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Strategic management - Coggle Diagram
Strategic management
Strategic planning
Why do Strategic Planning?
It is because it provides the theoretical framework for action found in the mindset of the organization and its employees, which enables managers and other individuals in the company to similarly evaluate strategic situations, analyze alternatives with a common language, and decide on the actions (based on a set of opinion and shared values) to be undertaken in a reasonable period of time
What is not Strategic Planning
First and foremost, it is not about forecasting.
Forecasting involves extrapolating current business holdings into the future.
Strategic planning is necessary precisely because such extrapolations from the present to the future
they are seldom correct, even in the short term.
The Process of Envisioning the Future
Through this process, individuals or groups develop for themselves or their organizations a vision or dream of the future condition, which is clear and powerful enough to provoke and maintain the necessary actions in order to make it come true.
Mission Formulation
Basic Elements of the Mission
What?
(needs the company satisfies)
To who ? (the company meets your needs)
How?
The Competitive Advantage
The Competitive Advantage
It cannot be understood by looking at a company as a whole. It lies in the many discrete activities that a company performs in the design, production, marketing, delivery and support of its products.
Source of Competitive Advantage
Competitive advantage is fundamentally born from improvement, innovation and change.
Competitive advantage spans the entire value system.
Sustaining Competitive Advantage
Competitive advantage is only sustained by relentless improvement.
Ultimately, sustaining the advantage requires implementing strategies with an international focus.
The Challenge of Innovation
Find buyers facing difficult circumstances.
Establish standards that overcome the most serious obstacles arising from the regulations or regulations assigned to the products.
Have relationships with top-notch suppliers that operate internationally and locally.
Give employees the treatment that corresponds to permanent staff.
Transform outstanding competitors into motivators.
Implementation of the Strategy
Adequacy between Structure and Strategy
How the activities of the organization are divided, organized and coordinated.
Culture and Strategy
Collective personality of an organization.
How to make the strategy operational?
One-Time Plans
Permanent Plans