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1. CHAPTER-1 Conceptual framework for strategic management Reported by : Rajmohan Gupta Abhishek Neogi Kinchit Rai Milan lakhani Jenish Malaviya Meghal Chauhan To : Virag Shah (Lecturer ESM)

3. Strategic intent - Organizational Vision,mission,goals&objectives - Their formulation and role in strategic management

5. STRATEGY : Strategy is the determination of the long-term goals and objectives of an enterprise and the adoption of the courses of action and the allocation of resources necessary for carrying out these goals.Strategy isn’t themission—it’s theplan that allowsthe company toaccomplish themission Strategy is management’s game plan for strengthening the organization’s position, pleasing customers, and achieving performance targets.

6. Types Of Strategy · Corporate Strategy · Business Strategy · Functional Strategy

8. Types of policy Corporate policy Corporate policy describes a companies overall direction in terms of its general attitude towards growth and the management of its various businesses and product lines. It typical fit within the three main categories of stability, growth and retrenchment. Business policy Business policy usually occurs at the business unit or product level and it emphasizes improvement of the competitive position of a corporation products or services in the specific industry or market segment served by that business unit. Business strategies may fit within the two overall categories of competitive or cooperative strategies. Functional policy Functional policy is the approach taken by a functional area to achieve corporate and business unit objectives and strategies by maximizing resources productivity. It is concerned with developing and nurturing a distinctive competence to provide a company or business unit with a competitive advantage.

9. Strategy VS Policy

13. . Top-level managers such as Chairman, Managing Director, and corporate level planners involve more in strategic management process.

14. Strategic management relates to setting vision, mission, objectives, and strategies that can be the guideline to design functional strategies in other functional areas

15. Therefore, it is top-level management that paves the way for other functional or operational management in an organizationDefinition: Glueck – Strategic Management can be defined as a set of decisions, actions resulting in formulations & implementation of strategies designed to achieve the objectives of enterprise.

17. Reduction in Cost of Capital

18. Increase in Trading on Equity

19. Increase in Profitability

20. Reduction in fixed and flexible expenses

21. Motivation to group activity

22. Increase in the efficiency of the employees

23. Prevention of overlapping of work

24. Alertness in employees

25. Prevention of organizational gap

27. Ignorance of other Managerial Functions

28. Unsatisfaction in employees

29. Depression due to failure in target

30. Protest of employees

31. Demand for more reward and facilities

32. Dependability

33. Non-practical planning

34. Changes in technical factors

35. It gives only a guideline

36. Changes in the attitudes

37. Adverse attitude of trade unions

39. STRATEGIC BUSINESS UNIT (SBU) Strategic Business Unit or SBU is understood as a business unit within the overall corporate identity which is distinguishable from other business because it serves a defined external market where management can conduct strategic planning in relation to products and markets. The unique small business unit benefits that a firm aggressively promotes in a consistent manner. When companies become really large, they are best thought of as being composed of a number of businesses (or SBUs). The idea was developed by Mckinsey & Co. (Consulting Firm) & General Electric in 1971. General Electronics classified its businesses into 49 strategic business units (SBU’s).

41. It is a single business or collection of related businesses that can be planned separately from the rest of the company.

42. It has its own set of competitors.

43. It has a manager who is responsible for strategic planning and profit performance and who controls most of the factors affecting profit.

44. The purpose of identifying the company’s strategic business units is to develop separate strategic and assign appropriate funding.

47. Have its own competitors

48. Have its own executive group with profit responsibility

49. In 1990 AT&T had 19 business units

51. The organization can assess its competitive position.

52. Appropriate strategies can be formulated to take advantage of opportunities and counter the threat.

54. (Cont…… A clear picture to understand the strategic position of an organization.

55. strategic management process Stages of Strategic Management Strategy formulation includes developing a vision and mission, identifying an organizations 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.

56. (Cont…… Strategic Management Process Scan External Environment – National, Global Identify Strategic Factors – Opportunities, Threats Implement Strategy via Changes in: Leadership culture, Structure, HR, Information & control systems Formulate Strategy – Corporate, Business, Functional Evaluate Current Mission, Goals, Strategies Define new Mission Goals, Grand Strategy SWOT Scan Internal Environment – Core Competence, Synergy, Value Creation Identify Strategic Factors – Strengths, Weaknesses 23

57. Strategic Intent : Organizational vision & Mission A vision statement is sometimes called a picture of your company in the future. The vision statement answers the question, “Where do we want to go? A clear vision provides the foundation for developing a comprehensive mission statement. A mission statement is a formal, short, written statement of the purpose of a company or organization. The mission statement should guide the actions of the organization, spell out its overall goal, provide a sense of direction, and guide decision-making. It provides "the framework or context within which the company's strategies are formulated . Vision is like destination mission the path

58. TOYOTA Vision-Toyota aims to achieve long-term, stable growth economy, the local communities it serves, and its stakeholders. Mission-Toyota seeks to create a more prosperous society through automotive manufacturing. IBM Vision Solutions for a small planet Mission At IBM, we strive to lead in the invention, development and manufacture of the industry's most advanced information technologies, including computer systems, software, storage systems and microelectronics. We translate these advanced technologies into value for our customers through our professional solutions, services and consulting businesses worldwide.

59. Goals : It is where the business wants to go in the future, its aim. It is a statement of purpose, e.g. we want to grow the business into Europe. Objectives: Objectives give the business a clearly defined target. Plans can then be made to achieve these targets. This can motivate the employees. It also enables the business to measure the progress towards to its stated aims. Diff : Goals – are long-term aims that you want to accomplish. Objectives – are concrete attainments that can be achieved by following a certain number of steps. Goals and objectives are often used interchangeably, but the main difference comes in their level of concreteness. Objectives are very concrete, whereas goals are less structured

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