Chapter 4: Planning and strategic management. After studying Chapter 4, you will be able to: Summarize the basic steps in any planning process, describe how strategic planning should be integrated with tactical and operational planning, identify elements of the external environment and internal resources of the firm to analyze before formulating a strategy,. | Planning and Strategic Management Chapter Four McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Learning Objectives LO1 Summarize the basic steps in any planning process. LO2 Describe how strategic planning should be integrated with tactical and operational planning. LO3 Identify elements of the external environment and internal resources of the firm to analyze before formulating a strategy. LO4 Define core competencies and explain why they provide the foundation for business strategy. 4- Learning Objectives (cont.) LO5 Summarize the types and choices available for corporate strategy. LO6 Discuss how companies can achieve competitive advantage through business strategy. LO7 Describe the keys to effective strategy implementation. 4- Planning Planning conscious, systematic process of making decisions about goals and activities that an individual, group, work unit, or organization will pursue in the future. a purposeful effort that is directed and controlled by managers and often draws on the knowledge and experience of employees throughout the organization. 4- Situational Analysis Situational analysis A process planners use, within time and resource constraints, to gather, interpret, and summarize all information relevant to the planning issue under consideration. 4- Strategic Planning Strategy A pattern of actions and resource allocations designed to achieve the organization’s goals 4- Hierarchy of Goals and Plans 4- Figure Strategic Planning Strategic management A process that involves managers from all parts of the organization in the formulation and implementation of strategic goals and strategies. 4- The Strategic Management Process 4- Figure Analysis of External Opportunities and Threats Stakeholders Groups and individuals who affect and are affected by the achievement of the organization’s mission, goals, and strategies 4- Resources and Core Competencies 4- Figure Analysis of Internal Strengths and Weaknesses Benchmarking process of assessing how well one company’s basic functions and skills compare with those of another company or set of companies. goal of benchmarking is to thoroughly understand the “best practices” of other firms and to undertake actions to achieve both better performance and lower costs 4- SWOT Analysis and Strategy Formulation SWOT analysis A comparison of strengths, weaknesses, opportunities, and threats that helps executives formulate strategy. 4- Summary of Corporate Strategies 4- Figure BCG Matrix 4- Figure | Planning and Strategic Management Chapter Four McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Learning Objectives LO1 Summarize the basic steps in any planning process. LO2 Describe how strategic planning should be integrated with tactical and operational planning. LO3 Identify elements of the external environment and internal resources of the firm to analyze before formulating a strategy. LO4 Define core competencies and explain why they provide the foundation for business strategy. 4- Learning Objectives (cont.) LO5 Summarize the types and choices available for corporate strategy. LO6 Discuss how companies can achieve competitive advantage through business strategy. LO7 Describe the keys to effective strategy implementation. 4- Planning Planning conscious, systematic process of making decisions about goals and activities that an individual, group, work unit, or organization will pursue in the future. a purposeful effort .
