All answers of strategy management

Question [1] Describe the following types of the changes which can occur in an organization

[A] Alpha change

[B] Beta change

[c] Gamma change [ 15 marks]

Question [2] Strategy formulation can be classified as EMERGEMT or DERLIBERATE.

Give your understanding of these two strategies [ 7 marks]

Question [3] Describe the ROLE and STRATEGIC MANAGEMENT in your organization, or
any organization you are familiar with. [ 15 marks]

Question [4] Discuss the following strategic Approach for launching.

A] THE BIRD APPROACH [ 8 marks]

B] SQUIREL APPROACH [ 7 marks]

Question [5] with the aid of a diagram briefly analyze a report following:

A] the strategic plan [ 5 marks]

B] the actual performance [ 5 marks]

C] the strategic drift [ 5 marks]

Question [6] Describe the following of thought in strategic management.

A] the cognitive school [ 5 marks]

B] Entrepreneurial [ 5 marks]

C] Positioning [ 5 marks]

[7] planning can be viewed from three cascading levels. With the aid of diagram, explain the
various levels of planning as applicable in your organization, or any organization you are
familiar with [ 8 marks]
Answers

Question [1] Describe the following types of the changes which can occur in an organization

[A] Alpha change

[B] Beta change

[c] Gamma change [ 15 marks]

[A] Alpha change: Alpha change is a type of organizational change that is incremental and
involves small adjustments to the existing processes or structures. It is typically aimed at
improving the efficiency of the organization and is often driven by the desire to maintain the
status quo. Examples of alpha changes include process improvements, changes to job
responsibilities, and minor policy changes.

[B] Beta change: Beta change is a type of organizational change that is more significant than
alpha change but still falls within the boundaries of the existing organizational structure. It
typically involves changing the existing processes or structures in a more significant way and
may require a higher degree of planning and coordination. Examples of beta changes include the
implementation of new technology, changes to organizational structure, and the introduction of
new products or services.

[C] Gamma change: Gamma change is a type of organizational change that is transformative
and involves a fundamental shift in the organization's mission, values, or purpose. It is typically
driven by external factors, such as changes in the market or shifts in the political or social
environment, and may require a radical rethinking of the organization's strategy and goals.
Examples of gamma changes include mergers and acquisitions, changes to the organization's
core business model, and the development of new lines of business.

In summary, alpha change involves small incremental adjustments, beta change involves more
significant changes to processes or structures, and gamma change involves transformative
changes that fundamentally alter the organization's mission or purpose. The type of change
required will depend on the organization's goals, external environment, and other factors, and
may involve a combination of different types of change over time.
Question [2] Strategy formulation can be classified as EMERGEMT or DERLIBERATE.

Give your understanding of these two strategies [ 7 marks]

Emergent and deliberate strategies are two different approaches to strategy formulation that
organizations can use.

Deliberate strategy is a top-down approach where the organization's leaders proactively develop
a strategic plan based on a careful analysis of the organization's strengths, weaknesses,
opportunities, and threats (SWOT analysis). This approach involves identifying and prioritizing
strategic objectives, defining specific action plans, and allocating resources to achieve the
desired outcomes. Deliberate strategy is a planned and intentional approach to strategy
formulation.

Emergent strategy is a bottom-up approach where the strategy emerges over time as a result of
the organization's ongoing interactions with the environment. Emergent strategies evolve in
response to changes in the market, customer preferences, technology, or other factors that are
outside the organization's control. Emergent strategies are not pre-planned, but they emerge
through a process of experimentation and learning.

The difference between deliberate and emergent strategies lies in the degree of control that the
organization has over the strategy formulation process. Deliberate strategies are proactive and
intentional, and the organization has a high degree of control over the outcomes. In contrast,
emergent strategies are reactive and responsive, and the organization has a lower degree of
control over the outcomes.

Both deliberate and emergent strategies have their advantages and disadvantages. Deliberate
strategies can be more effective in stable environments where the organization has a high degree
of control over the outcomes. Emergent strategies can be more effective in dynamic
environments where the organization needs to be flexible and responsive to changes.

