Management Introduction and Process2new

Strategic Management:
Introduction to Module
Week 1 : Introduction
Learning Outcomes for the module.
Key terms.
Learning methods, subjects to be covered.
Introduction to the subject including
definitions and discussion of applications.
Assessment briefing.
Introduction to strategy The strategic
Management Process
Module Code and Module Title
Title of Slides
Aim:
Recognise the important role that strategic
management plays in their organisations
performance
Appreciate the underlying reasons for that. Strategic
management involves assessing your situation today
and predicting the future
Develop such insights, coupled with creativity and
foresight are the fundamental ingredients strategic
planning
Title of Slides
Learning Outcome
On successful completion of this module, you should be able to:
Demonstrate a systematic understanding and critical evaluation of the

key aspects of the strategic management process.
Demonstrate the ability to compare different theories and perspectives

of strategic management and use and appraise them appropriately.
Critically evaluate theories and concepts of strategic management.
Demonstrate the ability to communicate complex issues.
Title of Slides
Assessment
An individual assignment length 2,500
words weighted at 60%
An Exam length 2 hours weighted at 40%
Title of Slides
Strategic
Management: A
Competitive
Advantage
Approach,
Concepts and
Cases, 16th
Edition
Fred R. David,
Forest R. David
Ch 1 -6
Title of Slides
Copyright 2007 Prentice Hall
Key Terms
Strategies
Means by which long-term objectives are
achieved
Title of Slides
Key Terms
Strategies
Some Examples
Geographic expansion
Diversification
Acquisition
Market penetration
Retrenchment
Liquidation
Joint venture
Copyright 2007 Prentice

Hall
Ch 1 -8
Title of Slides
Basic concepts of strategy:

Competitive advantage operating with an
attribute or set of attributes that allows an

organization to outperform its rivals.
Sustainable competitive advantage one that is
difficult for competitors to imitate.
Management - Chapter 9
Title of Slides
10
Basic concepts of strategy (cont.):

Strategy a comprehensive action plan that
identifies long-term direction for an organization and
guides resource utilization to accomplish
organizational goals with sustainable competitive
advantage.
Strategic intent focusing all organizational
energies on a unifying and compelling goal.
Title of Slides
11
Basic concepts of strategy (cont.):

Strategic management the process of formulating
and implementing strategies to accomplish long-term

goals and sustain competitive advantage.
Title of Slides
Strategic Management Defined
Art & science of formulating,

implementing, and evaluating,
cross-functional decisions that
enable an organization to achieve its
objectives. Fred R David
Title of Slides
In short,
Strategic Management is about how an
organization adds value and competes
in its environment.
Title of Slides
Strategic Management
In essence, the strategic plan is a

companys game plan
The prime task of strategic management is thinking through the overall

mission of the business. Peter Drucker
What is our Business
Ch 1 -14
Title of Slides
Relationship between Resources, Capabilities,

Competitive Advantage and Strategy
Resources
Competitive
Advantage
Strategy
Shapes
Transforms
Organizational
Capabilities
Builds
Strategy a comprehensive action plan that identifies long-term direction for an

organization
Competitive Advantage: Refers to anything that a firm does exceptionally well
compared to its competitors (include superior customer service, innovative products,
strong distribution channels or low pricing)
Resources refer to the inputs such as equipment, human resources, processes,
patents or finances used by a firm to create its products or services
Capabilities refer to the firms capacity to transform its resources into outputs valued
by the firms customers and which can generate profits for the firm.
Title of Slides
Three levels of strategy in

organizationscorporate,
business, and functional
strategies.
Title of Slides
16
Levels of Strategies
The typical business firm usually considers three levels of
strategy: corporate, business and functional
Title of Slides
A. Corporate Level Strategies

. Corporate level strategies are meant to be
considered for the overall movement of the
organization and the decisions have to be made
at the top corporate level with the inputs and
participation from the various divisions.
. It typically fits within the three main categories of
stability, growth and retrenchment.
Title of Slides
B. Business Level Strategies

Business level strategies usually occur at the
business unit or product level. They emphasize
on the improvement of the competitive position of
a corporations products or services in the specific
industry or market segment served by that
business unit.
The business strategies are grouped into three
generic strategies: cost leadership, differentiation
and focus.
Title of Slides
C. Functional Level Strategies

Functional strategies (also known as
departmental level strategies) are the actions to
be considered at the various functional or
operational levels of the organization.
The strategic issues at the functional level
actually are related to business processes and
the value chain.
Title of Slides
The strategic
Management
Process
Title of Slides
Stages of Strategic Management
Strategy
formulation
Strategy
implementation
Copyright 2017 Pearson Education, Inc.

