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Strategic Management by Mind Map: Strategic Management
5.0 stars - 7 reviews range from 0 to 5

Strategic Management

Other Inputs

Goals

Strategic Mission

Vision - what the org wants to be

Mission - what we do

Values

Strategic Intent

Leveraging Res, Capabils & c/competencies to achieve goals in comp. environment

Have the mob with you

Inputs

Ext Env

General, PEST

Industry, TE, Economies of Scale, Prod Differentiation, Capital, Switching costs, Access to distribution, New node, TSub, PSup, Choice, High Switching Costs, Importance of Goods, Forward integration, PBuy, Switching cost, Purchase a large portion, Differentiated products, IRiv, Numerous or equal competitors, Slow industry growth, High fixed/storage costs, Lack differentiation/low switching costs, High strategic stakes, Govt, Complementors

Competitor (org & competitors), Future objectives, Current strategy, Assumptions, Capabilities

Ext Enviro Anal Process, scan, mon, f'cast, assess

Int Env

Resources, Capabilities, Core Competencies, Rare, Valuable, Costly to Imitate, Non Substitutable, Value Chain, prim & sup act, outsource

SCA

Strategy - integrated and coordinated set of commitments and actions designed to exploit core competencies and gain a competitive advantage.

Strategic Group

implicatns: rivalry cn be intense, the strength of 5 forces differs across groups, changing grps can be difficult

Formulation

CLS: diversification (3 levels) & growth

Reasons for diversification, Value creating, Value neutral, Value reducing

Single biz = 95%rev from core biz

1. Dominant biz = 70-95% from core

'Related diversification' (dev & exploit eco of scope), dom biz = less 70% rev

2. 'Related constrained' - share resources, mod-high less than 70%, central struct

Related linked, share fewer resources and more transferring of knowledge, less 70% rev & limited links bn bizs, seperate profit centres

3. Unrelated, less than 70% & no common links, Reduce risk, Harder to manage, perform is based on fin criteria, very decentralised

BLS (prod mkt)

Id customers: who what how

1 Cost Lship, central CL functional structure

2. Differentn, Suits smaller firms, decentr function decision mkg

3. Focussed, comp segmt: buyer grp, prod line, geogrpahic

Functional

Gen Blg Blocks CA, Sup efficiency, =out/inpu, eco of scale, learng effects, prod, material mgt, Mktg, IT, HR, ,R&D, HR, Infra,, Sup innovation, bld skills & proc incl xfunctional intergration high fail rate, Sup quality, TQM, Sup cust responsiveness, focus on cust, id bettr ways to sat needs, what when w/out comp l/term prfty, & deliv a comb of all above

SWOT

Implementation

Match with Strategy!

A checklist incl changes in staff, style, systems, structure, shared values, and skills

Structure

Horizontal/Vertical

Good Design, Lower cost, Higher Prices

Tall/Flat

Centralised/Decentralised

Matrix/Product Team/Geographic

Controls

Balanced Scorecard, Financial, Customer, People Learning & Growth, Internal processes

Strategic, subj criteria

Financial, obj criteria

Stakeholders

Identify s/h + interests

3 Types

Capital

Product

Organisation

Global

Cost vs local response

International

Transnational, matrix & hybrid struc

Multi-Domestic, dec functional struc

Globalisation

Understand Nation C/A

Rivalry

Factor endowments

Local Demand

Competitiveness of related products

Entry mode

Export

License

Franchise

Joint venture

Strategic Alliance

Inter Diversn & Rtns

broad divn typ = hgher rtns

potential ecos of scale

incr assess flex labour mkts & size

location adv

glob netwks incr

Entrepreneurship

corporate

Innovation

Invention

Innovation, internal, 2 types: autonomous or induced strategic behaviours, internal corp venturing, incremental, radical, cooperative strategies, Acquisition

Imitation

International

strategic

size/age of org can impact its success based on willingness to take risks