Use the explanations, checklists and graphic elements of this template to visualize and implement strategic management. The Right Strategy for Success Present to your employees and superiors what your goals are and how you plan to achieve them. Strategic management encompasses the planning, analysis and realization of a company’s goals and priorities. This PowerPoint template helps you visualize business analyses, management methods and creation of ideal process designs: http://www.presentationload.com/strategic-management-powerpoint-template.html The right strategies stabilize your business against market dynamics, complexities and diversities. With our checklists, you can verify how strategically efficient your company is.

1. PREMIUM POWERPOINT SLIDES
Strategic Management

2. Strategic Management
POWERPOINT TEMPLATE

3. AGENDA
Enter your subtitle here 1. Quote
2. Definition
3. Strategic thinking
4. Basics
5. The Strategic
Management Process
5.1 Setting long-term
goals
5.2 Analyzing
5.3 Forming and ‘
selecting a strategy
5.4 Implementing
a strategy
1. Checklists
2. Sources

4. Grand strategy is the art of looking
beyond the present battle and
calculating ahead. Focus on your ultimate
goal and plot to reach it.
Robert Greene

5. STRATEGIC THINKING
Development Phases
Financial planning
Long-term planning
Strategic planning
Strategic
management2
1 3
4

6. STRATEGIC THINKING
Strategic Management as an Expansion of Strategic Planning
Management-Problem Process Variables
Internal
configuration
External
relationships
Implementation
control (action)
Techno-
economic and
informal
Techno-
economic and
informal
Social-
psychological
Political
Strategic Planning
Strategic Management

7. BASICS
Basic Understanding of Strategic Management
Strategic management
decisions significantly
influence the general
direction of the company‘s
development.
Strategic decisions aim to
ensure long-term
company success.
Strategic decisions determine
the external and internal focus
company.
By making decisions based on
the overall focus, a company
should reach its full
success potential.
Strategic decisions made
from a broader perspective are
generally intended for
individual
organizational units.
Strategic decisions determine
the company‘s position in the
market and resource base
structure.

8. BASICS
Management Levels
Strategic Level
Strategy and goals to guarantee success
Operative LEVEL
Strategy implementation
(executive, management and monitoring systems)
Normative
LEVEL
Corporate policy
and vision

9. THE STRATEGIC MANAGEMENT PROCESS
The Process
AnalyzingSetting long
-term goals
Environment
Company
Forming and selecting a strategy Implementing a strategy

10. SETTING LONG-TERM GOALS
Vision
Vision
Top position of the target hierarchy
 basic expression of the long-term direction of the company
 symbol of the corporate philosophy
 concise
Famous visions:
“A car for everybody” Henry Ford
“A PC for everybody“ Steve Jobs
“I have a dream …“ Martin Luther King
“The man on the moon“ John F. Kennedy

11. SETTING LONG-TERM GOALS
Strategy Bridge by Henry Mintzberg
7 perspectives for
strategic success:
Lookingbehind Lookingahead
PRESENT
STRATEGY
Event analysis Scenarios
Seeing below
Management Cockpit
Looking beside
Benchmarking Seeing through
Seeing above
STEP analysis
Past future

12. ANALYZING
Core Competence Analysis
Competencies:
 resources
 skills
Core competency characteristics
 open access to several markets
 contributes significantly to a highly
estimated purchasing factor by the
customer
 difficult to imitate
Core competence analysis
This assesses the combination of skills that promises long-term
competitiveness, especially mission-critical skills.
Pro:
Real strengths can
be recognized and
developed.
Con:
Other skills might be
neglected.
Internal
CorporateAnalysis

13. ANALYZING
Core Competence Analysis
Resources
 ability to utilize
resources
 coordinate by
structures, processes
and systems
Skills
 ability to utilize
resources
 coordinate by
structures, processes
and systems
Strategic Importance
 valuable for the
customer
 difficult to substitute
 transferable
Core Competencies

14. ANALYZING
Product Life Cycle
Product Life Cycle
Introduction Growth Maturity Decline
Quantitative
Sales
1 2 3 4
Yields

15. ANALYZING
Cost Structure Analysis
Cost structure analysis
This considers any overhead costs. It is used for detecting any potential
for reduction and assessing the profitability of the company. It is crucial
to know which factors make up around 80% of the total costs.
Define cost
categories and
determine cost
structures of
the past years
and the
current year
Perform cost
comparisons
Compare
deviations of
each category
and display
them
graphically
Analyze the
reasons for
deviations
Compare
industry and
competitive
data
Discuss the
potential for
cost reduction
and
possibilities to
increase
efficiency
Assess
strengths and
weaknesses and
deduce actions
Internal
CorporateAnalysis
Pros:
It is clear to understand.
It finds approaches to be
introduced for reducing
cost.
Con:
It takes high analysis
effort.
It isn’t worth using for
less complex
procurement products
with small figures.

16. Buildingstrengths,
avoiding weaknesses
Optimizing the
resource base
Concentration on
Strengths
Development/ use of
synergy potential
FORMING AND SELECTING A STRATEGY
4 Central Principles

17. IMPLEMENTING A STRATEGY
Factors that Ensure Strategy Implementation
Actions and project plans Management approach
Planningand budgeting Informing employees
Management/
information systems Corporate Identity
Organization Training
Corporate culture

18. CHECKLISTS
Important Principles for Building Strategic Positions of Success
Strategic positions determine
the company's success.
1
Only when all divisions
cooperate, can strong strategic
positions be built.
2
The establishment of these
positions occurs by allocating
resources.
3
Structuring these positions
takes time.
4
Only a few positions can be set
up simultaneously, each
requiring a significant use of
resources.
5
Preserving already established
strategic positions requires care.
6

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