strategic management

1. Strategic
Management
Process

2. • The strategic management process is ways for
businesses to build strategies that help the
company respond quickly to new challenges.
• This dynamic process helps organizations find
new and more efficient ways to do business.

4. ESTABLISHMENT OF
STRATEGIC
INTENT
FORMULATION OF
STRATEGIES
IMPLEMENTATION OF
STRATEGIES
SRATEGIC
EVALUATION
STRATEGIC
CONTROL

5. ESTABLISHING
STRATEGIC INTENT:
VISION, MISSION, BUSINESS
DEFINATION & OBJECTIVE
FORMULATION OF STRATEGIES:
ENVIRONMENTAL APPRAISAL
ORGANISATIONAL APPRAISAL
SWOT ANALYSIS
Corporate level strategies
Business level strategies
Strategic choice
Strategic plan
STARTEGY IMPLEMENTATION
•Project
•Procedure
•Resource allocation
•Structural
•Behavioral
•Functional & Operational
STRATEGIC EVALUATION
S
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6. Vision
• What the future looks like.
• Leading with inspiration and courage.
• VISION creates that momentum of growing anticipation about the
future.
• compelling picture of what’s coming next.
• The excitement about the future trumps any anxiety about the
uncertain.

7. Mission
• Mission is what you do best every day
• managing with greatness and strength, improving everything
daily.
• MISSION will feed into the confidence of your organization by
feeding this ever-present self-talk.
• Mission = HOW= how you are going to archive it.

8. • Vision = WHAT= What you need to achieve
as we have seen that-
• Mission = How= How you are going to achieve it.

9. Elements of the Strategic Management Process
a. Situation analysis,
b. Strategy formulation,
c. Strategy implementation, &
d. Strategy evaluation

10. • Situation analysis:- involves looking over
the company’s external and internal environments and
the context in which the company fits in those
environments.
1. It begins with observing the company’s internal
environment
2. investigating how employees interact with each other at
all levels.
3. It is helpful to hold discussions, interviews and surveys
to get a clearer picture of the current environment.

11. • To analyze the external environment, managers
must look at the
1. Interactions between customers,
2. Suppliers,
3. Creditors, and
4. Competitors

12. • Situational analysis also requires to involve
processes like
1. Financial planning,
2. Staffing,
3. Employee performance,
4. Customer retention,
5. Sales projections and
6. Many others.

13. Formulate a strategy:- This involves
determining the company’s strengths to decide
which strategies can be implemented.
1. Operational Strategies,
2. Competitive Strategies, or corporate Strategies
depending on which part of the organization
must implement them.

14. Strategy implementation: is the third step in
the strategic management process.
1. Putting the formulated strategy into place.
Management processes will focus on methods
and procedures designed to execute their
strategies and the order in which strategies
should be implemented.

15. • Strategy evaluation: the process comes full
circle.
• This analysis is essentially the same as situational
analysis, looking at the internal and external
environments and the company’s context within
them to determine if a plan should be
reformulated.