1. Introduction to strategic management Dr Bryan Mills

12. Mission Elements of mission Detail Purpose Why – for shareholders and satisfy stakeholders Strategy Nature of business; products/services; competitive position; competence; competitive advantage Policies and standards of behaviour Mission converted to practice Value and Culture Basic (unstated?) beliefs

17. Goal types Goal Comment Ideological Goals Organisation’s mission Formal Goals Imposed by individuals/groups Shared Personal Goals Individuals reach consensus System Goals Independent of mission – derive from organisations existence as an organisation

25. Hierarchy of objectives

30. Gap Analysis Want Carry on as is Time M Share

31. Gap and ANSOFF Profit/market share Target Forecast min Improve existing Product dev. Market pen.

32. http://seekingalpha.com/article/128370-tesco-a-look-at-britain-s-top-retailer

34. Assessment Mission Objectives Evaluate Create Corporate Plan Assess external environment, O pportunities and T hreats, P olitical, E conomic, S ocial and T echnological Assess the internal environment, S trengths and W eaknesses Develop mission statement, or if one already exists establish how it relates to the above assessment Develop objectives using mission and assessment Consider alternative ways of achieving these objectives Develop a corporate plan featuring the above objectives and mission.

35. What do you think are the differences between Strategic and Operational?

38. Strategic control Time-lag Source of comp. adv. risks linkages Influencers

42. But http://utdallas.edu/~vxc054000/ba3365/img/fig6.jpg

43. PLC Intro. Growth Maturity Decline Financial High risk High risk Medium Low CSF Time to Launch Market share/comp. Adv Retention Timely exit Info Research Market share Costs Exit Control Milestones DCF ROI Free cash flow Cash User User Generator Generator Ret on Cap Not Imp. Not Imp. Important Important Growth Vital Vital New Uses Negative Profit None important Important V Imp.

46. Can you think of some other reasons/problems?

47. Control and Structure Global Matrix Global Opportunities High Global Product structure Global hierarchy Low International Division (single division) Global geographic structure (multiple) Low High Multidomestic Opportunities

51. Risk and Uncertainty Physical Economic Business PLC Political Financial

52. Where next?

53. http://www.emeraldinsight.com/content_images/fig/3300080110004.png GE McKinsey Matrix

54. http://www.softducks.com/image/icon/B/BCG-Growth-Share-Matrix-Software-90495.gif

55. http://theexecutiveperspective.com/2010/06/01/igor-ansoffs-strategy-development-process/

56. http://www.vectorstudy.com/management_theories/img/porters_competitive_strategies.gif