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Strategic Management as A Process – Complete Guide

(Last Updated On: April 21, 2021)

Successful companies consider strategic management as a process. What is Strategic Management and Strategic Management Process? Strategic management is the method of decision-making and planning which results in the event of an efficient strategy to assist obtain organizational targets.

In this process, the strategists decide targets and make strategic choices.

Strategic Management might be outlined as a decision-making process that results in the event of the strategic place i.e. which helps to find out the long-run sustainability and the profitability of the organization, simultaneous with the mixing of managerial capabilities, tasks, motivation, and reward system.

It synergizes the strategic and operational orientation and supplies a general framework for useful resource allocation amongst completely different items and time horizons. It might be thought to be the structure of integrative decision. It leads to the articulation of the company strategy adopted by competitive and useful strategy (what it’s and outcomes).”

What is Strategy?

To comprehend what’s strategic management, we have to know what Strategy means.

The phrase ‘strategy’ is adopted from army administration. In the army, most frequently strategy refers to ‘deployment’ of troops – meaning maneuvering of troops into place before the enemy is engaged.

In. business, we will substitute ‘resources’ for troops. Business people deploy assets of assorted varieties to attain targets.

A strategy is taken into account as a long-term plan that relates the strategic benefits of an organization to the challenges of the setting.

It entails the dedication of the long-term targets of the organization and the adoption of programs of motion. It additionally entails the allocation of assets vital to attain the targets. When defined this way, targets are thought-about as a part of strategy formulation.

According to the definition offered by Thompson and Strickland, a strategy is the means used to attain the ends.

Here ‘means’ discuss with methods or actions and ‘ends’ discuss with targets. Strategy expresses the intention of Management about the best way to attain targets of the organization.

According to Michael Porter, the undisputed guru of competitive strategy, “strategy is about the competitive position, about differentiating yourself in the eyes of the customer, about adding value through a mix of activities different from those used by competitors.”

In his book, he defines competitive strategy as “a combination of the ends for which the firm is striving and how it is seeking to get there.”

In their book of 1980, Thompson and Strickland outlined strategy as “the pattern of organizational strikes and managerial approaches used to attain organizational targets and to pursue the organization’s mission.

What is Strategic Management and Strategic Management Process?

Strategic management as a process

The strategic management process is initiated to allow the organization’s top managers to make these choices that have an effect on the long­time period profitability and sustainability of the organization.

It entails large-scale mobilization of assets throughout the organization to develop competencies and capabilities for the long run whereas taking good care of the danger such long time period choices entail.

This publication presents the context of long­time period choices, discusses, briefly, the altering nature of the exterior context and the way organizations reply to the ever-changing exterior context by adopting strategic management.

It familiarises the scholar with the phrases which are related to strategic management and is used extensively within the publish later.

Strategic management is the method of strategic evaluation of an organization, strategy-focused objective-setting, strategy formulation, strategy implementation, and strategic analysis and control.

Strategic evaluation is concerned with analyzing the business during which the organization is working its business and evaluation of each the exterior and inner environmental elements.

Strategy-focused goal­setting is anxious with establishing long-range targets for the organization to attain the imaginative and prescient and mission.

Strategy formulation entails making choices about deciding on the strategy to attain the long-range targets. Strategy implementation is anxious with placing the formulated-strategy into motion.

It is the materialization or execution of strategy by means of deployment of vital assets and aligning the organizational construction, programs (e.g., reward programs, assist programs), and processes with the chosen strategy.

This factor can be concerned with making choices relating to setting short-range targets, growing budgets, and formulating useful/supporting methods to attain the ‘main strategy’.

The final factor of the strategic management process – strategic analysis and control – goals of establishing requirements of efficiency, monitoring progress within the implementation of strategy, and initiating corrective changes within the strategy (if something goes fallacious).

Strategic management is the method by means of which managers undertake efforts to make a sure long-term adaptation of their organization to its setting. Strategic management just isn’t an easy process; it’s advanced.

Its complexity could also be attributed primarily to three causes:

Strategic management entails making choices concerning the future. The future is unsure. A supervisor can’t make certain concerning the future. Therefore, strategic management entails a high degree of uncertainty.

Managers in numerous departments in an organization have completely different priorities. They should attain an agreement to make sure an. built-in approach. Strategic management wants a built-in method, which is troublesome to attain.

Strategic management entails main multifarious adjustments within the organization. It heeds adjustments in organizational tradition,

management, organization construction, reward system, and many others. All this makes strategic management advanced.

The strategic management process developed over time from the erstwhile planning approaches reminiscent of company and strategic planning. It was a process that developed upon the deserves of formal planning programs.