Title of Slides
Strategy
evaluation
1-22
Stages in Strategic Management

Strategy Formulation: Vision, Mission, environment study,
long term objectives, choosing the strategies to pursue
Determines competitive advantage
Strategy implementation: Annual objectives', policies, m
motivation of staff, allocate resources
Action stage mobilize to achieve the strategy
Strategy evaluation: Measure performance, take corrective
action
Whether the strategies are working.
Title of Slides

Strategy Formulation
developing a vision and mission
identifying an organizations external
opportunities and threats
determining internal strengths and weaknesses
establishing long-term objectives
generating alternative strategies
choosing particular strategies to pursue

Title of Slides
1-24
Vision & Mission
External Opportunities & Threats
Internal Strengths & Weaknesses
Long-Term Objectives
Alternative Strategies
Strategy Selection
Ch 1 -25
Title of Slides
Decisions
What new businesses to enter

What businesses to abandon
Whether to expand operations or diversify
Whether to enter international markets
Whether to merge or form a joint venture
How to avoid a hostile takeover

Title of Slides
1-26

Strategy Implementation
requires a firm to establish annual
objectives, devise policies, motivate
employees, and allocate resources so
that formulated strategies can be
executed
often called the action stage

Title of Slides
1-27
Strategy Implementation
Annual Objectives
Policies
Employee Motivation
Resource Allocation
Ch 1 -28
Title of Slides
Strategy
Implementation
Action
ActionStage
Stageof
ofStrategic
Strategic
Management
Management
Most
Mostdifficult
difficultstage
stage
Mobilization
Mobilizationof
of
employees
employees&&managers
managers
Interpersonal
Interpersonalskills
skills
critical
critical
Consensus
Consensuson
ongoal
goal
pursuit
pursuit
Ch 1 -29
Title of Slides

Strategy Evaluation
Determining which strategies are not
working well
Three fundamental activities:
reviewing external and internal factors that
are the bases for current strategies
measuring performance
taking corrective actions
Title of Slides
1-30
Strategy Evaluation
Internal Review
External Review
Performance Metrics
Corrective Actions
Ch 1 -31
Title of Slides
Strategy
Evaluation
Final
FinalStage
Stageof
ofStrategic
Strategic
Management
Management
Subject
Subjectto
tofuture
future
modification
modification
Todays
Todayssuccess
successno
no
guarantee
guaranteeof
offuture
future
success
success
New
New&&different
differentproblems
problems
Complacency
Complacencyleads
leadsto
to
demise
demise
Ch 1 -32
Title of Slides
The Strategic-Management Model
Where are we now?

Where do we want to go?
How are we going to get there?
Title of Slides
1-33
Comprehensive strategic management model

External
Audit
Long-Term
Objectives
Vision
&
Mission
Generate,
Evaluate,
Select
Strategies
Implement
Strategies:
Mgmt Issues
Internal
Audit
Title of Slides
Implement
Strategies:
Marketing,
Fin/Acct,
R&D, CIS
Measure &
Evaluate
Performance
Benefits of Strategic
Management
Strategic management allows an
organization to be more proactive than
reactive in shaping its own future;
It allows an organization to initiate and
influence (rather than just respond to)
activitiesand thus to exert control over
its own destiny.
Title of Slides
1-35
Benefits to a Firm That Does

Strategic Planning
1-36
Title of Slides
Financial Benefits
Businesses using strategic-management
concepts show significant improvement in
sales, profitability, and productivity compared
to firms without systematic planning activities
High-performing firms tend to do systematic
planning to prepare for future fluctuations in
their external and internal environments
Title of Slides
1-37
Nonfinancial Benefits
Enhanced awareness of external threats
Improved understanding of competitors
strategies
Increased employee productivity
Reduced resistance to change
Clearer understanding of performance
reward relationships
Title of Slides
1-38
Why Some Firms Do No

Strategic Planning
No formal training in strategic management
No understanding of or appreciation for the
benefits of planning
No monetary rewards for doing planning
No punishment for not planning
Too busy firefighting (resolving internal
crises) to plan ahead
View planning as a waste of time, since no
product/service is made
Title of Slides
1-39
Why Some Firms Do No

