Chapter No 1: Introduction To Strategic Management Book Name: Fred.R.David

Chapter No 1
Introduction to Strategic
Management
BOOK NAME: FRED.R.DAVID
WHAT IS STRATEGIC MANAGEMENT?
• Strategic management can be defined as
the art and science of formulating,
implementing, and evaluating cross-
functional decisions that enable an
organization to achieve its objectives.
• The term strategic management is used
synonymously with strategic planning.
• The purpose of strategic management is
to exploit and create new and different
opportunities for tomorrow while long-
range planning tries to optimize for
tomorrow the trends of today.
Stages of Strategic Management
The strategic-management process consists of three stages.
a. Strategy formulation includes developing a vision and mission,
identifying an organization’s external opportunities and threats,
determining internal strengths and weaknesses, establishing long-
term objectives, generating alternative strategies, and choosing
particular strategies to pursue.
b. Strategy implementation requires a firm to establish annual
objectives, devise policies, motivate employees, and allocate
resources so that formulated strategies can be executed; strategy
implementation includes developing a strategy-supportive culture,
creating an effective organizational structure, redirecting marketing
efforts, preparing budgets, developing and utilizing information
systems, and linking employee compensation to organizational
performance.
C. Strategy evaluation is the final stage in strategic management.
Managers desperately need to know when particular strategies are
not working well; strategy evaluation is the primary means for
obtaining this information.
KEY TERMS IN STRATEGIC MANAGMENT
A. Competitive Advantage
• 1. Competitive advantage is defined as anything that a firm does especially well
compared to rival firms.
2. Firms should seek a sustained competitive advantage by continually adapting to changes in

external trends and internal capabilities and evaluating strategies that capitalize on those
factors.
B. Strategists
1. Strategists are individuals who are most responsible for the success or failure of an
organization.
2. Strategists hold various job titles, such as chief executive officers, president, owner,
chair of the board, executive director, chancellor, dean, or entrepreneur.
3. Strategists help an organization gather, analyze, and organize information. They track
industry and competitive trends, develop forecasting models and scenario analyses,
evaluate corporate and divisional performance, spot emerging market opportunities,
identify business threats, and develop creative action plans.
C. Vision and Mission Statements
Vision statements answer the question: “What do we want
to become?”
Mission statements are “enduring statements of purpose
that distinguish one business from other similar firms. A
mission statement identifies the scope of a firm’s
operations in product and market terms.” It addresses
the basic question that faces all strategists: “What is our
business?” It should include the values and priorities of
an organization.
D. External Opportunities and Threats
1. External opportunities and external threats refer to
economic, social, cultural, demographic, environmental,
political, legal, governmental, technological, and
competitive trends and events that could significantly
benefit or harm an organization in the future.
2. Opportunities and threats are largely beyond the control
of a single organization, thus the term external.
3. A basic tenet of strategic management is that firms need
to formulate strategies to take advantage of external
opportunities and to avoid or reduce the impact of
external threats.
4. The process of conducting research and gathering and
assimilating external information is called environmental
scanning or industry analysis.
E.Internal Strengths and Weaknesses
• Internal strengths and internal weaknesses are
an organization’s controllable activities that are
performed especially well or poorly.
• Identifying and evaluating organizational
strengths and weaknesses in the functional
areas of a business is an essential strategic-
management activity.
• Strengths and weaknesses are determined
relative to competitors and may be determined
by both performance and elements of being.
F.Long-Term Objectives
1. Objectives can be defined as specific results that
an organization seeks to achieve in pursuing its
basic mission.
2. Long term means more than one year.
3. Objectives state direction, aid in evaluation,
create synergy, reveal priorities, focus
coordination, and provide a basis for effective
planning, organizing, motivating and controlling
activities.
4. Objectives should be challenging, measurable,
consistent, reasonable, and clear.
G. Strategies
1. Strategies are the means by which long-term
objectives will be achieved. Business strategies
may include geographic expansion,
diversification, acquisition, product development,
market penetration, retrenchment, divestiture,
liquidation, and joint venture.
2. Strategies currently being pursued by
McDonald’s and American General are
described in Table 1-1.
H. Annual Objectives
1. Annual objectives are short-term milestones that
organizations must achieve to reach long-term
objectives.
2. Like long-term objectives, annual objectives
should be measurable, quantitative, challenging,
realistic, consistent, and prioritized.
Policies
1.Policies are the means by which annual
objectives will be achieved. Policies
include guidelines, rules, and procedures
established to support efforts to achieve
stated objectives.
2.Policies are most often stated in terms of
management, marketing,
finance/accounting, production/operations,
research and development, and computer
information systems activities.
The strategic management model
PERFORM
EXTERNAL
AUDIT
ESYABLISH GENERATE ESTABLISH Measure

DEVELOP
LONG EVALUATE POLICIES Allocate And
MISSION
TERM SELECT ANNUAL Resources Evaluate
STATEMENTS
OBJECTIVE STRATEGIES OBJECTIVES performance
PERFORM
INTERNAL
AUDIT Strategy
evaluation
Strategy
Strategy formulation implementation
THE STRATEGIC MANAGEMENT MODEL
1. The framework illustrated in Figure 1-1 is a

widely accepted, comprehensive model of the
strategic-management process. This model
does not guarantee success, but it does
represent a clear and practical approach for
formulating, implementing, and evaluating
strategies.
2. The strategic-management process is dynamic
and continuous. A change in any one of the
major components in the model can necessitate
a change in any or all of the other components.
BENEFITS OF STRATEGIC MANAGEMENT
The principle benefit of strategic management has been to help

organizations formulate better strategies through the use of a
more systematic, logical, and rational approach to strategic
choice. Communication is a key to successful strategic
management. The major aim of the communication process is to
achieve understanding and commitment throughout the
organization. It results in the great benefit of empowerment.
Financial Benefits
1. Research indicates that organizations using strategic-

management concepts are more profitable and successful than
those that do not.
2. High-performing firms tend to do systematic planning to prepare
for future fluctuations in the external and internal environments.
Firms with planning systems more closely resembling strategic-
management theory generally exhibit superior long-term
financial performance relative to their industry.
• Non financial Benefits
• Besides helping firms avoid financial demise, strategic management offers other
tangible benefits, such as an enhanced awareness of external threats, an improved
understanding of competitors’ strengths, increased employee productivity, reduced
resistance to change, and a clearer understanding of performance-reward
relationships.
• It allows for identification, prioritization, and exploitation of opportunities.
• It provides an objective view of management problems.
• It represents a framework for improved coordination and control of activities.
• It minimizes the effects of adverse conditions and changes.
• It allows major decisions to better support established objectives.
• It allows more effective allocation of time and resources to identified opportunities.
• It allows fewer resources and less time to be devoted to correcting erroneous or ad
hoc decisions.
• It creates a framework for internal communication among personnel.
• It helps integrate the behavior of individuals into a total effort.
• It provides a basis for clarifying individual responsibilities.
• It encourages forward thinking.
• It provides a cooperative, integrated, and enthusiastic approach to tackling problems
and opportunities.
• It encourages a favorable attitude toward change.
• It gives a degree of discipline and formality to the management of a business.

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Chapter No 1: Introduction To Strategic Management Book Name: Fred.R.David

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Chapter No 1

2. Firms should seek a sustained competitive advantage by continually adapting to changes in

ESYABLISH GENERATE ESTABLISH Measure

1. The framework illustrated in Figure 1-1 is a

The principle benefit of strategic management has been to help

1. Research indicates that organizations using strategic-

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