The strategic management process differs from the erstwhile approaches to planning reminiscent of company planning and strategic planning as a result of:

  • It deems formulation and implementation to be equally crucial.
  • Strategies that are the main consequence of the method are supposed, but when they’re altered resulting from uncontrollable elements then the emergent strategy is accepted with due adjustments in assist assets.
  • Resource allocation to and stability between the continuing operations and strategic prospects is taken into account as a major activity. Resource allocations will not be tight price range limitations but additionally inclined to alter.
  • The process is pushed by key managers. Consultant support might be sought on completely different elements reminiscent of a top-quality program if wanted.
  • Changes in administrative processes, construction, people processes will not be incremental and sequential however pushed by strategy imperatives.

Strategic management leads to the articulation of strategic intent, company strategy, business-level strategy, and useful strategy.

These are then used to attract up useful plans, applications, and budgets.

Organizations train operational control in addition to strategic control. In the strategic management process, managerial consideration is focused on the mixing of formulation and implementation.

Organizations steadily take up your complete spectrum of the strategic management process. Once established inside an organization it turns into the philosophy of the organization.

Need and Rationale for the Strategic Management Process

The foregoing dialogue makes it clear that in modern organizations managers face the problem of ensuring sustainability and profitability amid many unpredictable and novel circumstances emanating from the external environment. In the 1950s, 60s, and 70s the circumstances for business have been more benign.

The demand for services and products was escalating.

At that point, companies have been required to concentrate on elevating productiveness, organizing a number of crops, and strengthening channels of distribution to serve largely homogenous markets ruled by similar rules.

The functioning of business was impacted more by concern for meeting escalating demand within the developed world.

Business organizations may meet these challenges posed by the calls for of the external setting by initiating forecast-based planning and command and control-based internal processes.

The complexity within the exterior area of business has elevated and forecast-based planning could now not be possible or reliable.

Disruptive applied sciences, altering geopolitical conditions, the emergence of Japan as a producing powerhouse adopted by China as a manufacturing facility to the world, depletion of natural assets/fossil fuels/contamination of aquifers/land on account of companies’ exercise and consumption, disenchantment with dangerous governance, and the emergence of the worldwide village assisted by the ICT applied sciences and with shifts in economic energy construction (BRIC international locations Brazil, Russia, India, and China rising as a dominant economic drive) compel managers to develop such programs for resolution making that allow them to seize the uncertainties to the extent attainable of their decision process.

Not solely do they should think about main unpredictable adjustments in decision additionally they have to alter the best way people’s dedication to their organization is sought.

Instead of controlling, empowerment must be practiced and collaborations and partnerships between departments developed.

Many organizations flounder as a result of they make errors in anticipating the influence of the setting or as a result of they don’t have the requisite assets to make good of alternatives and by the point, they create assets competitors overtake them or as a result of the mindsets don’t enable them to step out of the prevailing consolation zone.

These are however a number of causes for organizations both failing or for displaying sub-par efficiency.

What modern organizations and managers want is a process that:

  • Facilitates strategic considering enabling the exploration of setting alternatives and evaluation of threats in a holistic method.
  • Enables the initiation of strategic change (reminiscent of adjustments that have an effect on an organization’s tradition, construction, mindsets, or processes).
  • Provides for the mixing throughout completely different managerial processes, business items, and features.
  • Delineates, but hyperlinks the operational with the strategic amongst process programs and managers of organizations.
  • Allows cross over from the strategic to the operational orientation in particular conditions.
  • Facilitates pragmatic useful resource allocation amongst competing segments of the organization reminiscent of SBU’s, divisions, features, and new companies and reduces battle that’s inherent in useful resource allocation amongst competing entities.
  • Integrates administrative processes, resolution-making, management, and motivation together with rigorous evaluation.

History and Evolution of Strategic Management

Business organizations are actually going through nice challenges resulting from uncertainty within the business setting. Most adjustments are unpredictable. And so uncertainty creeps up. In the face of adjustments, many glorious new concepts could turn out to be out of date.

Changes are frequently occurring in demographics, economic circumstances of the nation the place a business is situated, commerce practices resulting from deregulation/ liberalization, variety of staff reminiscent of getting into more and more feminine staff within the office, technology, and globalization traits.

Not solely in these exterior points, but adjustments are additionally going down.

Changes are additionally occurring within the inner affairs of the business organizations when it comes to the excessive turnover of staff, the lack of extremely skilled and expert technical people, and many others.

All these threatening adjustments trigger a number of inner issues for an organization. These adjustments result in uncertainty and complexity within the business functioning.

