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Financial and Non-Financial Benefits of Strategic Management

Strategic management provides both financial and non-financial benefits to organizations. Research shows organizations using strategic management concepts are more profitable with improved sales, profitability, and productivity compared to those without. Several studies from the 1970s-1980s found strategic planners significantly outperformed non-planners in financial measures. Strategic management also enhances problem prevention, empowers employees, brings order to organizations, and provides non-financial benefits like identifying opportunities and encouraging change.

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Alemayehu Demeke
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75% found this document useful (8 votes)
2K views3 pages

Financial and Non-Financial Benefits of Strategic Management

Strategic management provides both financial and non-financial benefits to organizations. Research shows organizations using strategic management concepts are more profitable with improved sales, profitability, and productivity compared to those without. Several studies from the 1970s-1980s found strategic planners significantly outperformed non-planners in financial measures. Strategic management also enhances problem prevention, empowers employees, brings order to organizations, and provides non-financial benefits like identifying opportunities and encouraging change.

Uploaded by

Alemayehu Demeke
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
  • Financial Benefits of Strategic Management
  • Non-financial Benefits of Strategic Management

.

Describe the financial and non-financial benefits of strategic management

4.1 Financial benefits of strategic management

Research indicates that organizations using strategic-management concepts are more profitable
and successful than those that do not. Businesses using strategic-management concepts show
significant improvement in sales, profitability, and productivity compared to firms without
systematic planning activities.

High-performing firms tend to do systematic planning to prepare for future fluctuations in their
external and internal environments. Firms with planning systems more closely resembling
strategic-management theory generally exhibit superior long-term financial performance
relative to their industry.

The principal appeal of any managerial approach is the expectation that it will lead to increased
profit for the firm. This is especially true of a strategic management system with a major impact
on both the formulation and implementation of plans.

A serious of studies of various business organizations actually measured the impact of strategic
management processes on the bottom line.

a) Studies made by Ansof, Avner, Branderburg, porter, and Radosvich in 1970.”Does


planning pay”? In a study of 93 US manufacturing firms found that formal planners
who took a strategic management approach outperformed non-planners in terms of
financial criteria that measured sales ,assets, sales price, earning per share, and earnings
growth . The planners were also more accurate in predicting the outcome of major
strategic actions.
b) In 1970 Thune and House who studied 36 firms in six different industries, found that
formal planners in petroleum, food, drug, steel, chemical, and machinery industries
significantly outperformed non-planners in the same fields. Additionally, planners
improved their own performance significantly after the formal process had been adopted
as compared to their financial performance during the non-planning years.
c) Herold 1972 suggested on chemical drug companies that the disparity between the
financial performance of planning and non-planning firms was increasing over time.
d) In 1974 Fulmer and Rue published a study of strategic management practices of 386
companies over a three –year period found that durable goods manufacturing firms with
SM were more successful than those without. Their finding didn’t hold for nondurable
and service companies.
e) In 1974, Schoeffler , Buzzell, and Heany studied measure that profit impact of market
studies (PIMS).The studies involve the effects of strategic planning on a firm’s return on

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investment(ROI).The researcher concluded that ROI was most significantly affected by
market share, investment intensity , and corporate diversity.
f) In additional Karger and malik in 1975 involving 90 US companies in five industries
found that strategic long range planners in terms of generally accepted financial
measures

Finally, while strategic management in large firms, a 1982 report found that strategic
planning had a favorable impact on performance in small businesses. After studying 101
small retail, service, and manufacturing firms over a three- year period, Robinson found a
significant improvement in sales, profitability, and productivity among those businesses
engaging in strategic planning when compared to firms without systematic planning
activities.

The overall patterns of results reported in these above studies clearly indicates the value of
strategic management as gauged by a variety of financial measures .Based on the evidence
now available , organizations that adopt a strategic management approach do so with the
strong and reasonable expectation that the new system will lead to improved financial
performance.

a. Non-financial benefits of strategic management

Besides helping firms avoid financial demise, strategic management offers other tangible
benefits, such as an enhanced awareness of external threats, an improved understanding of
competitors’ strategies, increased employee productivity, reduced resistance to change, and
a clearer understanding of performance–reward relationships.

Strategic management enhances the problem-prevention capabilities of organizations


because it promotes interaction among Managers at all divisional and functional levels.
Firms that have nurtured their managers and employees, shared organizational objectives
with them, empowered them to help improve the product or service, and recognized their
contributions can turn to them for help in a pinch because of this interaction.