Strategic Planning
Laziness; effective planning takes time and
effort; time is money
Content with current success; failure to realize
that success today is no guarantee for success
tomorrow; even Apple Inc. is an example
Overconfident
Prior bad experience with strategic planning
done sometime/somewhere

Title of Slides
1-40
Pitfalls in Strategic Planning

Using strategic planning to gain control over decisions and
resources
Doing strategic planning only to satisfy accreditation or
regulatory requirements
Too hastily moving from mission development to strategy
formulation
Failing to communicate the plan to employees, who continue
working in the dark
Top managers making many intuitive decisions that conflict with
the formal plan
Top managers not actively supporting the strategic-planning
process
Failing to use plans as a standard for measuring performance
Title of Slides
1-41
Pitfalls in Strategic Planning

Delegating planning to a planner rather than
involving all managers
Failing to involve key employees in all phases of
planning
Failing to create a collaborative climate
supportive of change
Viewing planning as unnecessary or unimportant
Becoming so engrossed in current problems that
insufficient or no planning is done
Being so formal in planning that flexibility and
creativity are stifled
Title of Slides
1-42
How to Gain and Sustain

Competitive Advantage

Title of Slides
1-43
Comparing Business and

Military Strategy
A fundamental difference between military
and business strategy is that business
strategy is formulated, implemented, and
evaluated with an assumption of competition,
whereas military strategy is based on an
assumption of conflict
Both business and military organizations
must adapt to change and constantly improve
to be successful
Title of Slides
1-44
Excerpts from Sun Tzus The Art

of War Writings
War is a matter of vital importance to the
state: a matter of life or death, the road either
to survival or ruin. Hence, it is imperative that
it be studied thoroughly
Know your enemy and know yourself, and in
a hundred battles you will never be defeated
Skillful leaders do not let a strategy inhibit
creative counter-movement
Title of Slides
1-45
Key Terms in Strategic

Management
Competitive
Advantage
any activity a firm does especially well
compared to activities done by rival firms,
any resource a firm possesses that rival
firms desire.
Resources
Competitive
Advantage
Strategy
Organizational
capabilities
Anything that a firm does especially well

compared to rival firms
Title of Slides
1-46

Management
Strategists
Individuals most responsible for the success
or failure of an organization
Help an organization gather, analyze, and
organize information

Title of Slides
1-47
Key Terms
Strategists Firms success/failure
Various Job Titles:
Chief Executive Officer (CEO)

Chief Strategy Officer (CSO)
President
Owner
Board Chair
Executive Director
Ch 1 -48
Title of Slides

Management
Vision and Mission Statements
A vision statement answers the question What do we want to
become?
A mission statement answers the question What is our
business?
Microsoft Vision
Empower people through great software anytime, anyplace,
and on any device
Google Mission
To organize the worlds information and make it universally
accessible and useful Google
Title of Slides
1-49

Management
External Opportunities and Threats
economic, social, cultural, demographic,
environmental, political, legal, governmental,
technological, and competitive trends and events
that could significantly benefit or harm an
organization
Internal Strengths and Internal Weaknesses

an organizations controllable activities that are
performed especially well or poorly
determined relative to competitors
Title of Slides
1-50
Some Opportunities and Threats

Availability of capital can no longer be
taken for granted.
Consumers expect green operations and
products.
Marketing is moving rapidly to the Internet.
Commodity food prices are increasing.
An oversupply of oil is driving oil and gas
prices down.
Title of Slides
1-51
Key Terms
Opportunities & Threats (External)
Analysis of Trends:
Economic
Social
Cultural
Demographic/Environmental
Political, Legal, Governmental
Technological
Competitors

Hall
Ch 1 -52
Title of Slides
Key Terms
Strengths & Weaknesses (Internal)
Typically located in functional areas of the firm
Management
Marketing
Finance/Accounting
Production/Operations
Research & Development
Computer Information Systems