The strategy supplies an option to cope with adjustments and their accompanying uncertainty each inside and out of doors the organization.

When the setting adjustments, managers should do one thing distinctive to make sure a ‘prospective future’. If they proceed doing what they’ve been doing, they could find themselves having a future even worse than the previous.

Thus, managers contain themselves within the strategic management process. Managers develop and implement a strategy to overcome the market and survive.

Organizations of any dimension can undertake a strategic management process, and the method applies to non-public, public, not-for-profit (NGO), and religious organizations.

Since managers need to be concerned with strategic management, they should perceive the ideas, points, and processes associated with strategic management.

The history of the evolution of strategic management might be traced back to 400 BC when the time period ‘strategia’ was used within the Greek military to suggest science, artwork, and high quality of being an efficient army general.

Subsequently, this time period was taken as a synonym of the present-day term ‘strategy. The ideas and strategies of strategic management have advanced over time starting within the 1970s in a lukewarm way.

Strategic management just isn’t a really old phenomenon within the company world. The ideas and strategies have advanced over time starting within the 1970s in a lukewarm method.

Initially, the idea of long-range planning was utilized in a number of giant corporations within the USA. The two most admired corporations that started utilizing long-range planning are General Electric Company and Boston Consulting Group (a consulting agency). General Electric Company led the transition from ‘strategic planning’ to ‘strategic management’ through the 1980s.

The idea of strategic management bought worldwide consideration within the 1990s. It could also be pertinent to say right here that ‘strategic planning’ seeks elevated responsiveness to markets and competitors by making an attempt to assume strategically.

On the opposite hand, strategic management seeks competitive benefit and sustainable market progress by successfully managing all assets of the organization.

The strategic management process entails a number of pertinent points that want clarification for higher understanding.

Concept of Strategy

A strategy is taken into account as a long-term plan that relates the strategic benefits of an organization to the challenges of the setting.

It entails the dedication of the long-term targets of the organization and the adoption of programs of motion. It additionally entails the allocation of assets vital to attain the targets.

When outlined in this fashion, targets are thought-about as a part of strategy formulation. According to the definition offered by Thompson and Strickland, the strategy is the means used to attain the ends.

Here ‘means’ discuss with methods or actions and ‘ends’ discuss with targets. Strategy expresses the intention of management about the best way to attain the targets of the organization.

Strategic Decision Context

Organizations function in a dynamic setting. Social, political, economic, and technology-driven occasions that are external to the organization have a bearing on the merchandise, market, and technology-related decisions the organization makes.

The organization’s responses to the changes that happen within the exterior setting are in a number of ranges.

The response spans the domains of promoting, finance, operations, human relations, technology and innovation, leadership, motivation, organization, tradition, design, and programs. The organization’s response is based on the evaluation of the traits of the exterior setting and the organization’s capabilities.

The adjustments within the exterior setting could also be revolutionary or evolutionary for example technology that allows the convergence of music and the Internet on one gadget has been far more revolutionary than the technological adjustments which have taken place in metal manufacturing technology during the same period.

Changes can influence your complete business. Let us take into account the case of cars.

The Model T manufactured by Ford Motor Company is completely different from the present day’s motor automobile nevertheless it was additionally made with a unique perspective altogether – a perspective that positioned the producer in the center and never the customer! When Ford was a dominant producer the demand for the vehicles could possibly be estimated and extrapolated, the market was homogenous, a regulation was restricted, and manufacturing was localized.

Ford developed the meeting line for manufacturing.

The long-term choices entailed capability growth, monitoring of manufacturing, and organization of promoting to a bigger buyer base. The setting during which Henry Ford arrange the car empire demanded much less from the producer when it comes to differentiation and regulatory compliance.

This is definitely not true for in the present day’s automobile producers who’ve to include the purchasers’ expectations of design, efficiency, and options together with more ecologically acceptable fuel choices of their vehicles.

Markets and manufacturing are international, prospects demanding, regulation is hard, there may be an emphasis on personalized manufacturing and the meeting line is on the wane.

In the final decade within the Asian markets, the dominance of Detroit has been changed by the dominance of Japanese automobile producers within the 1980s.

Today (2012) in Asian markets the market dominance of Japanese vehicles (reminiscent of Honda) is being challenged by Korean (Hyundai) and German (Volkswagen) producers.

Countries as huge as India when it comes to a market even have their home-based automobile producers (for instance, Tata Motors, Maruti, and Mahindra) that vie for a market place with Volkswagen and Hyundai. The relationship between the setting and the organization is dynamic.

Change in a single impact the opposite and vice versa. In the transformation of the automobile business, exterior elements have performed as essential a task as have the adjustments throughout the business itself.