In summary, deliberate strategies are planned and intentional, while emergent strategies evolve
over time in response to changes in the environment. Organizations can use both approaches to
strategy formulation depending on the specific circumstances they face.
Question [3] Describe the Role and Strategic Management in your organization, or any
organization you are familiar with. [ 15 marks]

The role of strategic management in organizations is to set the direction and goals of the
organization, identify and allocate resources, and make decisions that will enable the
organization to achieve its objectives. Strategic management involves analyzing the internal and
external environment of the organization, identifying strengths, weaknesses, opportunities, and
threats, and developing strategies to address them.

In a typical organization, the strategic management process involves several steps,

including:

1) Setting the mission, vision, and values of the organization

2) Conducting a situational analysis of the organization's internal and external environment
3) Identifying strategic issues and developing strategies to address them
4) Allocating resources and implementing the strategies
5) Evaluating and monitoring the effectiveness of the strategies and making necessary
adjustments

In an organization, the role of strategic management is usually performed by senior executives or

a dedicated strategic management team. These individuals are responsible for developing and
executing strategies that will help the organization achieve its long-term objectives.

The strategic management process is essential for organizations to remain competitive and adapt
to changes in the market and the external environment. It enables organizations to identify and
capitalize on opportunities, minimize risks, and allocate resources effectively.

In summary, the role of strategic management in organizations is to develop and implement

strategies that enable the organization to achieve its objectives and remain competitive in the
market. The strategic management process involves several steps, including analyzing the
internal and external environment, identifying strategic issues, developing and implementing
strategies, and evaluating their effectiveness.
Question [4] Discuss the following strategic Approach for launching.

A] THE BIRD APPROACH [ 8 marks]

B] SQUIREL APPROACH [ 7 marks]

4] The bird approach, start with entire world scan it for opportunities to seize upon trying to
make the of what you find. you will resemble a bird, searching for a branch to land on in large
three, you will see more opportunities than you can think. You will have an almost unlimited
choice but your decision because you cannot stay up in the air forever is likely to be arbitrary and
because arbitrary it will be risk

B] The squirrel approaches start yourself and your company where you are with the skills and
experience that you and what you can do best in this approach you will resemble a squirrel
climbing that same three large tree.

Question [5] with the aid of a diagram briefly analyze a report following:

A] The strategic plan [ 5 marks]

B] The actual performance [ 5 marks]

C] The strategic drift [ 5 marks]

[5] a) Strategic Plan: A strategic plan is a comprehensive roadmap that outlines an

organization's direction and objectives over a period of time. A strategic plan usually includes a
mission statement, vision statement, goals, strategies, and tactics to achieve the desired
outcomes. A report on the strategic plan should evaluate whether the organization has achieved
the intended goals and whether the strategies and tactics outlined in the plan were effective.

b) Actual Performance: Actual performance refers to how well the organization has performed
in achieving its goals and objectives. A report on actual performance should evaluate whether the
organization has met its targets, whether the strategies and tactics employed were effective, and
what factors contributed to success or failure.
c) Strategic Drift: Strategic drift refers to a situation where an organization's strategy is no
longer aligned with its changing external environment or internal capabilities. A report on
strategic drift should analyze the reasons for the drift, its impact on the organization's
performance, and recommend corrective actions.

Question [6] Describe the following of thought in strategic management.

A] The cognitive school [ 5 marks]

B] Entrepreneurial [ 5 marks]

C] Positioning [ 5 marks]

[6] cognitive school sometimes referred to as the thinking school. Strategy formation is mental
process that draws from cognitive psychology to recognize patterns and make sense of the world

B] Positioning school strategy formation is an analytical approach combing the approaches of

design and planning schools. As the name suggest it carefully considers its existing position in
the market place when developing in realistic strategy to improve competitive positioning.

C] Entrepreneurial school strategy formation is a visionary approach. Flexible and responsive

to environment but strongly direct by an entrepreneurial leader. Risky as its success depend on
wisdom and judgment of one person the leader.

QUESTION [7] Role of objective of the strategic management in your organization or any
organization you are familiar with

A. The primary role of objectives in strategic management is to provide a clear direction and
purpose for the organization.

