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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