FACULTY OF MANAGEMENT & INFORMATION TECHNOLOGY

DEPARTMENT OF MANAGEMENT

MGT4073
STRATEGIC MANAGEMENT
SEMESTER II 2023/2024

ASSIGNMENT TITLE:
CHAPTER SUMMARY WRITING

STUDENT NAME:
HASANAH NADHIRAH BINTI AHMAD

MATRIX NO.:
D21314513

PREPARED FOR:
DATUK HJ. M.HUSSIN ABDULLAH

SUBMISSION DATE:
3/6/2024
 Target
Definition & Scope
Planning Audience
Define mission dan vision
Involves the formulation,
is a process of preparing ways to Perfom situational analysis implementation, and evaluation of
use resources more economically decisions that enable an organization
and efficiently Establish strategy to achieve its long-term objectives.
It enclose setting objectives,
Planning is a process that
Formulate strategy analyzing the competitive
involves making and evaluating
environment, evaluating strategies,
each set of interrelated decisions
Implement strategy and ensuring their implementation
before action is required
across the organization.
Evaluate and correct

CHAPTER 1
Main Component
Corporate
Strategy Formulation - involves
Planning
designing and developing the
The terminologies Introduction To company’s strategies
Strategy Implementation - means
“corporate planning” and executing the strategies, where the
‘long-term planning’ are
often used interchangeably
Strategic business is translated into action
Strategy Evaluation - seeks to
with the terminology
‘strategic planning’ Management determine which strategies worked
and which were not succesfull

STRATEGY
Corporate Strategy
Refer to the action to the actions taken by a manager to ensure
Considered as a guidelines setting thescope that an organization better off than its competitors or is able to
where the company should be involved fend off competitive actions from competitor
Evaluates future state for decisionsmade now concerned with integrating company activities and allocating
Continuous process resources, so that the present objectives can be met
encompasses behaviorism and lifestyle Today, it applies to both military and business contexts, focusing
Strategic planning, mid-rage planningand long- on gaining an advantage over competitors through leveraging
term planning strengths and exploiting weaknesses.
CHAPTER 2
Perfect idea Competitive
Strength: Refer to the competitive Advantage
advantages andother distinctives A sustained competitive
Strategy Level competencies advantage refers to any activity or
Weakness: Internal that lead to capability that a firm performs
disadvantages exceptionally well, significantly
corporate level Opportunities: New international market
business level surpassing the performance of its
Threat : External force that impede firm's rivals and providing a lasting edge
functional level effort toachieve their objective in the competitive landscape.

Resource Based View

Stakeholders
Primary: Group or people with direct
interest in theorganization. Primary include
ELEMENTS OF A firm's resources are crucial
in achieving and maintaining
customer, supplier,shareholder, creditors
and employers
STRATEGIC a competitive advantage.

Secondary: Include the people or group

who are notengaged in direct economic MANAGEMENT
transaction. Exp:media, government and
union

Industrial Based
View
Objective
A desired or specific result The choice of competitive
of aplanned activity that Vision & Mission strategy has a greater
should beachieved by a impact on a firm's
specific time. Vision: Statement about performance than its internal
May be short, medium or what yourorganization wants resources.
longterm to become
.Mission: Is a concerned with
the way anorganization
managed today
 Factor Industry
CHAPTER 3 The External
Environment Environment
Threat of new entrants
Bargaining power of buyer STRATEGIC Being aware of the changes of
economy,customer tastes and
Threat of substitute product
Bargaining power of supplier
PLANNING preferences.
Firm work in a external
Rivalry among competitors PROCESS: THE environment thatrapidly
EXTERNAL changing , complex and global

ENVIRONMENTAL
ANALYSIS The General &
Industry
Factor General Environment
Environment
General environment: All the
Political/legal environmental factors that have
Economic factor External impact on all organization and firm
Socio-cultural Environment within the economy
Technological factor Analysis Industry environment: Directly
affect the firm and its competitive
responses
The positive and negative method
The weighted score method
 CHAPTER 4
DIFFERENT LEVEL OF
THE SECONDARY LEVEL
STRATEGIES
STRATEGIES

Corporate level The expansions strategy

Business level The integration strategy
Functional leve The diversification strategy
Reduction/turnaround
strategies

THE TACTICAL LEVEL

CORPORATE LEVEL STRATEGIES

TYPOLOGY OF Organically
Joint venture
Grand strategies
Secondary level
ALTERNATIVE Merger
Acquisition
strategies STRATEGIES 1: Reverse takeover
Tactical level strategies THE CORPORATE Strategic alliances
Licensing/franchising
LEVEL
THE GRAND INTERNATIONAL
STRATEGY CORPORATE LEVEL

The stable strategy Global strategy

The turnaround strategy Transnational strategy
The combustio Replication strategy
Multi-domestic strategy
 INNOVATIVE IDEA
CHAPTER 5
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TYPOLOGY OF ALTERNATIVE
STRATEGY 2:BUSINESS LEVEL

ORIGINAL THOUGHT FRESH PERSPECTIVE

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 CHAPTER 6
PRIMARY ACTIVITIES BUSINESS LEVEL
Inbound logistic
Operation
STRATEGIES
Outbound logistic Cost leadership strategy
Marketing and saleService Differentiation strategy.
Focus strategy