B. Objectives are specific and measurable targets that an organization sets for itself to achieve
within a defined period.

C. Objectives guide an organization's decision-making, resource allocation, and performance

evaluation.

D. An objective can provide a clear direction for an organization's growth strategy, helping it
focus its efforts and make investment decisions.
F. Objectives also help an organization measure its progress and performance, allowing it to
assess its success in achieving the objective and make necessary adjustments to its strategy.

QUESTION [8] what do you understand by the term strategic wear out?

The term "strategic wear out" refers to a situation where a company's marketing strategy
becomes less effective over time due to prolonged use. As a result, the company may experience
a decline in the effectiveness of its marketing campaigns and a decrease in its overall sales and
revenue.

In marketing, companies often use a variety of tactics and messages to promote their products
or services to customers. However, over time, customers may become less responsive to these
marketing efforts if they feel that the messages are repetitive or no longer relevant to their needs.
This can lead to a phenomenon called "wear out," where the marketing message loses its impact
and becomes less effective.

In the context of strategic wear out, companies need to continuously innovate and refresh their
marketing strategies to keep up with changing consumer needs and preferences. This may
involve updating the marketing message, introducing new products or services, or using new
marketing channels and tactics to reach customers. By doing so, companies can avoid the
negative effects of strategic wear out and maintain the effectiveness of their marketing
campaigns over time.

QUESTION [9] A] what is SWOT analysis, clearly explain the variables of SWOT analysis
including their implications and tips as it relates to strategic management?

SWOT analysis is a framework used in strategic management to identify an organization's

internal strengths and weaknesses, as well as external opportunities and threats. The acronym
"SWOT" stands for Strengths, Weaknesses, Opportunities, and Threats. Each of these variables
has its own implications and tips for conducting a SWOT analysis effectively.

1) Strengths
Strengths are the internal attributes of an organization that give it a competitive advantage over
other companies in the industry. Examples of strengths include strong brand recognition, a loyal
customer base, a talented workforce, and efficient operations.

Implications: Organizations should leverage their strengths to build on their competitive

advantage and maintain their position in the market. They should also identify areas where they
can improve their strengths to become even more competitive.

Tips: When identifying strengths, it's important to be specific and focus on the organization's
core competencies. It's also important to consider how these strengths can be sustained over time.

2) Weaknesses:

Weaknesses are the internal attributes of an organization that hinder its ability to compete
effectively in the market. Examples of weaknesses include a lack of financial resources, poor
management, outdated technology, and inefficient processes.

Implications: Organizations should address their weaknesses to improve their competitive

position in the market. They should also be aware of their weaknesses when making strategic
decisions and take steps to mitigate the impact of these weaknesses.

Tips: When identifying weaknesses, it's important to be honest and open about the organization's
limitations. It's also important to prioritize weaknesses based on their impact on the
organization's overall performance.

3) Opportunities:

Opportunities are external factors that an organization can capitalize on to improve its
performance. Examples of opportunities include emerging markets, new technologies, changes in
regulations, and shifts in consumer preferences.

Implications: Organizations should take advantage of opportunities to grow and expand their
business. They should also be aware of the risks associated with these opportunities and develop
strategies to mitigate these risks.
Tips: When identifying opportunities, it's important to consider both short-term and long-term
opportunities. It's also important to assess the feasibility of each opportunity and determine the
resources required to capitalize on it.

4) Threats:

Threats are external factors that can negatively impact an organization's performance. Examples
of threats include increased competition, economic downturns, changing consumer preferences,
and regulatory changes.

Implications: Organizations should develop strategies to address threats and minimize their
impact on the business. They should also be aware of the opportunities associated with threats
and develop strategies to capitalize on these opportunities.

Tips: When identifying threats, it's important to consider both internal and external factors that
can contribute to the threat. It's also important to prioritize threats based on their potential impact
on the organization's overall performance.

In conclusion, SWOT analysis is a powerful tool that can help organizations develop effective
strategies for success. By understanding the implications and tips associated with each variable,
organizations can conduct a comprehensive analysis that informs their decision-making and
improves their overall performance.