Hall
Ch 1 -53
Title of Slides

Management
Long-Term Objectives
specific results that an organization
seeks to achieve in pursuing its basic
mission
long-term means more than one year
should be challenging, measurable,
consistent, reasonable, and clear
Title of Slides
1-54
Key Terms
Long-term Objectives
Essential for ensuring the firms success
Provide direction
Aid in evaluation
Create synergy
Focus coordination
Basis for planning, motivating, and

controlling

Hall
Ch 1 -55
Title of Slides

Management
Strategies
the means by which long-term
objectives will be achieved
may include geographic expansion,
diversification, acquisition, product
development, market penetration,
retrenchment, divestiture, liquidation,
and joint ventures
Title of Slides
1-56
Key Terms
Strategies
Some Examples
Geographic expansion
Diversification
Acquisition
Market penetration
Retrenchment
Liquidation
Joint venture

Hall
Ch 1 -57
Title of Slides

Management
Annual objectives
short-term milestones that organizations must
achieve to reach long-term objectives
should be measurable, quantitative, challenging,
realistic, consistent, and prioritized
should be established at the corporate, divisional,
and functional levels in a large organization
Policies
the means by which annual objectives will be
achieved
Title of Slides
1-58
TERM
DEFINITION
A PERSONAL EXAMPLE
Mission
Overriding purpose in line with

the values or expectations of
stakeholders
Be healthy and fit
Vision
Desired future state: the

aspiration of the organisation
To run the London
Goal
General statement of aim or

purposes
Lose weight and strengthen

muscles
Objective
Quantification or more precise

statement of the goal
Lose 10 pounds by 1 September

and run the marathon next year
Core
Competences
Resources, processes or skills

which provide competitive
advantage
Proximity to a fitness centre,

supportive family and friends
and past experience of
successful diet
Strategies
Long-term direction
Associate with a collaborative

network (e.g. join running club),
exercise regularly, compete in
marathon locally, stick to
appropriate diet
Strategic
Architecture
Combination of resources,
processes and competences to
put strategy into effect
Specific
exercise
and
diet
regime,
appropriate
training
facilities etc.
Control
The monitoring of action steps

to: Assess effectiveness of
strategies and actions
Modify strategies and/or
actions a necessaryTitle of Slides
Monitor weight, miles run and

measure times: If satisfactory progress, do
nothing;
If not consider other strategies
and actions
Tutorial
Title of Slides
Questions
Describe the strategic-management process
Discuss the three stages of strategy formulation, implementation,
and evaluation activities.
In most large organizations that engage in strategic management,
the formulation, implementation, and evaluation of strategy
activities occur at three hierarchical levels: corporate; divisional or
strategic business unit; and functional. Describe the levels
Which stage in the strategic-management process is the most difficult?
Explain why.
Compare and contrast strategic planning with strategic
management.
Define and give examples of key terms in strategic management
Title of Slides
Discuss the value of integrating intuition and

analysis.
Answer: Most organizations can benefit from strategic
management, which is based on integrating intuition and
analysis in decision making. Choosing an intuitive or
analytic approach to decision making is not an either-or
proposition. Managers at all levels in an organization
inject their intuition and judgment into strategicmanagement analyses. Analytical thinking and intuitive
thinking complement each other. Operating from the
"I've-already-made-up-my-mind-don't-bother-me-withthe-facts" mode is not management by intuition; it is
management by ignorance. Drucker says, "I believe in
Title of Slides
Explain the relationship between strategic management and

competitive advantage. How can a firm achieve sustained competitive
advantage?
Answer: Strategic management is about gaining and maintaining competitive
advantage. Competitive advantage is anything a firm does especially well
compared to rival firms. When a firm can do something that rival firms cannot
do, or owns something that rival firms desire, that can represent a
competitive advantage. Getting and keeping competitive advantage is
essential for long-term success of an organization. A firm must strive to
achieve sustained competitive advantage by
1: continually adapting to changes in external trends and events and internal
capabilities, competencies and resources, and by
2: effectively formulating, implementing and evaluating strategies that
capitalize upon those factors.
Title of Slides
Examples of
Strategy
Title of Slides
1. Cornering a fledgling market