Modern organizations like Dell Computers, Apple, Infosys, and Singapore Airlines, have been more profitable than their counterparts as a result of their response to the environmental alternatives and threats that steered them towards success.

Proactively, they modified many contours of their business.

Considering the exterior circumstances are, by and enormous, the same inside an industry, what explains the distinction between profitable and unsuccessful organizations?

There is not any easy reply to this query, neither is there a magic formulation for achievement. To establish the variations between profitable and unsuccessful organizations it’s pertinent to ask a number of questions:

  • The extent of challenges posed by the exterior setting and the extent to which the system appraises the setting.
  • The process by which the organization responds to the setting. Is the response ad-hoc or systemic?
  • The adequacy of the top management imaginative and prescient and strategic considering in meeting the environmental challenges to the good thing about the organization.
  • The risk-bearing capability of the organization’s managers.
  • The capability throughout the organization to implement and observe by means of choices.

From the above we will infer that the exterior setting is altering repeatedly, organizations need to adapt to these adjustments and in doing so the function of top management is crucial.

Strategy versus Policy

We shouldn’t confuse strategy with policy. Policies are basic statements or understandings that information managers’ considering in decision making.

Policy guides a supervisor’s thinking in decision making; strategy implies the dedication of assets in a given direction. Two may, however, be essentially the same.

One firm could have a ‘policy of growth through the acquisition of other firms’ whereas one other firm could have a ‘policy of growing only by expanding present markets and products.’

While these are insurance policies, they’re additionally important parts of the main methods.
Benefits of Strategic Approach to Managing

Today’s world is globalized.

Competition has to turn out to be very fierce in most industries. Because of the liberalization of commerce and financial providers, corporations have gotten more and more globalized. This has further enhanced competitors.

Competition, thus, makes it compulsory for managers to assume strategically concerning the firm’s place. They should additionally assume strategically concerning the influence of adjusting circumstances.

They want to observe the exterior conditions carefully to find out when to provoke adjustments within the present strategy of the organization.

The benefits of strategic management in an organization, particularly in a business organization, embody:

  • Providing higher steering to your complete organization.
  • Making managers more alert to the winds of change, new alternatives, and threatening developments within the organization’s exterior setting.
  • Providing managers with a rationale for evaluating competing price range requests for funding capital and new staff.
  • Helping to unify quite a few strategy-related choices by managers throughout the organization.
  • Creating a more proactive management posture.

Relation of Strategy and Strategic Plan

A strategic plan is ready to deal with a number of points, such because the business and competitive circumstances, anticipated actions of the important thing actors within the business, and any obstacles to the success of the organization.

It incorporates business circumstances, competitive conditions in addition to the imaginative and prescient, mission, targets, and strategy.

Strategic plans intention at reaching strategic objectives. These plans are set by the senior-most managers (administrators within the firm’s board and the CEO plus different senior-level people).

Most profitable corporations have been discovered to have a strategic plan within the type of a written doc.

This doc incorporates an outline of the business’s economic elements, key success elements, drivers of change, and a strategic plan that describes the corporate’s inner and external environment.

Some corporations have the policy of not disclosing a strategic plan to all however selective managers, whereas some others make solely imprecise basic statements for the explanations of competitive sensitivity.

Traditionally, the strategic plan covers more than one year.

But these days, due to the excessive pace of change in lots of industries, strategic plans are made even for quarterly use.

The time-span of the strategic plan must be shorter, typically measured in months, within the organizations concerned in e-business (especially in e-retailing).
Phases of the Strategic Management Process

The strategic management process has three distinct phases: planning, implementation, and analysis.

The three phases are distinct in concept and in observe they overlap and iterate. The assumptions and forecasts on which choices are primarily based might be checked and if wanted to be corrected.

Phases of the Strategic Management Process

Three phases of the strategic management process;

  • Formulation section.
  • Implementation phase.
  • Evaluation phase.

Formulation Phase

The formulation phase is the cognitive phase of the strategic management process.

It is throughout this section that deliberations and choices concerning the broad scope of business (intent), the important thing areas of business (company strategy), and key drivers of business (core values and commitments) are taken.

The choices are primarily based on a reasoned evaluation of SWOT elements, evaluation of managerial aspirations, and acknowledgment of society’s expectations. The formulation begins with asking very basic questions:

Who are we? (answered by the intent/mission), and
What can we be and the way can we be? (Answered by company strategy).

The information asymmetry, whereas formulating company strategy, makes the moderating function of strategic considering essential. Strategic considering implies considering past the boundaries of 1’s assigned area reminiscent of a function or a division.

It is the capability to see interrelationships within the internet of disjointed information.

