Business Strategic Management
description
Transcript of Business Strategic Management
![Page 1: Business Strategic Management](https://reader035.fdocuments.in/reader035/viewer/2022070403/568139c0550346895da16494/html5/thumbnails/1.jpg)
1
Business Strategic Management
![Page 2: Business Strategic Management](https://reader035.fdocuments.in/reader035/viewer/2022070403/568139c0550346895da16494/html5/thumbnails/2.jpg)
2
What is strategic management? A continuous, iterative process
aimed at keeping an organization as a whole approporiately matched to its environment (Certo and Peter)
Keeping the business in tune with management and marketing forces both outside and inside the firm
![Page 3: Business Strategic Management](https://reader035.fdocuments.in/reader035/viewer/2022070403/568139c0550346895da16494/html5/thumbnails/3.jpg)
3
Benefits of strategic management Establish the mission Formulate philosophy Establish policies Setting objectives Developing strategy Plan the organi-
zational structure Provide personnel
Establish procedures
Provide facilities Provide capital Set standards Establish programs
and plans Control information Activate people
![Page 4: Business Strategic Management](https://reader035.fdocuments.in/reader035/viewer/2022070403/568139c0550346895da16494/html5/thumbnails/4.jpg)
4
Steps to strategic management Environmental analysis Establish organizational direction Strategy formulation Strategy implementation Strategic control
![Page 5: Business Strategic Management](https://reader035.fdocuments.in/reader035/viewer/2022070403/568139c0550346895da16494/html5/thumbnails/5.jpg)
5
Environmental analysis
Process of examining the organization’s environment to determine: Strengths Weaknesses Opportunities Threats
![Page 6: Business Strategic Management](https://reader035.fdocuments.in/reader035/viewer/2022070403/568139c0550346895da16494/html5/thumbnails/6.jpg)
6
Environmental structure
General environment Social, economic, political, legal,
technical Operating environment
International, supplier, labor, competition, customer
Internal environment Organizational, marketing, financial,
personnel, production
![Page 7: Business Strategic Management](https://reader035.fdocuments.in/reader035/viewer/2022070403/568139c0550346895da16494/html5/thumbnails/7.jpg)
7
Methods of environmental forecasting Expert opinion
Trend extrapolation
Trend correlation
Dynamic modeling
Cross-impact analysis
Multiple scenarios
Demand/hazard forecasting
![Page 8: Business Strategic Management](https://reader035.fdocuments.in/reader035/viewer/2022070403/568139c0550346895da16494/html5/thumbnails/8.jpg)
8
Establish organizational direction Establishing an organizational
direction for the company involves determining two indicators: Organizational mission – the reason
why the organization exists Objectives – measurable targets to
track the growth of the business
![Page 9: Business Strategic Management](https://reader035.fdocuments.in/reader035/viewer/2022070403/568139c0550346895da16494/html5/thumbnails/9.jpg)
9
![Page 10: Business Strategic Management](https://reader035.fdocuments.in/reader035/viewer/2022070403/568139c0550346895da16494/html5/thumbnails/10.jpg)
10
Key objective areas
Market standing Innovation Productivity Resource levels Profitability Manager performance and development Worker performance and attitude Social responsibility
![Page 11: Business Strategic Management](https://reader035.fdocuments.in/reader035/viewer/2022070403/568139c0550346895da16494/html5/thumbnails/11.jpg)
11
Types of objectives
Profitability Growth Market share Social
responsibility Employee welfare Product Quality Service
R&D Diversification Efficiency Financial stability Resource
conservation Mgt & labor
development
![Page 12: Business Strategic Management](https://reader035.fdocuments.in/reader035/viewer/2022070403/568139c0550346895da16494/html5/thumbnails/12.jpg)
12
Strategy formulation What are the purpose(s) and
objective(s) of the organization? Where is the organization presently
going? What critical environmental factors
does the organization currently face? What can be done to achieve
organizational objectives more effectively in the future?