One very common business strategy is for larger firms to gain a
stronghold in a growing market through aggressive M&A activity.
Think of the Fortune 500 firm that buys out a competitor, or
when a larger firm merges with a competitor to corner a young
market.
Example: Facebooks Instagram acquisition
In April 2012, Facebook changed the mobile startup scene
overnight by acquiring the photo sharing startup, Instagram, for
an unprecedented $1B. Keep in mind that until then, Instagram
had *just* 30M users and did not have an established presence on
the Android OS. To most outsiders and pundits, this looked like a
rather rash decision from a pre-IPO Facebook.
Fast forward to 2014 and Instagrams user base has shot past
150M. It is the dominant photo sharing app on all mobile
platforms. More importantly, it attracts the adolescents and teens
that are leaving Facebook in droves.
Title of Slides
2. Product differentiation
Standing out from the competitors is a key requirement for
business success. Unless consumers can spot your product from
me-too competitors, youll have a hard time making sales.
Businesses can do this either by highlighting their products
superior technology, features, styling, heritage, pedigree or price.
You can see this strategy at play in virtually every business,
especially B2C businesses.
A great example of this can be seen in Apples approach to
products.
Example: Apple iPad Air vs. competitors
The new Apple iPad Air costs $274 to make and retails for $499 a margin of 45%. Competing tablets often
cost nearly $200 less. Apple is able to command such premiums because it has successfully differentiated its
product from competitors. The Apple iPad marketing, for instance, highlights following features:
Lightness: The iPad Air is lighter, thinner than competitors.
Display Quality: The Retina display is visually superior to competing tablets.
Software: Apple highlights both the base iOS and the bundled Apple software as being better than what
competitors offer.
Engineering: Apple seldom fails to highlight its superior engineering and material quality than competitors.
Ease of Use: Since Apple makes both the hardware and software, it often emphasizes its products ease
of use.
of Slides
Note that Apple almost never plays up its productsTitle
price.
The same is true for#
the iPad Air, which is priced not
3. Gaining a technological advantage
n our technology-centric world, technological advantage can often translate into improved
productivity, better sales, or even market domination. Nearly every large firm spends millions of
dollars in R&D to develop even better technology. It isnt uncommon for organizations to even buy
up smaller firms just to gain access to their technology (Eg Facebook-Instagram).
A technological advantage doesnt always have to be in terms of actual technology. It can also mean
acquiring and retaining key employees that can help a business gain a technological advantage. The
ecent trend of acqui-hires among startups is a good example of this approach.
Example: Apple-Google-Microsoft-Samsung patent war
Some of the largest technology firms in the world, including Apple, Google, Microsoft, Samsung and
RIM are locked into a long and ongoing war to acquire and hoard patents. In 2011, for instance, a
consortium of companies led by Apple and Microsoft, bid nearly $4.5B for thousands of patents held
by Nortel. The business strategy behind this move was to:
Gain a technological advantage over competitors
Prevent competitors from gaining the same advantage
Companies often engage in lengthy legal wrangling to gain a technological advantage through
patents (case in point: the ongoing Apple-Samsung patent lawsuits). The message is quite clear:
superior technology can offer tangible real-world benefits to businesses.
Example: Amazon invests in delivery drones
A couple of months ago, Amazon stirred the imaginations of futurists and sci-fi fans everywhere
when it announced that it was developing drones for delivering small packages. Although drones
have been around for some time, most of them were used in military applications. Using drones is a
sound business strategy for Amazon for four reasons:
By using drones, Amazon will gain a real technological advantage over competitors who must
rely on less efficient ground transportation
Nearly 86% of Amazon packages are under less 5lbs -makes drones the delivery vehicles.
Module
Drones
Amazon to reach rural areas
where
delivery networks
arent as efficient.
Code andwill
Moduleallow
Title
Title of
Slides
#
5. Pricing strategies
Businesses essentially have two choices when pricing their products:
Keeping prices low to attract more customers. Since profit margins are very
low, the business must sell a lot of products to make money.
Pricing a product beyond the reach of ordinary consumers, and hence, giving it
aspirational value.
Example: Walmart, Ikeas low prices
Walmart uses its position as the largest retailer in the world to bargain for low
prices with suppliers and manufacturers. At the same time, Walmart keeps its
profit margins very low, selling in volume instead. This enables the company to
price its products far below competitors which ultimately helps it sell more.
The Swedish furniture brand Ikea follows the same approach. By selling its selfassembled furniture pieces in large volumes (the retailer has 338 stores in 40
countries), Ikea is able to price its products very aggressively.
Example: Ferarri prices its cars for exclusivity
Italian auto maker Ferrari pulled in revenues of $3.3B in 2012 with a net profit
of $334M. It sold a total of 7,318 cars over the year - into a profit of ~ $45,640
per car.
In contrast, the Hyundai motor corporation sold 2.94M cars in 2011 and made a
profit of $9B. This works out to a profit of ~ $3,058 per car.
This illustrates Ferraris pricing strategy. By pricing its products beyond the
reach of ordinary consumers, Ferrari is able to retain the air of exclusivity. This
Title of Slides
Starbucks to use its own stores in big