In addition to empowering managers and employees, strategic management often brings


order and discipline to an otherwise floundering firm. It can be the beginning of an efficient
and effective managerial system. Strategic management may renew confidence in the
current business strategy or point to the need for corrective actions.

The strategic-management process provides a basis for identifying and rationalizing the
need for change to all managers and employees of a firm; it helps them view change as an
opportunity rather than as a threat.

Greenley stated that strategic management offers the following benefits:


1. It allows for identification, prioritization, and exploitation of opportunities.

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2. It provides an objective view of management problems.
3. It represents a framework for improved coordination and control of activities.
4. It minimizes the effects of adverse conditions and changes.
5. It allows major decisions to better support established objectives.
6. It allows more effective allocation of time and resources to identified
opportunities.
7. It allows fewer resources and less time to be devoted to correcting erroneous or
ad hoc decisions.
8. It creates a framework for internal communication among personnel.
9. It helps integrate the behavior of individuals into a total effort.
10. It provides a basis for clarifying individual responsibilities.
11. It encourages forward thinking.
12. It provides a cooperative, integrated, and enthusiastic approach to tackling
problems and opportunities.
13. It encourages a favorable attitude toward change.
14. It gives a degree of discipline and formality to the management of a business

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Common questions

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Strategic management provides a problem-prevention framework by facilitating interaction among managers, promoting forward-thinking, and establishing clear performance-reward relationships. This proactive approach empowers managers and employees to anticipate challenges and develop solutions in advance, reducing errors and enhancing organizational resilience to change .

Strategic management fosters employee empowerment and productivity by aligning organizational objectives with employee goals, empowering them to take part in strategic initiatives, and recognizing their contributions. This inclusive approach instills a sense of ownership, encourages participation in problem-solving, and enhances overall productivity by integrating individual efforts into the organizational strategy .

Strategic management reduces resistance to change by fostering an environment that views change as an opportunity rather than a threat. By promoting interaction among managers and aligning organizational objectives, strategic management minimizes the impact of adverse conditions and encourages a favorable attitude toward change, thus reducing resistance and building confidence in decision-making .

Non-financial benefits of strategic management include enhanced awareness of external threats, improved understanding of competitors' strategies, increased employee productivity, and reduced resistance to change. It also facilitates better performance-reward relationships, promotes managerial interaction, empowers employees, and brings order and discipline to organizations. Furthermore, it creates a cooperative approach to problem-solving and encourages forward-thinking and positive attitudes towards change .

Strategic management aligns individual responsibilities with organizational goals by creating a structured framework for internal communication and decision-making. It clarifies roles and responsibilities through a shared understanding of objectives and integrates individual actions into a collective effort, which enhances coordination and ensures that individual contributions support the broader strategic objectives .

Strategic management is beneficial for small businesses as it leads to significant improvements in sales, profitability, and productivity. The studies indicated that small businesses engaging in strategic management outperform those without systematic planning activities across various performance metrics. This enhanced performance is due to the structured approach which fosters better resource allocation, opportunity exploitation, and improved managerial cooperation .

Strategic management enhances profitability by influencing factors such as market share, investment intensity, and corporate diversity. Studies show that strategic planning significantly impacts return on investment through these variables. A firm with a larger market share, strategic investments, and diverse corporate activities can achieve higher profitability as strategic management enables a systematic exploration and exploitation of these elements .

Strategic management facilitates opportunity identification and prioritization by providing a structured framework and objective view of management problems. It enables the identification of external threats and opportunities, rationalizes the need for change, and allows for better resource allocation to pursue identified opportunities. This systematic approach minimizes the effects of adverse conditions and supports major decisions that align with established objectives .

Strategic management contributes to improved internal communication by creating a framework for integrating individual behavior into a collective effort, thus enhancing coordination and control over activities. It establishes a formalized communication structure that encourages cooperative problem-solving, promotes clarity in individual responsibilities, and supports an enthusiastic approach toward achieving common goals .

Strategic management positively influences a firm's financial performance by enabling more accurate strategic action predictions and improving overall sales, profitability, and productivity compared to non-planners. Studies, such as those by Ansoff and others, show that firms employing strategic management outperform others on financial criteria like sales, assets, and earnings growth. Specific examples include significant outperformance in industries like petroleum, food, and chemicals .

.
 Describe the financial and non-financial benefits of strategic management
4.1 Financial benefits of strategic management
R
investment(ROI).The researcher concluded that ROI was most significantly affected by
market share, investment intensity , and
2. It provides an objective view of management problems.
3.  It represents a framework for improved coordination and control

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