![Page 13: Business Strategic Management](https://reader035.fdocuments.in/reader035/viewer/2022070403/568139c0550346895da16494/html5/thumbnails/13.jpg)
13
Growth-share matrix
2
4
6
8
10
12
14
18
20
22
Ma
rke
t G
row
th R
ate
(p
erc
en
t)
10.0 5.0 2.0 1.0 0.5 0.1
Relative Market Share
Stars
Cash Cows Dogs
Question Marks
![Page 14: Business Strategic Management](https://reader035.fdocuments.in/reader035/viewer/2022070403/568139c0550346895da16494/html5/thumbnails/14.jpg)
14
Formulating business strategies Structural analysis of competitive
forces Threat of new entrants Bargaining power of suppliers Bargaining power of buyers Threat of substitute products Rivalry among existing competitors Strategic alternatives
![Page 15: Business Strategic Management](https://reader035.fdocuments.in/reader035/viewer/2022070403/568139c0550346895da16494/html5/thumbnails/15.jpg)
15
Formulating functional strategies Operations strategy
Financial strategy
Marketing strategy
Human resource strategy
![Page 16: Business Strategic Management](https://reader035.fdocuments.in/reader035/viewer/2022070403/568139c0550346895da16494/html5/thumbnails/16.jpg)
16
Strategy implementation
Commander approach
Organizational change approach
Collaborative approach
Cultural approach
Crescive approach
![Page 17: Business Strategic Management](https://reader035.fdocuments.in/reader035/viewer/2022070403/568139c0550346895da16494/html5/thumbnails/17.jpg)
17
The material for this presentation was taken from:
Strategic Management:Concepts and ApplicationsSamuel C. Certo and J. Paul PeterRandom House Business Division
![Page 18: Business Strategic Management](https://reader035.fdocuments.in/reader035/viewer/2022070403/568139c0550346895da16494/html5/thumbnails/18.jpg)
18
Commander approach
Manager determines “best” strategy Manager uses power to see strategy
implemented Three conditions must be met
Manager must have power Accurate and timely information is
available No personal biases should be present
![Page 19: Business Strategic Management](https://reader035.fdocuments.in/reader035/viewer/2022070403/568139c0550346895da16494/html5/thumbnails/19.jpg)
19
Commander approach
Limitations Can reduce employee motivation and
innovation Advantages
Managers focus on strategy formulation Works well for younger managers Focuses on objective rather than
subjective
![Page 20: Business Strategic Management](https://reader035.fdocuments.in/reader035/viewer/2022070403/568139c0550346895da16494/html5/thumbnails/20.jpg)
20
Organizational change approach Focuses on the organization Behavioral tools are used Includes focusing on the organization’s
staffing and structure Often more effective than Commander Used to implement difficult strategies
![Page 21: Business Strategic Management](https://reader035.fdocuments.in/reader035/viewer/2022070403/568139c0550346895da16494/html5/thumbnails/21.jpg)
21
Organizational change approach Limitations
Managers don’t stay informed of changes occuring within the environment
Doesn’t take politics and personal agendas into account
Imposes strategies in a “top-down” format Can backfire in rapidly changing industries
![Page 22: Business Strategic Management](https://reader035.fdocuments.in/reader035/viewer/2022070403/568139c0550346895da16494/html5/thumbnails/22.jpg)
22
Collaborative approach
Enlarges the Organizational Change Approach
Manager is a coordinator Management team members
provide input Group wisdom is the goal
![Page 23: Business Strategic Management](https://reader035.fdocuments.in/reader035/viewer/2022070403/568139c0550346895da16494/html5/thumbnails/23.jpg)
23
Collaborative approach
Advantages Increased quality and timeliness of information Improved chances of effective implementation
Limitations Contributing managers have different points of
view and goals Management retains control over the process
![Page 24: Business Strategic Management](https://reader035.fdocuments.in/reader035/viewer/2022070403/568139c0550346895da16494/html5/thumbnails/24.jpg)
24
Cultural approach
Includes lower levels of the company Breaks down barriers between
manage-ment and workers Everyone has input into the
formulation and implementation of strategies
Works best in high resource firms
![Page 25: Business Strategic Management](https://reader035.fdocuments.in/reader035/viewer/2022070403/568139c0550346895da16494/html5/thumbnails/25.jpg)
25
Cultural approach
Advantage More enthusiastic implementation
Limitations Workers should be informed, intelligent Consumes large amounts of time Strong company identity becomes
handicap Can discourage change and innovation
![Page 26: Business Strategic Management](https://reader035.fdocuments.in/reader035/viewer/2022070403/568139c0550346895da16494/html5/thumbnails/26.jpg)
26
Crescive approach
Addresses formulation and implemen-tation simultaneously
Subordinates develop, champion, and implement strategies on their own
“Bottoms-up” approach Ultimate strategy is sum of all
“success-ful” approaches
![Page 27: Business Strategic Management](https://reader035.fdocuments.in/reader035/viewer/2022070403/568139c0550346895da16494/html5/thumbnails/27.jpg)
27
Crescive approach
Advantages Encourages middle management to
participate Strategies are more operationally sound
Limitations Resources must be available Tolerance must be extended
![Page 28: Business Strategic Management](https://reader035.fdocuments.in/reader035/viewer/2022070403/568139c0550346895da16494/html5/thumbnails/28.jpg)
28
Strategic control
Typically consists of three steps
Monitoring performance
Comparing performance to standards
Taking corrective action where needed