Strategic Management Process: An Introduction
Strategic Management Process:
An Introduction
By: Prof. Dr. Andr?s N?br?di PhD, MBA
? Dr. N?br?di Andr?s DE-AVK
University of Debrecen
Faculty of Ag. Economics and Rural Development Dept.: Business Management and Marketing HUNGARY
Motto of today:
`Accept failure, but focus on recovery'
IBM 2006
? Dr. N?br?di Andr?s DE-AVK
Module outline
Outline
? Why strategic management?
?Tasks of strategic management ?Strategic management is an ongoing process
?Who performs the tasks of strategy
?Benefits of managing strategically
?Why strategic management? ?Tasks of strategic management
?Strategy formulation ?Strategy implementation ?Strategy evaluation ?Strategic management is an ongoing process ?Who performs the tasks of strategy ?Benefits of managing strategically ?Terms to remember
? Dr. N?br?di Andr?s DE-AVK
The ,,sceleton" of a plan
Outline
? Why strategic management?
?Tasks of strategic management ?Strategic management is an ongoing process
?Who performs the tasks of strategy
?Benefits of managing strategically
? Making a position paper (the current situation) ?Environmental and economic circumstances ?Capital ? Fixed assets ? Current assets ?Human resources
? Conceptual (preliminary) plan ?Technological (production, service) planning ?Financial plan, making balance sheet, cash-flow plan
? Dr. N?br?di Andr?s DE-AVK
Variability of business environment
Outline
? Why strategic management?
?Tasks of strategic management ?Strategic management is an ongoing process ?Who performs the tasks of strategy ?Benefits of managing strategically
? Dr. N?br?di Andr?s DE-AVK
Level of variability, character
Aquaintenance of occurrence
The speed of change
Forecast of the future
1900 stable
The occurence is unidentified
Slower than the reaction
time of a company
Easy because the occourrence is
periodic
1930 reactive statring fom the past Occurence can indentified from the past experience
Close to the reaction time of a company
The future can forecasted by extrapolation from the past.
1950
1970
2000-
anticipative explorer
creative
starting fom
the future
Occurrents are unexpected but Occurrents
based on past experience
are
forecasting can be calculate incalculable,
novel and
unexpectable
The changes are faster than reaction time of a
company
The future can forecasted but consists threats and opportunities as well
The future can partly
forecasted. Extremely hard to plan because of the obscurity
The birth of the term of strategic planning
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