QUESTION [10] distinguish between business policy and strategic management

Business policy and strategic management are two related but distinct concepts in the field of
management. The main differences between these two concepts are as follows:

Scope: Business policy refers to the overall plan or direction of an organization, whereas
strategic management is a broader process that involves defining the organization's mission,
vision, goals, and strategies to achieve those goals.

Timeframe: Business policy is often short-term in nature and focuses on immediate decisions
and actions, while strategic management is a long-term process that focuses on the organization's
future direction and success.

Level of Analysis: Business policy focuses on individual functional areas or business units
within an organization, while strategic management involves a more holistic view of the
organization as a whole.
Decision-making: Business policy involves making decisions based on available information
and past experiences, while strategic management involves a more analytical and data-driven
approach to decision-making.

Implementation: Business policy is typically implemented by middle-level managers, while

strategic management is implemented by top-level executives and the board of directors.

In summary, while business policy focuses on short-term decisions and individual functional
areas, strategic management takes a more holistic, long-term approach to the organization as a
whole. Strategic management involves defining the organization's mission, vision, goals, and
strategies to achieve those goals, while business policy is more focused on immediate decisions
and actions.

QUESTION [11] OF the concepts of formulating and implementation in strategic

management, including their distinguishing characteristics and components?

Formulating and implementing strategies are two key components of strategic management,
which is the process of defining an organization's direction and allocating its resources to achieve
its goals.

1. Formulating Strategies:

Formulating strategies involves the process of developing and analyzing strategies to achieve an
organization's goals. This process typically involves the following components:

a. Analysis of the External Environment: This involves assessing the external

environment to identify opportunities and threats that may impact the organization's
ability to achieve its goals. This may include analyzing factors such as competition,
market trends, and regulatory changes.
b. Analysis of the Internal Environment: This involves assessing the organization's
strengths and weaknesses to identify areas where it can leverage its strengths and
improve its weaknesses. This may include analyzing factors such as the organization's
culture, resources, and capabilities.
 c. Setting Objectives and Goals: This involves defining the specific objectives and goals
that the organization wants to achieve. This may include setting financial targets, market
share goals, or other performance metrics.
d. Developing Strategies: Based on the analysis of the external and internal environment
and the defined objectives and goals, the organization then develops strategies to achieve
its goals. This may involve developing a competitive strategy, a growth strategy, or a
corporate strategy.

2. Implementing Strategies:

Implementing strategies involves putting the formulated strategies into action. This process
typically involves the following components:

a. Resource Allocation: This involves allocating the necessary resources, such as capital,
technology, and personnel, to implement the strategies effectively.
b. Organizational Design: This involves designing the organizational structure and
processes required to implement the strategies. This may involve creating new
departments or teams, reorganizing existing teams, or creating new processes to support
the strategies.
c. Change Management: This involves managing the change required to implement the
strategies effectively. This may involve communicating the changes to employees,
providing training, and managing resistance to change.
d. Monitoring and Control: This involves monitoring the implementation of the strategies
and making necessary adjustments to ensure that the organization stays on track to
achieve its goals. This may involve reviewing performance metrics, conducting regular
performance evaluations, and making changes as needed.

In summary, formulating strategies involves the process of developing and analyzing strategies
to achieve an organization's goals, while implementing strategies involves putting the formulated
strategies into action by allocating resources, designing the organizational structure, managing
change, and monitoring performance.
QUESTION [12] Explain three levels of strategies as applicable in your own organization?

 Corporate-level strategy: This is the top-level strategy that guides the overall direction
of the organization. It involves making decisions about the organization's mission, vision,
values, objectives, and goals.
 Business-level strategy: This strategy is developed at the department or business unit
level. It focuses on how the organization will compete in specific markets or industries,
creating value for customers, and achieving a competitive advantage.
 Functional-level strategy: This strategy is developed at the operational level for each
business function or department. It is focused on improving the efficiency and
effectiveness of the organization's operations, and supporting the achievement of the
business-level strategy.

QUESTION [13] The following are explanations of the five schools of thought in strategic
management?