Implementation Phase

This is the motion section of the strategic management process. The formulation section has laid down the overall direction by means of intent and strategy.

If formulation was speaking about issues throughout the realm of the attainable, implementation is pushing plans to the realm of attainable. Implementation is organization-wide.

In the implementation section, the useful resource allocation choices are strategic managers allocate assets amongst present and future actions.

The stability between the 2 is essential.

Some of the instruments utilized in useful resource allocation are the BCG matrix, GE Matrix, and Experience curve.

In the implementation section, the organization additionally accomplishes strategic change because the structural configuration of the organization, management, and tradition could endure an intended or inadvertent change.

Mushy expertise is equally essential to steer the implementation. The managerial duty for implementation spans the different line features and verticals.

Effective implementation is as a lot a reflection on managerial capabilities as is the formulation. Strategy implementation requires:

  • Developing an “execution” mind-set. Managers are usually enamored of the formulation section whereas outcomes come from execution – implementation. Such a mindset requires that management time is apportioned to figuring out key duties, setting requirements of efficiency, and designing reward/motivation programs.
  • Integration amongst different items’ processes and features. The function of strategic management is to develop an integrative perspective throughout the organization. Leveraging cross-functional and divisional competencies is completed throughout implementation.
  • Creation of a way of possession amongst managers for the selections which systemically can be altering the organization. Those who implement should really feel a way of possession for these choices that they implement in any other case the efforts can be half-hearted. Strong measures for employee engagement are advisable, more so if radical adjustments in “doing” issues are wanted for rising efficiency.
  • Implementation requires completely different expertise, attitudes, data, and talents. There is a risk of dissent as new adjustments are introduced, useful resource allocations are revised, and organization design is reconfigured. Implementation requires “man­management” expertise.
  • Facilitating new studying. Implementation brings about adjustments in virtually every side of the business. The use of higher technology means studying new issues, being more conscious of prospects additionally means studying more issues, so does the set up of Enterprise Resource Planning. Organization-wide studying is initiated if the organization is adapting to global-level adjustments. If the organization doesn’t anticipate the educational necessities and leaves people to be on their very own, implementation runs into critical issues.
  • Preparation for implementation precedes implementation, with the groundwork carried out nicely before. Even although the managers liable for implementation could also be completely different from these liable for formulation in giant diversified organizations, on­going session between the 2 to probe, talk about and resolve the plan of motion is essential to lend the section a push.
  • Communicating clearly and successfully is essential. Resource allocation, organization, design change, and technology adoption virtually churn an organization. To allow an easy passage by means of this, communication performs an important function.
  • Designing an acceptable association that matches the organization’s new or rising plans and actions would additionally require growing new key managers. If an organization is diversifying and including a brand new SBU, it has to establish, equip, and practice key managers for that SBU.

Evaluation Phase: Strategic analysis and control

The goal of the analysis section is to examine if there may be any basic flaw within the strategy that may be corrected.

For instance, many Indian business homes had a strategy to enter the organized retail section in 2005-2006 however the excessive value of retail space made the foray unprofitable.

It was pertinent to ask two primary questions:

Was our strategy primarily based on a sound evaluation of alternatives and threats? The strategy was based on a pragmatic evaluation that confirmed there have been certainly good alternatives within the organized sector.
Did the strategy entail a suitable stage of threat? The reply to this query was that the danger owing to the astronomical escalation within the value of the prime actual property was too excessive. Future profitability at these rents was not a pretty proposition.

The reply to the 2 questions reconciled the inner inconsistency among the many key assumptions on which the strategy was primarily based. Withdrawal from retail before any vital losses was reported was carried out.

This exhibits how analysis helps in avoiding suicidal errors and the way flexibility might be in-built strategic choices. The different goal is to judge efficiency by means of working outcomes.

The deviation in outcomes in comparison with the specified consequence can suggest that both the requirements want revision or useful resource allocation must be reconfigured or employee skills have to be upgraded. The course correction is made attainable sooner.

Broad qualitative standards might be the rules to develop quantitative standards for analysis. These are more goal and measurable.

Issues in Strategic Management

The strategic management process entails a number of ideas and points that want clarification in your higher understanding. Every supervisor will need to have a transparent understanding of the related ideas in addition to the fundamental problems with strategic management.

Basic ideas and points such in Strategic Management are;

  • organizational philosophy,
  • organizational policy,
  • useful strategy and competitive strategy,
  • environmental scanning,
  • core competency,
  • code of ethics,
  • ranges of strategy-making,
  • worth chain, and
  • competitive benefit.

Organizational Philosophy

Organizational philosophy establishes the connection between the organization and its stakeholders.

