An introduction. Johnson and Scholes (Exploring Corporate Strategy) define strategy as...
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![Page 1: An introduction. Johnson and Scholes (Exploring Corporate Strategy) define strategy as follows:Exploring Corporate Strategy) "Strategy is the direction.](https://reader031.fdocuments.us/reader031/viewer/2022020417/56649e365503460f94b25284/html5/thumbnails/1.jpg)
An introduction
Strategy and Strategic Management
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Johnson and Scholes (Exploring Corporate Strategy) define strategy as follows:
"Strategy is the direction and scope of an organisation over the long-term: which achieves advantage for the organisation through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfil stakeholder expectations".
STRATEGY…….
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Direction: Where is the business trying to get Scope: Which markets should a business
compete in/ what kind of activitiesResources: What resources (skills, assets,
finance, relationships, technical competence, facilities) are required
Market : Local or internationalEnvironment: What external, environmental
factors affect Stakeholders: What are the values and
expectations
STARTEGY….
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A plan is an arrangement, a pattern, a program, or a scheme for a
definite purpose. A plan is very concrete in nature and doesn’t
allow for deviationA strategy, on the other hand, is a blueprint,
layout, design, idea used to accomplish a specific goal. A strategy is very flexible and open for
adaptation and change when needed.
Plan Versus Strategy
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Plan – of actionPattern – emerges out of actionPosition – defines firm’s place in marketPloy – a tactic or a maneuverPerspective – a vision or a direction
Mintezberg’s Five Ps of Strategy
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Globalization – technology drivenBoundryless OrganisationsChanging socio cultural dynamicsRising consumerismEscalating competitionNeed for multipronged planningRise of Strategic management
Strategic management – the need
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Three Perspectives on SM
TraditionalPerspective
Resource-BasedView(RBV)
StakeholderView
Origin Economics, otherbusiness disciplines,
Economics,distinctivecompetencies,
Business ethics and social responsibility
View of Firm
An economic entity
A collection ofresources, skills, andabilities
A network ofrelationships amongthe firm and itsstakeholders
Competitive advantage
Situation analysisof internal and externalenvironmentsleading to formulation of mission andstrategies
Possession ofresources, skills, andabilities that arevaluable, rare, inimitable
Superior linkageswith stakeholdersleading to trust,goodwill, reduceduncertainty,
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Process of strategic managment The Strategic Planning Process Vision and Mission |
V Objectives |
V Situation Analysis |
V Strategy Formulation |
V Implementation |
V Control
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Identification, prioritization and exploitation of resources
Forward thinkingChange orientationResource utilizationCoordination communication and controlFacilitates Decision makingCulminates in organisational integrationEstablishes positive culture
Benefits of Strategic Managment
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Hasty implementationOverenthusiastic implementerLack of clarityRisk or rigidityoverriding Regulatory mechanismLack of top management commitmentEmployee involvementSystem and process reorientationLack of supportive organizational climate
Limitations of Strategic Managment