 Planning School: This school emphasizes the importance of rational and systematic
planning in strategic management.
 Power School: This school emphasizes the importance of power and politics in shaping
strategic decisions.
 Cultural School: This school emphasizes the importance of organizational culture in
shaping strategic decisions.
 Learning School: This school emphasizes the importance of continuous learning and
adaptation in strategic management.
 Design School: This school emphasizes the importance of deliberate and analytical
design in strategic management.

QUESTION [14] Explain the nature of business strategy and strategic management model?

The nature of business strategy refers to the overall approach and direction that an
organization takes in order to achieve its goals and objectives. A business strategy should be
aligned with the organization's mission, vision, and values, and should take into account the
organization's internal and external environment, including its strengths, weaknesses,
opportunities, and threats.
 A strategic management model is a framework that provides guidance for developing and
implementing an effective business strategy. The strategic management model typically
consists of several key components, including the following:

Analysis: The first step in developing a business strategy is to conduct an analysis of the
organization's internal and external environment. This includes identifying the organization's
strengths, weaknesses, opportunities, and threats (SWOT analysis), as well as analyzing the
competitive landscape and market trends.

Formulation: Based on the analysis, the organization can develop a clear and specific
business strategy that outlines its goals and objectives, as well as the actions it will take to
achieve those goals. This may include defining the organization's value proposition,
identifying target markets, and establishing competitive positioning.

Implementation: Once the business strategy has been formulated, the organization must
implement it effectively. This includes developing detailed action plans, allocating resources,
and monitoring progress towards achieving the goals and objectives outlined in the strategy.

Evaluation: Finally, the organization should regularly evaluate the effectiveness of its
business strategy and make adjustments as needed. This may include revising the strategy
based on changing market conditions or internal factors, as well as measuring the success of
the strategy against predetermined metrics.

In summary, the nature of business strategy involves developing a clear and specific
approach and direction for the organization to achieve its goals and objectives. A strategic
management model provides a framework for developing and implementing an effective
business strategy, including analysis, formulation, implementation, and evaluation.

QUESTION [15] benefits of strategic management?

 Provides clear direction for the organization

 Improves decision making
 Ensures efficient resource allocation
 Helps develop and maintain a sustainable competitive advantage
 Identifies and manages risks
  Encourages innovation
 Improves organizational performance

QUESTION [16] Scope of business strategy?

The scope of business strategy refers to the range of activities and areas that a business strategy
encompasses. A business strategy is a high-level plan that outlines how an organization will
achieve its goals and objectives, and the scope of the strategy will vary depending on the
organization's size, industry, and other factors.

Some common areas of focus within the scope of business strategy include:
1) Market positioning: This includes identifying the organization's target market,
analyzing competitors, and determining the unique value proposition that the
organization offers to customers.
2) Product development: This includes determining which products or services the
organization will offer, how they will be developed, and how they will be marketed.
3) Resource allocation: This includes determining how the organization will allocate its
resources, including financial resources, human resources, and physical assets, in order to
achieve its goals.
4) Operational efficiency: This includes identifying areas of the organization where
efficiency can be improved, such as supply chain management, manufacturing processes,
or customer service.
5) Organizational structure and culture: This includes determining the appropriate
organizational structure and culture that will support the implementation of the business
strategy.
 6) Innovation and growth: This include identifying opportunities for innovation and
growth within the organization, such as expanding into new markets or developing new
products or services.

In summary, the scope of business strategy encompasses a wide range of activities and areas,
including market positioning, product development, resource allocation, operational efficiency,
organizational structure and culture, and innovation and growth. The specific focus and priorities
of a business strategy will depend on the organization's goals, industry, and other.

QUESTION [17] Using good examples from your organization or any organization you are
familiar with, Explain the following strategic evaluation models?

1. BCG matrix

2. ANSOFF matrix

3. PORTER'S generic strategies.

1) BCG Matrix: The Boston Consulting Group (BCG) matrix is a strategic evaluation
model that helps organizations evaluate their portfolio of products or services based on
their market growth rate and relative market share. The model classifies products into
four categories: Stars, Cash Cows, Question Marks, and Dogs.

