements. [On-
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