CHAPTER 1

The Nature of Strategic Management

Strategic Management
COBSTRM

Bryan N. Bernabe, RN, LPT, MBA

 Learning Objectives

1. Describe the strategic-management process.

2. Explain the need for integrating analysis and intuition in
strategic management.
3. Define and give examples of key terms in strategic
management.
4. Discuss the nature of strategy formulation,
implementation, and evaluation activities.
5. Describe the benefits of good strategic management.
6. Discuss the relevance of Sun Tzu’s The Art of War to
strategic management.
7. Discuss how a firm may achieve sustained competitive
advantage.
 Learning Outline

• What is Strategic Management?

• Key Terms in Strategic Management
• The Strategic-Management Model
• Benefits of Strategic Management
• Why Some Firms Do No Strategic Planning
• Pitfalls in Strategic Planning
• Guidelines for Effective Strategic Management
• Comparing Business and Military Strategy
How to win in a Chess Game?
How to win a battle?
 Defining Strategic Management

v Strategic management
9 the art and science of formulating,
implementing, and evaluating cross-
functional decisions that enable an
organization to achieve its objectives
 Defining Strategic Management

v Strategic management is used

synonymously with the term strategic
planning.
v Sometimes the term strategic
management is used to refer to strategy
formulation, implementation, and
evaluation, with strategic planning
referring only to strategy formulation.
 Defining Strategic Management

v A strategic plan is a company’s game

plan.
v A strategic plan results from tough
managerial choices among numerous
good alternatives, and it signals
commitment to specific markets, policies,
procedures, and operations.
Stages of Strategic Management
 Stages of Strategic Management

v Strategy formulation
9 includes developing a vision and mission,
identifying an organization’s external
opportunities and threats, determining
internal strengths and weaknesses,
establishing long-term objectives, generating
alternative strategies, and choosing particular
strategies to pursue

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 Strategy Formulation

v Deciding what new businesses to enter,

v What businesses to abandon,
v How to allocate resources,
v Whether to expand operations or
diversify,
v Whether to enter international markets,
v Whether to merge or form a joint venture,
v How to avoid a hostile takeover.
 Stages of Strategic Management

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

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 Stages of Strategic Management

v Strategy evaluation
9 reviewing external and internal factors that
are the bases for current strategies,
measuring performance, and taking
corrective actions

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 Stages of Strategic Management

v Strategy formulation, implementation, and

evaluation activities occur at three
hierarchical levels in a large
organization: (1) corporate, (2) divisional
or strategic business unit, and (3)
functional
v Strategic management helps a firm
function as a competitive team

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 Integrating Intuition and Analysis

v Most organizations can benefit from

strategic management, which is based
upon integrating intuition and analysis in
decision making
v Intuition is particularly useful for making
decisions in situations of great uncertainty
or little precedent

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 Adapting to Change

v The second-largest bookstore chain in the

United States, Borders Group, declared
bankruptcy in 2011 as the firm had not adapted
well to changes in book retailing from traditional
bookstore shopping to customers buying
online, preferring digital books to hard copies
v Borders was on the brink of financial collapse
before being acquired in July 2011 by Direct
Brands

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Key Terms in Strategic Management

v Competitive v Strategists
advantage 9 the individuals
9 anything that a who are most
firm does responsible for the
especially well success or failure
compared to rival of an organization
firms

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Key Terms in Strategic Management

v Vision statement
9 answers the question “What do we want to
become?”
9 often considered the first step in strategic
planning

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Key Terms in Strategic Management

v Mission statements
9 enduring statements of purpose that
distinguish one business from other similar
firms
9 identifies the scope of a firm’s operations in
product and market terms
9 addresses the basic question that faces all
strategists: “What is our business?”

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 Key Terms in Strategic Management

v External opportunities and external

threats
9 refer to economic, social, cultural,
demographic, environmental, political, legal,
governmental, technological, and competitive
trends and events that could significantly
benefit or harm an organization in the future

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 Some Opportunities and Threats

v Computer hacker problems are increasing.

v Intense price competition is plaguing most
firms.
v Unemployment and underemployment rates
remain high.
v Interest rates are rising.
v Product life cycles are becoming shorter.
v State and local governments are financially
weak.

