Maerkting Strategies
CONVENTIONAL STRATEGIC MANAGEMENT
1. Deals with long-term plans or fixed missions.
2. It is separate from day-to-day management.
3. It is an orderly grand-design for future.
A hierarchy of plans, which are comprehensive, forward looking, internally consistent, which fit resources of the organization to its environment
UNCONVENTIONAL
STRATEGIC MANAGEMENT * Is the consequence of innovative experimentation and entrepreneurial behavior, which does not fit into rigidly defied fixed missions and objectives. * Is not hierarchy of grand-design with fixed mission. * Is a consequence of the way in which challenges are created for the organization. * Is the manner in which single strategic issues are dealt with. * Is not comprehensive, anticipative long term planning.
FACTORS INFLUENCING STRATEGIC CHOICE DECISIONS
1. Role of Past strategy.
2. Degree of firm’s external dependence.
3. Attitude towards risk..
4. Internal political consideration & the CEO.
5. Timing.
6. Competitive reaction.
SUCESSFUL
STRATEGIC MANAGEMENT MEANS : * Resolving tension, which arises out of diametrically opposed requirements placed on organization and behavior. * Total control of the business, management of change of all kinds and handling of disturbances to the business flow caused by the change. * Visionary leadership, determination and effective team work. * Improving total control system of the organization, so that it is fit and flexible enough to play dynamic business games in highly uncertain environment.
THREE MODELS OF STRATEGIC MANAGEMENT
MODEL A: MANAGING BUSINESS & ORGANISATIONAL PROCESS
Deals with strategy and operations * Formulating of Strategy, that provides overall focus and direction for the organization. * Production and delivery of valued products and services, cost effectively to customers. * Creation of a structure that serves the business by optimizing information sharing, decision making and
1. Deals with long-term plans or fixed missions.
2. It is separate from day-to-day management.
3. It is an orderly grand-design for future.
A hierarchy of plans, which are comprehensive, forward looking, internally consistent, which fit resources of the organization to its environment
UNCONVENTIONAL
STRATEGIC MANAGEMENT * Is the consequence of innovative experimentation and entrepreneurial behavior, which does not fit into rigidly defied fixed missions and objectives. * Is not hierarchy of grand-design with fixed mission. * Is a consequence of the way in which challenges are created for the organization. * Is the manner in which single strategic issues are dealt with. * Is not comprehensive, anticipative long term planning.
FACTORS INFLUENCING STRATEGIC CHOICE DECISIONS
1. Role of Past strategy.
2. Degree of firm’s external dependence.
3. Attitude towards risk..
4. Internal political consideration & the CEO.
5. Timing.
6. Competitive reaction.
SUCESSFUL
STRATEGIC MANAGEMENT MEANS : * Resolving tension, which arises out of diametrically opposed requirements placed on organization and behavior. * Total control of the business, management of change of all kinds and handling of disturbances to the business flow caused by the change. * Visionary leadership, determination and effective team work. * Improving total control system of the organization, so that it is fit and flexible enough to play dynamic business games in highly uncertain environment.
THREE MODELS OF STRATEGIC MANAGEMENT
MODEL A: MANAGING BUSINESS & ORGANISATIONAL PROCESS
Deals with strategy and operations * Formulating of Strategy, that provides overall focus and direction for the organization. * Production and delivery of valued products and services, cost effectively to customers. * Creation of a structure that serves the business by optimizing information sharing, decision making and