What is strategic planning? Identify and explain different levels of planning in organisations. Understand the relationship between corporate & functional plans. What should be included in the strategic plan? Evaluate the role of strategic planning. What are the benefits of strategic planning to the firm? What challenges are associated with strategic planning?

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7. ?Planning
Strategic
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8. A process in which a firm
defines its long-term goals; and defines
a strategy to achieve them.
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9. Corporate Plan
Business units Plan
Functional Plan
Other sub-plans
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11. Mission
Vision
Goals | Objectives
Strategic Analysis
Strategic Choices
Strategy
Implementation
Strategy Control
Strategy Evaluation
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12. Mission
Vision
Goals | Objectives
Strategic Analysis
Strategic Choices
Strategy
Implementation
Strategy Control
Strategy Evaluation
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13. purpose
of an organisation.
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14. “
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16. “To help people around &
businesses throughout the world
realise their full potential”
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17. What do these three mission
statements have in common?
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18. 1
benefit
Each renders a
humanity to .
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19. 2
Each has a
brand identity.
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20. 3
Each has a
purpose .
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22. 1
Source of inspiration
As a review tool in times of corporate crisis
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23. “To inspire and nurture the human
spirit— one person, one cup, and
one neighborhood at a time.”
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24. “…to lower the cost of
living for everyone.”
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25. 2
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27. 1
Negligence
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28. 2
Ignorance
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29. 3
MS does not guarantee
organisational effectiveness.
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30. Mission
Vision
Goals | Objectives
Strategic Analysis
Strategic Choices
Strategy
Implementation
Strategy Control
Strategy Evaluation
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31. … it’s about what the firm
wants to become.
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32. “In a world where complexity increasingly touches every aspect of our daily lives,
we will lead in bringing sense
and simplicity to people .”
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33. “To be the most creative
organisation in the world.”
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34. “To build artificial intelligence search-
engines so powerful they would understand
exactly everything that the user needs.”
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35. What do these three vision
statements have in common?
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36. 1
It’s futuristic
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37. 2
They are bold & ambitious.
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38. 2
They are directional
& have a long-term focus.
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39. Mission
Vision
Goals | Objectives
Strategic Analysis
Strategic Choices
Strategy
Implementation
Strategy Control
Strategy Evaluation
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40. SPECIFIC
future states
the firm wants to attain.
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41. Sales revenues
Earnings
Dividends
Rising stock price
Cash flow
Costs cut
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42. Mary Coulter, (2010) “Strategic Management in Action”
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44. SMART
Strive for
goals/objectives.
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46. Mission
Vision
Goals | Objectives
Strategic Analysis
Strategic Choices
Strategy
Implementation
Strategy Control
Strategy Evaluation
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47. Scanning and evaluating
the state of the firm’s internal and external environments.
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48. Internal Audit
Organisation
Markets:
External Audit
Consumers |
Competitors
Industry
Macro-
environment
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49. Mission
Vision
Goals | Objectives
Strategic Analysis
Strategic Choices
Strategic
Implementation
Strategic Evaluation
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50. Formulate strategic choices Strategy Selection
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51. Mission
Vision
Goals | Objectives
Strategic Analysis
Strategic Choices
Strategy
Implementation
Strategy Control
Strategy Evaluation
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52. Why could it be said that strategy
implementation is often the most difficult
stage in the strategic-management process?
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53. People Leadership Culture
Business Environment Support Systems Structure
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54. Mission
Vision
Goals | Objectives
Strategic Analysis
Strategic Choices
Strategic
Implementation
Strategy Control
Strategic Evaluation
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55. Measures aimed at
keeping goals & strategy
are on track.
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56. Established goals, targets,
policies, expectations, etc.
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57. Standards Standards Standards
Ethics standards Cultural standards Sales standards Profit standards
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58. Mission
Vision
Goals | Objectives
Strategic Analysis
Strategic Choices
Strategic
Implementation
Strategy Control
Strategic Evaluation
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59. Sales revenue | Market share
Net profit
Operating cash flow
Earnings per share
Return on shareholder equity
ROCE
etc.
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60. Customer & employee satisfaction
Organisation learning
Reputation
Relationship with suppliers & other stakeholders
etc.
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63. 1
The process is information driven—could improve the
quality of
strategic
decisions.
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64. The analytical aspect of the process could improve the
quality of
strategic
decisions.
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65. 2
Improved
managerial
knowledge
of business environment.
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66. 3
Strategy is known in advance; critical
resources could be
made available
for implementing strategy.
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67. 4
better Firm is
prepared
to confront market risks; to exploit market opportunities.
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68. 5
sales
Could lead to improved and
profitability .
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69. To improve the
effectiveness of
management.
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71. 1
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72. 2
The quality of
information that guide strategic decisions.
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73. 3
The speed of environmental
changes .
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74. Out sync of with
reality
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75. Strategic planning
becomes a frequent,
on-going activity.
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76. 4
It might hinder
flexibility .
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77. 5
It might hinder
creativity .
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78. 6
Not involving lower-levels
staff into the process could
trigger resistance.
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79. 7
It presumes the absence of strategy
failure .
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80. It presumes future
market forces are constant.
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81. What guarantees a marketing strategy
crafted in 2010 is the right strategy for the
company in 2013?
For example, the strategy for meeting our
2011-2015 goals.
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85. Confident
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86. Highly
Predictable
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87. Longer
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88. High
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89. Top Execs
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92. Uncertainty
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93. Less
Predictable
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94. Shorter
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95. Short
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96. Cross-functional teams
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99. Corporate Plan
Business units Plan
Functional Plan
Other sub-plans
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