It establishes the values and beliefs of the organization about what’s essential in each life and business, how business must be performed, its view of humanity, its function in society, the best way the world works, and what’s to be held inviolate.

In most organizations, the guiding philosophy is formulated by the proprietor or founding father of the Chief Executive Officer (CEO).

Their beliefs about, for instance, the significance of staff as people, of ritual in communication, and perception in superior high quality and repair are mirrored within the philosophy.

Organizational Policy

A policy is a broad guideline for resolution-making. A policy is a standing plan within the sense that it lasts comparatively for an extended interval.

strategic management as a process

It specifies the organization’s response to a chosen downside or state of affairs. It is basic information for motion and that’s the reason it’s the most basic type of standing plan.

Some examples of policy are given below:

  • To reply to all written complaints of customers in writing. (policy of a producing firm)
  • To require a minimal down cost of 10% of the acquisition value (policy of actual property firm).
  • To appoint these companies as sellers for promoting accounting software that does not carry software of different software corporations (policy of a software growth firm).
  • Not to grant a franchise to a person who already owns one other fast-food restaurant (policy of a global fast-food chain).
  • Admission shall be granted solely to college students who save a minimal of 60% marks within the admission take a look at (admission policy of a college).

Organizations use insurance policies to supply uniform tips to all staff relating to sure points/actions in order that they’ll make choices and take actions uniformly on these points.

Policies are formulated to make sure clear steering to managers and different staff all through the organization.

Competitive Strategy and Functional Strategy

Strategic management primarily offers with competitive strategy, though the useful strategy just isn’t ignored.

Competitive strategy refers to a strategy that comes with the influence of the exterior setting together with the integrative considerations of the inner setting of an organization.

The competitive strategy goals at gaining a competitive benefit within the market towards opponents.

And competitive benefit comes from methods that result in some uniqueness within the market and excessive perceived worth within the eyes of consumers.

Winning competitive methods are grounded in sustainable competitive benefit. Examples of the competitive methods embody differentiation strategy, low-cost strategy, and focus or market-niche strategy.

On the opposite hand, functional strategy refers to a strategy that emphasizes a specific useful space of an organization.

It is formulated to attain some targets of a business unit by maximizing useful resource productiveness. A sometimes useful strategy known as a departmental strategy since every business-function is normally vested with a division.

Examples of functional strategies embody product strategy, advertising and marketing strategy, human useful resource strategy, and financial strategy.

The useful strategy is anxious with growing a particular competence to supply a business unit with a competitive benefit.

Each business unit or firm has its personal set of departments, and each division has a useful strategy. Functional methods are adopted to assist a competitive strategy.

For instance, an organization following a low-cost competitive strategy wants a manufacturing strategy that emphasizes decreasing the price of operations and in addition a human useful resource strategy that emphasizes retaining the bottom attainable variety of staff who’re extremely certified to work for the organization.

Other useful methods reminiscent of advertising and marketing strategy, promoting strategy, and financial methods are added to be formulated appropriately to assist the business-level competitive strategy.

Levels of Strategy-Making

In a diversified firm (an organization having completely different single-line of companies beneath one umbrella), methods are initiated at 4 ranges.

The methods at every stage of the organization are recognized by the name of the extent:
# Levels of Organization Names of Strategy
1 Corporate stage Corporate strategy
2 Business stage Business strategy
3 Functional stage Functional strategy
4 Operating stage Operating strategy

In a single-business enterprise, three-level methods are formulated:
# Levels of Organization Names of Strategy
1 Business stage Business strategy
2 Functional stage Functional strategy
3 Operating stage Operating strategy

Corporate strategy is formulated on the top stage of a diversified firm (in our nation, a diversified firm is popularly referred to as a ‘group of companies’ or ‘group of industries.’

Such a strategy describes the corporate’s general direction when it comes to its varied companies and product traces. The corporate strategy typically impacts all of the business-units beneath its umbrella.

Corporate strategy, for instance, of Uniliver could also be buying the main tissue paper corporations in India to turn out to be the unquestionable market chief.

Business strategy is formulated on the business-unit stage or product stage. This strategy emphasizes the strengthening of an organization’s competitive place in services or products.
Business methods are composed of competitive and cooperative strategies.

The useful strategy has already been mentioned and therefore we keep away from repetition here.

Operating strategy is formulated on the working items of an organization. An organization could develop an operating strategy for its gross sales territories.

Environmental Scanning

Environmental scanning is often used interchangeably with ‘strategic analysis’ which is the first factor of strategic management.