An example of BCG Matrix can be seen in the portfolio of Procter & Gamble (P&G). P&G has a
wide range of products, and they use the BCG matrix to evaluate their portfolio. For instance,
Tide laundry detergent is considered a cash cow as it has a high market share in a mature market,
while the hair care line "Pantene" is considered a star due to its high growth rate and high market
share.

2) ANSOFF Matrix: The ANSOFF matrix is a strategic evaluation model that helps
organizations determine their product and market growth strategy. The model has four
different strategies: Market Penetration, Market Development, Product Development, and
Diversification.
An example of ANSOFF matrix can be seen in the expansion strategy of Starbucks. In 2011,
Starbucks launched a new product line of single-serve coffee pods, which is a product
development strategy. The company also focused on market penetration by opening more stores
globally and entering new markets such as China and India, which is a market development
strategy.

3) PORTER'S Generic Strategies: is a strategic evaluation model that helps organizations

identify their competitive advantage in the market. The model has three generic
strategies: Cost Leadership, Differentiation, and Focus.

An example of Porter's Generic Strategies can be seen in the automobile industry. For instance,
Toyota has a cost leadership strategy by producing high-quality cars at low costs. In contrast,
BMW has a differentiation strategy by focusing on producing luxury cars with advanced
technology. On the other hand, Tesla has a focus strategy by targeting a niche market of
environmentally conscious customers who are willing to pay a premium price for electric cars.

QUESTION [18] Strategic decisions are concerned with.

1. The values and expectations of the organization’s key stakeholders.

2. The direction an organization moves in the long term.

3. The scope of an organization’s activities.

4. The matching of an organization activities to its environment.

Explain with examples from your organization or from any organization you are familiar
with, how these decisions were enforced to achieve the company's Goals?

The values and expectations of the organization’s key stakeholders:

Strategic decisions are influenced by the values and expectations of an organization's key
stakeholders, including customers, employees, shareholders, suppliers, and the community.
These stakeholders have a significant impact on an organization's success, and their expectations
need to be taken into account when making strategic decisions.

For example, Apple has always been known for its commitment to innovation, quality, and
design. Apple's stakeholders, including customers and shareholders, have high expectations for
the company to continue to produce innovative and high-quality products. To meet these
expectations, Apple makes strategic decisions to invest heavily in research and development to
create new products and improve existing ones. The company also has a strong focus on
customer satisfaction, which is evident in the company's excellent customer service and support.

The direction an organization moves in the long term:

Strategic decisions are concerned with the long-term direction of an organization. These
decisions involve setting goals, defining a vision, and developing a plan to achieve them.
Strategic decisions also involve determining the resources and capabilities an organization needs
to achieve its long-term objectives.

For example, Amazon has a long-term goal of becoming the most customer-centric company in
the world. To achieve this goal, the company has made strategic decisions to invest heavily in
technology and infrastructure, such as its fulfillment centers, to ensure fast and efficient delivery
of products to customers. The company has also developed a strong focus on customer
satisfaction, which is evident in its customer reviews and ratings.

The scope of an organization's activities:

Strategic decisions are concerned with defining the scope of an organization's activities. These
decisions involve determining what products or services an organization should offer, which
markets to enter or exit, and how to allocate resources effectively.

For example, Coca-Cola has made strategic decisions to diversify its product portfolio beyond
just soft drinks. The company now offers a wide range of beverages, including juices, teas, and
sports drinks, to appeal to a broader customer base. The company has also made strategic
decisions to expand its market globally, entering new markets and investing in marketing
campaigns to promote its products.

The matching of an organization's activities to its environment:

Strategic decisions are concerned with matching an organization's activities to its environment.
These decisions involve analyzing the external factors that may impact an organization's success
and developing strategies to adapt to these changes.

For example, Microsoft has made strategic decisions to adapt to changes in the technology
industry, such as the shift towards cloud computing. The company has invested heavily in its
cloud computing platform, Azure, to meet the growing demand for cloud-based services.
Microsoft has also made strategic decisions to expand into new markets, such as artificial
intelligence and internet of things (IoT), to stay ahead of the competition and meet the changing
needs of its customers.