2. The Strategic Management Process
ďŹ 1. Develop Clear Vision And Translate It in to a Meaningful
Mission Statement
ďŹ The vision touches every one associated with the company
ďŹ Employees, investors, lenders, customers and community.
ďŹ Highly successful entrepreneurs are able to communicate their
vision and their enthusiasm about that vision to those around
them.
ďŹ It is a result of an entrepreneur dream of something that does
not exist yet and the ability to paint a compelling picture of that
dream for every one to see
3. The Strategic Management Process
ďŹ Clearly defined vision helps a company in three ways.
ďŹ Vision provides direction
ďŹ Vision determines decisions
ďŹ Vision motivates people
ďŹ Mission
ďŹ An enduring declaration of a companyâs purpose that
addresses the first question of any venture.
ďŹ Establishing the purpose of the business in writing must come
first in order to give the company a sense of direction.
4. The Strategic Management Process
ďŹ Element of mission statement
ďŹ A sound mission statement need not be lengthy to be
effective
ďŹ A well used mission statement serves as a strategic compass
for a small company.
2. Assess The Companyâs Strengths And the Weaknesses
ďŹ Strengths are positive internal factors that a company can
use to accomplish its mission, goals and objectives.
ďŹ Weaknesses are negative internal factors that inhibit the
accomplishment of a company mission, goal and objecives.
5. The Strategic Management Process
ďŹ Strengths should originate in the core competency that are essential to gain
edge in each of the market segment in which the firms compete.
3. Scan the Environment for Significant Opportunity And Threats Facing The
Business
ďŹ Opportunities are the positive external options that a firm can exploit to
accomplish its mission, goals and objectives.
ďŹ Threats are negative external forces that inhibit a companyâs ability to achieve
its mission, goals and objectives.
ďŹ Threats to the business can take a variety of forms such as competitors
entering the local market
ďŹ A government mandate regulating a business activity
ďŹ An economic recession
ďŹ Interest rates and technological advances
6. The Strategic Management Process
4.Identify the Key Factors
ďŹ Key factors that determine a companyâs ability to compete
successfully in an industry.
ďŹ Tight cost control
ďŹ Trained, dependable, honest in store manager
ďŹ Close monitoring of waste
ďŹ Careful site selection
ďŹ Maintenance of food quality
ďŹ Consistency
ďŹ Cleanliness
ďŹ Friendly and attentive service.
7. The Strategic Management Process
5. Analyze the Competition
ďŹ Business is like any battle field if you want to win the war, you
have to know who you are up against.
ďŹ The primary goals of a competitive intelligence program include
the following
ďŹ Avoiding surprises from existing competitors
ďŹ Identifying potential new competitors
ďŹ Improving reaction tome to competitors actions
ďŹ Anticipating rivals next strategic moves
8. The Strategic Management Process
ďŹ Competitor Analysis
ďŹ Sizing up the competition gives business owners a more
realistic view of the market and their companyâs position in it
ďŹ Direct competitors offer the same product and services and
customers often compare prices, features and deals from these
competitors as the shop.
ďŹ Significant competitors offer some of the same products and
services although their products or service lines may be
different , there is competition with them in several key areas.
ďŹ Indirect competitors offer the same products or services only in
a few areas but their target customers seldom overlap yours.
9. The Strategic Management Process
ďŹ Competitive intelligence exercise enables entrepreneur to
update their knowledge of their competitors
ďŹ Who are our competitors
ďŹ Where are they located
ďŹ How do their cost structures compare to ours
ďŹ How do they market their products and services
ďŹ What do customers say about them
ďŹ What are their key strategies
ďŹ What are their strengths
ďŹ What are the primary weaknessesare new competitors
entering the business
10. The Strategic Management Process
ďŹ Knowledge Management
ďŹ The practice of gathering, organizing and disseminating the
collective wisdom and experience of a company employees for
the purpose of strengthening its competitive position
6. Create Company Goals And Objectives
ďŹ Goals are broad range attributes a business seeks to
accomplish they tend to be general and sometimes even
abstract
ďŹ Objectives are more specific targets of performance commonly
addressing areas such as profitability, productivity, growth and
other key aspects of a business.
11. The Strategic Management Process
ďŹ They are more
ďŹ Specific
ďŹ Measurable
ďŹ Assignable
ďŹ Realistic
ďŹ Timely
ďŹ The strategic planning process works best when manager and
employees are actively and jointly involved in setting objectives
ďŹ Developing a plan is top management responsibility but
executing it falls to manager and employees
12. The Strategic Management Process
7. Formulate Strategic Options and Select appropriate Strategies
ďŹ Strategy is a road map of t he actions an entrepreneur draws up to
fulfill a companyâs mission, goals and objectives
ďŹ In other words the mission, goal and objectives spell out the ends and
the strategy defines the means to reach them
ďŹ Three Strategic Options
ďŹ Cost Leadership Strategy
ďŹ In which a company strives to be the low cost producer relative to its
competitors in the industry
ďŹ The strategy works well when buyer are sensitive to price changes
when competing firms sell the same commodity products
13. The Strategic Management Process
ďŹ Differentiation Strategy
ďŹ Strategy in which a company seeks to build customer loyalty by
positioning its goods or services in a unique or different fashion
ďŹ Focus Strategy
ďŹ A strategy in which a company selects one or more market
segment identifies customer special needs wants and interests
and approaches them with a good or service designed to excel
in meeting those needs, wants and interests
ďŹ The most successful focusers build a competitor edge by
concentrating on specific markets niche and serving them
better than any competitor can
14. The Strategic Management Process
ďŹ Small sized companies must develop strategy that exploit all of
the competitive advantages of their sizes
ďŹ Responding quickly to customer needs
ďŹ Remaining flexible and willing to change
ďŹ Constantly searching for new emerging markets
ďŹ Building and defending market niche
ďŹ Remaining entrepreneur and willing to take risk
ďŹ Constantly innovating
15. The Strategic Management Process
ďŹ 8. Translate Strategic Plans In to Action Plans
ďŹ No strategic plan is complete until it is put in to action
ďŹ Entrepreneurs must convert strategic plans in to operating plans that
guide their company on a daily basis and become visible active part of
the business.
9. Establish Accurate Control
ďŹ Planning without control has little operational value therefore a sound
planning program requires a practical control process.
ďŹ The plan created in the strategic planning process become the
standard against which actual performance is measured.
ďŹ It is important for everyone in the organization to understand and to be
involved in the planning and controlling process.
ďŹ To judge the effectiveness of their strategies many companies are
developing balanced scorecards
16. The Strategic Management Process
ďŹ Balanced scorecard is set of measurements unique to a company
that includes both financial and operational measures and gives a
quick yet comprehensive picture of the companyâs overall
performance.
ďŹ According to one writer
ďŹ Is a sophisticated business model that helps a company understand
what really driving its success.
ďŹ It acts a bit like the control panel on spaceship
ďŹ The business equivalent of a flight speedometer and temperature
gauge all rolled in to one.
ďŹ It keeps track of many things including financial progress and softer
measurements.
ďŹ Everything from customer satisfaction to return on investment.
ďŹ That need to be managed to reach final destination profitable growth.