Hunger and Wheelen outline environmental scanning as ‘monitoring, evaluating, and disseminating of information from the external and internal environments to key people within the corporation.’

Core Competency

The core competency of an organization is its core ability. It is a central worth­creating functionality of the organization. Core competencies emerge from an organization’s expertise, studying expertise, and targeted efforts on performing one or more associated worth chain elements.

Also referred to as distinctive competencies, core competencies are actions of the corporate the place its place is superior to its opponents.

For instance, Toyota Motor Company of Japan is believed to have core competencies within the design and manufacturing of vehicles utilizing just-in-time philosophy.

When we are saying that an organization has a core competency in an area of business exercise, we imply that the corporate can try this exercise particularly nicely compared to its opponents.

Examples of core competencies include:

  • Manufacturing excellence
  • Exceptional quality control
  • Ability to supply higher service
  • Superior design functionality
  • Innovativeness in growing new merchandise
  • Mastery of an essential technology
  • A robust understanding of buyer wants and tastes
  • Company’s capacity to create and commercialize new merchandise.

It is simpler to construct a competitive advantage when an agency has a core competence in an area essential to market success. It turns into a lot simpler when opponents shouldn’t have offsetting competencies. Core competencies are thus valuable competitive property.

They improve a firm’s competitiveness.

Code of Ethics

Ethics refers to rules of conduct that govern the decision making and conduct of people. Ethics play an essential function in growing organizational philosophies.

Ethics of people within the organization both as people or teams who’re concerned about growing the long-run direction of the organization has essential implications for the stakeholders.

Managers want to know clearly why ethics are essential to their organizations.

The following are a number of ethical questions in business:

  • Is the sale of cigarettes by an organization moral?
  • Is giving promoting for the promotion of cigarettes or wine or spurious drugs moral?
  • Is the export of a product banned in house nation moral observe for a multinational firm?
  • What are the moral implications of forbidding an organization’s buying brokers from accepting items from distributors whereas encouraging gross sales brokers to present items to potential consumers?

Nowadays it’s broadly believed that organizations ought to develop a written code of ethics to guide the workers in taking good care of the ethics of their actions.

A code of ethics is a written doc that incorporates rules of conduct for use in decision making. A code of ethics heightens an organization’s repute in society.

Organizations ought to, due to this fact, construct ethics into their cultures.

The existence of a code of ethics or code of conduct makes an environment in organizations the place all people attempt to make moral conduct a lifestyle.

Thompson and Strickland have ready an inventory of subjects that organizations normally cover in codes of ethics:

  • Honesty and observance of the regulation.
  • Conflicts of curiosity.
  • Acquiring and utilizing information about others.
  • Political actions.
  • Use of firm property, assets, and property.
  • Protection of proprietary information.
  • Pricing, contracting, and billing.
  • Fairness in promoting and advertising and marketing practices.
  • Using inside information and securities buying and selling.
  • Suppliers relationships and procurement practices.
  • Payments to acquire the business.

Organizations ought to develop procedures for implementing moral requirements. They want to make sure that all staff adjusts to the code of ethics in each unit of the organization and at each stage.

Employees must be given coaching about easy methods to adjust to moral requirements. Managers should inform the workers of how moral requirements apply in varied areas during which staff is working.

They can present by examples – they have to observe moral requirements. Practicing moral requirements have to be a steady train.

Ethical requirements have to be built-in into organizational insurance policies and all actions of the organization.

Value Chain of Company

The worth chain of an organization consists of the corporate’s major and assist actions. The major actions are concerned with the bodily creation of a product, its distribution and advertising and marketing, and the after-sales service associated with the product.

Specifically, we will say that the first actions of a producing firm embody inbound logistics, operations/manufacturing, outbound logistics, advertising and marketing, and repair.

The assist actions are vital for supporting the first actions to happen. They embody the corporate’s infrastructure, human useful resource management, technological growth, procurement, finance, stock, and many others.

Collectively, all these major and assist actions represent the worth chain. It exhibits how a product strikes from the stage of uncooked supplies to the ultimate prospects.

Competitive Advantage

The competitive benefit is the particular edge that enables an organization to cope with market and environmental forces higher than its opponents.

It comes from methods that result in some uniqueness available in the market place. It signifies an organization’s competitive place that enables it to attain larger profitability than the business’s common.

To develop a competitive benefit, an organization ought to develop distinctive competencies after which use them to creatively competes in its markets.

An organization has a competitive benefit at any time when it has an edge over the opponents in attracting prospects and defending against competitive forces. There are many sources of competitive benefits:

  • Having the best-made product on the market.
  • Delivering superior customer support.
  • Achieving a decrease value than opponents.
  • Being in a more handy geographical location.
  • Proprietary technology.
  • Providing consumers more worth for cash,
  • Features and styling with more purchaser attraction.
  • Shorter lead instances in growing and testing new merchandise.
  • A well-known brand name and repute.