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 Key Terms in Strategic Management

v Internal strengths and internal

weaknesses
9 an organization’s controllable activities that
are performed especially well or poorly
9 determined relative to competitors

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Key Terms in Strategic Management

v Objectives
9 specific results that an organization seeks to
achieve in pursuing its basic mission
9 long-term means more than one year
9 should be challenging, measurable,
consistent, reasonable, and clear

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Key Terms in Strategic Management

v Strategies
9 the means by which long-term objectives will
be achieved
9 may include geographic expansion,
diversification, acquisition, product
development, market penetration,
retrenchment, divestiture, liquidation, and
joint ventures

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Key Terms in Strategic Management

v Annual objectives
9 short-term milestones that organizations
must achieve to reach long-term objectives
9 should be measurable, quantitative,
challenging, realistic, consistent, and
prioritized
9 should be established at the corporate,
divisional, and functional levels in a large
organization

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Sample Strategies in Action in 2011

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Key Terms in Strategic Management

v Policies
9 the means by which annual objectives will be
achieved
9 include guidelines, rules, and procedures
established to support efforts to achieve
stated objectives
9 guides to decision making and address
repetitive or recurring situations

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 The Strategic-Management Model

Where are we now?

Where do we want to go?

How are we going to get there?

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A Comprehensive Strategic-Management
Model

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 Benefits of Strategic Management

v Historically, the principal benefit of

strategic management has been to help
organizations formulate better strategies
through the use of a more systematic,
logical, and rational approach to
strategic choice

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 Benefits of Strategic Management

v Communication is a key to successful

strategic management
v Through dialogue and participation,
managers and employees become
committed to supporting the organization

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Benefits to a Firm That Does Strategic Planning

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 Financial Benefits

v Businesses using strategic-management

concepts show significant improvement in
sales, profitability, and productivity
compared to firms without systematic
planning activities
v High-performing firms seem to make more
informed decisions with good anticipation of
both short- and long-term consequences

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 Nonfinancial Benefits

v It allows for identification, prioritization,

and exploitation of opportunities.
v It provides an objective view of
management problems.
v It represents a framework for improved
coordination and control of activities.
v It minimizes the effects of adverse
conditions and changes.

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 Nonfinancial Benefits

v It allows major decisions to better support

established objectives.
v It allows more effective allocation of time
and resources to identified opportunities.
v It allows fewer resources and less time to be
devoted to correcting erroneous or ad hoc
decisions.
v It creates a framework for internal
communication among personnel.

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 Why Some Firms Do No Strategic Planning

v Lack of knowledge in strategic planning

v Poor reward structures
v Firefighting
v Waste of time
v Too expensive
v Laziness
v Content with success

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 Why Some Firms Do No Strategic Planning

v Fear of failure
v Overconfidence
v Prior bad experience
v Self-interest
v Fear of the unknown
v Honest difference of opinion
v Suspicion

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 Pitfalls in Strategic Planning

v Using strategic planning to gain control over

decisions and resources
v Doing strategic planning only to satisfy
accreditation or regulatory requirements
v Too hastily moving from mission development
to strategy formulation
v Failing to communicate the plan to employees,
who continue working in the dark
v Top managers making many intuitive decisions
that conflict with the formal plan

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 Pitfalls in Strategic Planning

v Top managers not actively supporting the

strategic-planning process
v Failing to use plans as a standard for
measuring performance
v Delegating planning to a “planner” rather than
involving all managers
v Failing to involve key employees in all phases
of planning
v Failing to create a collaborative climate
supportive of change

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Guidelines for Effective Strategic Management

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 Comparing Business and Military Strategy

v 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
v Both business and military organizations
must adapt to change and constantly
improve to be successful

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 Excerpts from Sun Tzu’s The Art of War Writings

v 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
v Know your enemy and know yourself, and in
a hundred battles you will never be defeated
v Skillful leaders do not let a strategy inhibit
creative counter-movement

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 Reference

• David, F. (2013). The nature of strategic management. In Strategic

management: A competitive advantage approach, concept and
cases (14th ed., pp. 2-38). Upper Saddle River, NJ: Prentice
Hall: Pearson Education, Inc.