Strategic Management and
Business Policy 15e, Global Edition
Chapter 1
Basic Concepts of
Strategic
Management
15
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Learning Objectives (1 of 2)
1.1 Discuss the benefits of strategic management
1.2 Explain how globalization, innovation, and
environmental sustainability influence strategic
management
1.3 Discuss the differences between the theories of
organizations
1.4 Discuss the activities where learning
organizations excel
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1-2
Learning Objectives (2 of 2)
1.5 Describe the basic model of strategic
management and its components
1.6 Identify some common triggering events that act
as stimuli for strategic change
1.7 Explain strategic decision-making modes
1.8 Use the strategic audit as a method of analyzing
corporate functions and activities
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1-3
The Study of Strategic Management
(1 of 2)
• Strategic Management
– a set of managerial decisions and actions that
determines the long-run performance of a
corporation
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The Study of Strategic Management
(2 of 2)
Strategic management includes:
• Internal and external environmental scanning
• Strategy formulation
• Strategy implementation
• Evaluation and control
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1-5
Phases of Strategic Management
As managers attempt to better deal with their
changing world, a firm generally evolves through
the following four phases of strategic
management:
• Phase 1: Basic financial planning
• Phase 2: Forecast-based planning
• Phase 3: Externally oriented strategic planning
• Phase 4: Strategic management
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Benefits of Strategic Management
(1 of 2)
• The attainment of an appropriate match, or “fit,”
between an organization’s environment and its
strategy, structure, and processes has positive
effects on the organization’s performance.
• Strategic planning becomes increasingly
important as the environment becomes more
unstable.
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1-7
Benefits of Strategic Management
(2 of 2)
• Clearer sense of strategic vision for the firm
• Sharper focus on what is strategically important
• Improved understanding of a rapidly changing
environment
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1-8
Impact of Globalization
• Globalization
– the integrated internationalization of markets
and corporations
– has changed the way modern corporations do
business
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1-9
Impact of Innovation
• Innovation
– describes new products, services, methods,
and organizational approaches that allow the
business to achieve extraordinary returns
• It is the implementation of potential innovations
that truly drives businesses to be remarkable.
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1-10
Impact of Sustainability (1 of 2)
• Sustainability
– refers to the use of business practices to
manage the triple bottom line
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Impact of Sustainability (2 of 2)
The triple bottom line involves:
1. the management of traditional profit/loss
2. the management of the company’s social
responsibility
3. the management of its environmental
responsibility
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1-12
Basic Model of Strategic
Management (1 of 9)
Strategic management consists of four
basic elements:
1. Environmental scanning
2. Strategy formulation
3. Strategy implementation
4. Evaluation and control
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1-13
Figure 1-1: Basic Elements of the
Strategic Management Process
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Figure 1-2: Strategic Management Model
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1-15
Basic Model of Strategic
Management (2 of 9)
• Environmental Scanning
– the monitoring, evaluating and disseminating of
information from the external and internal
environments to key people within the
organization
– SWOT analysis: simple way to conduct
environmental scanning
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Figure 1-3: Environmental Variables
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Basic Model of Strategic
Management (3 of 9)
• Strategy formulation
– process of investigation, analysis, and
decision-making that provides the company
with the criteria for attaining a competitive
advantage
– includes defining the competitive advantages
of the business, crafting the corporate mission,
specifying achievable objectives, and setting
policy guidelines
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1-18
Basic Model of Strategic
Management (4 of 9)
• Mission
– purpose or reason for the organization’s
existence
• Vision
– describes what the organization would like to
become
• Objectives
– results of planned activity
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Basic Model of Strategic
Management (5 of 9)
• Strategy
– forms a comprehensive master approach that
states how the corporation will achieve its
mission and objectives
– maximizes competitive advantage and
minimizes competitive disadvantage
– corporate, business, functional
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Figure 1-4: Hierarchy of Strategy
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Basic Model of Strategic
Management (6 of 9)
• Policy
– a broad guideline for decision-making that links
formulation of a strategy with its
implementation
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Basic Model of Strategic
Management (7 of 9)
• Strategy implementation
– process by which strategies and policies are
put into action through the development of
programs, budgets, and procedures
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Basic Model of Strategic
Management (8 of 9)
• Evaluation and control
– a process in which corporate activities and
performance results are monitored so that
actual performance can be compared with
desired performance
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Basic Model of Strategic
Management (9 of 9)
• Performance
– result of activities
– includes actual outcomes of the strategic
management process
• Feedback/learning process
– revise or correct decisions based on
performance
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Strategic Decision-making
• Strategic decisions
– deal with the long-term future of an entire
organization and have three characteristics:
1. rare
2. consequential
3. directive
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Three Characteristics of
Strategic Decisions
• Rare
– Strategic decisions are unusual and typically have no
precedent to follow.
• Consequential
– Strategic decisions commit substantial resources and
demand a great deal of commitment from people at all
levels.
• Directive
– Strategic decisions set precedents for lesser decisions
and future actions throughout an organization.
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Mintzberg’s Modes of Strategic
Decision-making (1 of 2)
• Entrepreneurial mode
– strategy is made by one powerful individual
• Adaptive mode
– characterized by reactive solutions to existing
problems, rather than a proactive search for new
opportunities
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Mintzberg’s Modes of Strategic
Decision-making (2 of 2)
• Planning mode
– involves the systematic gathering of
appropriate information for situation analysis,
the generation of feasible alternative
strategies, and the rational selection of the
most appropriate strategy
• Logical incrementalism
– a synthesis of the planning, adaptive, and, to a lesser
extent, the entrepreneurial modes
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Strategic Decision-making Process
1. Evaluate current performance results.
2. Review corporate governance.
3. Scan and assess the external environment.
4. Scan and assess the internal corporate environment.
5. Analyze strategic factors.
6. Generate, evaluate, and select the best alternative
strategies.
7. Implement selected strategies.
8. Evaluate implemented strategies.
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Figure 1-5: Strategic Decision-Making
Process (1 of 2)
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Figure 1-5:
Strategic Decision-making Process (2 of 2)
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The Strategic Audit:
Aid to Strategic Decision-making
• Strategic audit
– provides a checklist of questions, by area or
issue, that enables a systematic analysis to be
made of various corporate functions and
activities
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