Managers want to acknowledge these profitable business methods are grounded in sustainable competitive benefit.

Strategic Management in Organization – Who Perform the Tasks of Strategic Management?

Who Perform the Tasks of Strategic Management?

Since a competitive strategy is more than a concept and in addition, it’s about making that concept work, the CEO should play a major function in strategy formulation.

The CEO should carry out in lots of roles, requiring virtually holographic functionality – as a change agent, communicator, the general public face of the corporate; as a decider, facilitator, instructor, and mentor in addition to a pacesetter.

The senior managers help the CEO in articulating and assimilating strategy-related information and concepts. The mid-level managers play supporting roles and do some or many of the strategy-making for their items.

The lower-level managers and staff help in formulating and implementing a strategy within the work-areas they’re immediately concerned with.

You can ask a pertinent query: Is strategic management the only prerogative or duty of the senior managers?

The straight­-forward reply is ‘No.’

There is a fallacious notion amongst some people that strategy-making and strategy implementation are the prerogatives of senior managers solely, particularly the Chief Executive Officer (CEO).

The major duty of company or business-level strategy making rests primarily with the CEO, the board of administrators, and different senior-level managers.

However, in actuality, all managers in any respect ranges have to take part within the means of strategic management.

Also, the related staff has to be concerned with the efficient formulation and implementation of the strategy. In our view, all sort of personnel must be concerned with performing the duties of strategic management:

  • The CEO (most essential strategy supervisor)
  • Other senior managers (normally concerned in proposing key parts of the general firm strategy)
  • Divisional and departmental managers (play supporting function/do some or many of the strategy-making for the items).
  • Other lower-level managers (strategy markers and implementers for the areas they supervise).

Strategic Management is an Ongoing Process, Not a One-Time Shot

Managers are liable for detecting when new developments inside or exterior the corporate require a strategic response and after they don’t.

Their job is to trace progress, spot issues and points clearly, monitor the winds of market and buyer change and provoke changes as wanted.

This is why the duty of evaluating the efficiency and initiating corrective changes is each the tip and the start of the strategic management cycle.

Strategies Help Managers to Make Decisions

Strategies Help Managers to plan correctly by guiding them to make operational choices. The primary precept of the strategy and policy framework is as follows;

The more methods and insurance policies are clearly understood and carried out in observation, the more constant and efficient would be the framework for enterprise plans.

For instance;

if an organization has a serious policy of growing solely new merchandise that matches its advertising and marketing organization, it should keep away from losing energy and assets on new merchandise that doesn’t meet this take a look at.

Strategies and insurance policies, to be efficient, have to be put into observation using detailed plans embodying the minutest of components vital for operation.

These detailed plans additionally referred to as techniques, are the motion plans by means of which methods are pursued and carried out. Hence methods have to be supported by efficient techniques.

Dunham and Pierce have outlined strategic planning because of the top management’s energetic and acutely aware effort to design a plan to position an organization inside its exterior setting.

A strategic plan outlines a long-term perspective for the organization. It particularly states the organization’s purpose for existence, its strategic targets, and its operational methods.

A strategic plan of an organization, due to this fact, solutions a set of basic questions;

What business is it doing or does it need to do sooner or later?
What sort of organization is it or does it prefer to be? How is it going to conduct itself to attain this strategic place?

The strategic planning process is a complete framework that guides the selections that decide the character and direction of organizational actions and undertakings.

For a broader and higher understanding of strategic planning, the next three ideas have to be appreciated,

Organizational Mission
Strategic Objectives, and
Operational Strategies.

Let’s know briefly about them;

An organizational mission is an announcement specifying the sort of business it desires to undertake.

It places ahead of the imaginative and prescient of management primarily based on inner and exterior environments, capabilities, and the character of consumers of the organization.

Particular mission assertion, nonetheless, doesn’t essentially state-specific strategic targets or operational methods or techniques.

A strategic goal supplies statements of definable and measurable achievements. The realization of such achievements marks the success of an organization’s mission assertion.

Finally,

Operational methods specify the actions which are to be taken to achieve targets.

Therefore,

Operational methods or techniques imply the same issues that are motion plans designed to execute or implement methods.

Final Words: Strategic Management Process Plays a Dynamic Role in Organization

Strategic management performs a dynamic function in reaching success in the present day’s business world. Strategic management is a stream of selections and actions, which results in the event of an efficient strategy to assist obtain organizational targets.

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