Teavana global push
The coffee giant is planning to use its
extensive network of stores to build up its
Teavana business more than expanding that
brands store fleet.
Growth Strategy
Title of Slides
expand its Teavana business, as the coffee giant seeks to increase its share in the $45 billion
global tea market.
Starbucks acquired the Teavana chain in late 2012, for $616 million in cash, with plans of
expanding to 500 Teavana stores by 2015. However, so far this year the company has only
reached 360 stores.
Starbucks now plans to change its growth strategy for its Teavana business by shifting focus
on promoting the tea brand in Starbucks stores rather than stand-alone stores. The company
has been very successful so far in increasing the reach of Teavana products in its Starbucks
stores across the US and Canada. It will now extend the reach of the tea brand in
international markets by increasing its availability in Starbucks stores overseas. The
company will then carry out selective-expansion of the Teavana stores internationally,
Starbucks COO told the staff in a company memo, according toForbes.
The new growth strategy is part of the companys plans to grab the largest share in the fastexpanding market of tea products, valued at a hefty $125 billion; international expansion will
give a significant boost to the companys share in the global tea market.
We remain committed to expanding Teavana offerings within Starbucks, in our U.S. Teavana
mall stores and internationally, Mr. Johnson said in the memo. We plan to expand Teavana
offerings within Starbucks stores globally.
The COO further highlighted the potential the tea market holds for the company in the long
run. Tea is a $125 billion market and the second most consumed beverage in the world,
next to water. Tea represents a very compelling strategic opportunity for Starbucks. In
addition, the companys top management has also decided to change the line of reporting
for managers of its Teavana division; the business will now work under and directly report to
the companys global chief marketing officer, Sharon Rothstein.
As the company moves to increase the availability of Teavana products at Starbucks stores
in overseas markets, it will also have to maintain a keen focus on enhancing global
awareness of the Teavana brand as well as making merchandising more creative at the
stores.
With the new growth strategy and recent changes in management reporting, the company
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seems
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Strategic Management:

Module Code and Module Title

Module Code and Module Title

On successful completion of this module, you should be able to:

Demonstrate a systematic understanding and critical evaluation of the

Demonstrate the ability to compare different theories and perspectives

Critically evaluate theories and concepts of strategic management.

Demonstrate the ability to communicate complex issues.

Module Code and Module Title

Module Code and Module Title

Copyright 2007 Prentice Hall

Module Code and Module Title

Copyright 2007 Prentice

Basic concepts of strategy:

attribute or set of attributes that allows an

difficult for competitors to imitate.

Basic concepts of strategy (cont.):

Basic concepts of strategy (cont.):

and implementing strategies to accomplish long-term

Strategic Management Defined

Art & science of formulating,

Module Code and Module Title

Module Code and Module Title

In essence, the strategic plan is a

The prime task of strategic management is thinking through the overall

Copyright 2007 Prentice Hall

Relationship between Resources, Capabilities,

Strategy a comprehensive action plan that identifies long-term direction for an

Three levels of strategy in

Module Code and Module Title

Module Code and Module Title

A. Corporate Level Strategies

Module Code and Module Title

B. Business Level Strategies

C. Functional Level Strategies

Module Code and Module Title

Module Code and Module Title

Stages of Strategic Management

Copyright 2017 Pearson Education, Inc.

Stages in Strategic Management

Module Code and Module Title

Stages of Strategic Management

Copyright 2017 Pearson Education, Inc.

Copyright 2007 Prentice Hall

What new businesses to enter

Copyright 2017 Pearson Education, Inc.

Stages of Strategic Management

Copyright 2017 Pearson Education, Inc.

Copyright 2007 Prentice Hall

Copyright 2007 Prentice Hall

Stages of Strategic Management

Copyright 2007 Prentice Hall

Copyright 2007 Prentice Hall

The Strategic-Management Model

Where are we now?

Comprehensive strategic management model

Module Code and Module Title

Benefits to a Firm That Does

Why Some Firms Do No

Why Some Firms Do No

Copyright 2017 Pearson Education, Inc.

Pitfalls in Strategic Planning

Pitfalls in Strategic Planning

How to Gain and Sustain