TYPOLOGY OF
ALTERNATIVE
STRATEGY 2 :
BUSINESS FUNCTIONAL LEVEL
SUPPORT ACTIVITIES LEVEL STRATEGIES
Procurement Address problems commonly faced by
Research and development lower-level managers, and handle
activities considered relevant to
Human achieve the business level and
resourcesmanagement corporate level strategies
Firm infrastructur Primary Activities
Support activities
 Break Even Point
CHAPTER 7
Model SWOT Model
Opportunities and threat
Break even point volum
generated fromthe results of the
Break even point sale
external environment
Very useful for an alling
Strengths and weakness resulting
company
fromanalyzing the company itself

Product Life Cycle GENERATING The SPACE Model

Phase 1,production of new product areslow and
sales are also slow ALTERNATIVE Aggressive
Phase 2, the sale pick up after an
effectivemarketing and sales effort STRATEGIES USING Competitive
Conservative
Phase 3, From this point onward the saledecline
relative to the rate of production STRATEGIES Defensive
Phase 4, The product experiences anegative
marginal rate MANAGEMENT MODELS
Porter's Five Experience Curve
Factor Model
The company increase its production
Threat of new entrants
outputs, the cost per unit is going to
Bargaining power of buyers
decrease
Threat of substitute
A new player in the market will most
Bargaining power of supplier
likely incur in high cost per unit
Rivarly among competitors
output at the beginning of the
operation
The Big Think Model
Strategy CHAPTER 8 INTRODUCTION
Prescriptive School : some rules are laid
Idea generation down to be followed before confirming
Evaluating the idea a certain strategy is to be undertaken
Wow type Descriptive school : to give an account
Refinement of the relationship in words or to
Refining the alternative delineate
Executing the Big Think Integration school : comes from the
Monitoring the progres GENERATING word integer which means a whole as
opposed to fraction
ALTERNATIVE
STRATEGIES
USING RECENT
Blue Ocean Strategy MODELS Two Recent
Model
Eliminate
Reduce The blue ocean
Create The big think strategy
model
 The Portfolio
Analysis Model
CHAPTER 9
The Internal -
The different product
External Matrix
GENERATING
mix,subsidiaries, branches
The internal-external (IE)
oreven departments within
matrix is a development from
acompany
ALTERNATIVE the GE matrix and is similar to

STRATEGIES
the BCG too
Require different strategic

Boston
USING decisions
Indicator to identify which

Consulting Model PORTFOLIO portfolio falls in which

quadrant

Group MODELS
Industry attractiveness and
competitive advantages are
Shell Directional
the most important Policy Max
The Question Mark Another refinement upon
The star theBCG
The Cash Cow General Electric Illustrate opposite to that of
The dog Model the BCG mode
Industry attractiveness
Business unit strength
Plotting information
 CHAPTER 10
Consolidation andcondensation Monitoring and re-
of strategies evaluating the strategies
Forward and backward
This SAAP document is a very useful
integration are without doubt
tool to be used as a monitoring
integration strategies but if they
instrument as it contains what need
are grouped together then
to be monitored
implementing the strategy later
will be a nightmare.
T1eat the two pairs as separate Successful
strategies and try to condense
Implementation Phase
them with others
Organization structure
The leadership role
Prioritizing the The reward system
consolidatedstrategie CONSOLIDATE,PRIORITIZE Allocation of resource
Outsourcing of production
Increase market share
AND IMPLEMENT THE Managing change
Corporate culture
Backward integration by STRATEGIES Having a sound planning
system
controlling the raw
material
incentive to ensure
enough sale personnel Strategic Annual Plan
Reason For failing
Implementing Strategies Strategic Action Plan Miscommunication
Strategy to strategic Lack of commitmen
objective The chosen strategy Short of needed resources
Strategic action plan Tactical strategy Not sure of the timeline
Strategic annual action Tactical objective Not sure what to do
plan Change in management
Successful implementation Unexpected change in
phase environment
 Mass Communication
Strategist : the main
:sharing information with
Business Process Strategic Planning personnel that will
Balance Score Card large audiences via mass
Reengineering Department : where decide on the strategy
:measures performance media like TV, radio, :Redesigning a business that need to be pursued
newspapers, and the personnel involved in
from financial, process, systems, and Times Frame :
internet. strategic planning by the organization
customer, internal structures to dramatically common period for
processes, and learning activities are housed
improve performance. a strategic plan has
perspectives to align now been reduced Strategic Planner :
with strategic goals.
to three years person that perform
all strategic planning
activities that the
CHAPTER 11
Globalization :
strategist delegate not
trategic as what form
be able to do
is it going to develop
CURRENT ISSUE strategic planning
IN STRATEGIC system and STRATEGIC PLANNING
Cockpit Management : MANAGEMENT current issues SYSTEM
Levels of Formality :
board room setting with a
Level of the availibility of the
four-wall display system,
Customer’s World : Completeness plan to be documented
each wall featuring six
different charts and tables. refers to customer in hard copy
feedback and
preferences.
Jumping the Curve : Linkages : can be
making strategic shifts Trigger Point : looked at from the
Technologies : are tools Knowledge Management :
or innovations to beleive to be the resource-based
and methods developed still creating interest and
surpass industry culture that needs to view
through scientific has a developed into a
standards and gain a be installed in anys
knowledge to solve knowledge economy and
competitive edge. SPS
problems and improve perhaps more
efficiency.