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Managers should determine strategies for evaluating progress toward goal achievement within an established time period. One way to do this is through requesting monthly progress reports from responsible unit managers. If short- comings are found, then the next and last step in planning will be figuring out remedies for going back on track.
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A strategic plan is a broadly defined plan that is aimed at creating a desired future for the organization. Strategic plans focus on the broad future and identify the long-term direction the organization will take as a whole. These plans ideally set forth the goals and objectives needed to accomplish the organization’s vision.
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Tactical plans are short-range plans that emphasize the current operations of various parts of the organization, such as production, marketing and human resources. Tactical plans translate strategic plans into specific goals for specific parts of the organization. They specify how the organization’s resources can be used to put strategies into action. Tactical plans in business often take the form of functional plans that indicate how different operations within the organization will contribute to the overall strategy.
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An operational plan presents information to direct people in their day-to-day tasks that will support and enable the tactical plan. Operational plans translate tactical plans into specific goals and actions for small units of the organization and focus on the near term (12 months or less).
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Standing plans are ongoing plans that provide guidance for activities performed repeatedly, like policies and procedures.Standing plans are developed to ensure the smooth running of operations. They bring consistency and uniformity to employees’ efforts.
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A budget is a plan that commits resources to projects or activities for a specific time period. In some organizations managers may spend a fair amount of time bargaining with higher levels to get adequate budgets to support the needs of their work units or teams.
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A proposed budget is rarely approved without a cutback. Therefore, many managers propose a budget by adding the expected amount of cut and/or attempt to give better rationalizations for each or critical budget items.
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An approved budget shows the total amount of money the manager is authorized to spend together with how much on which budget item. Typically, the proposed budget and approved budget is hardly ever the same. Usually, the approved budgets involve cutbacks from the proposed budgets mostly for the purpose of controlling and reducing costs.
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Decision making is the process of finding or identifying problems/opportunities in order to resolve them. This involves making a choice from available options. The process of decision making can be described as involving seven steps (Figure 4.2).
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The decision-making process starts with identifying a problem or opportunity. In order to initiate the decision-making process, one should feel the need to decide. The need to decide can be external or internal. If a problem or opportunity is brought to the attention of the relevant person or people by outside parties, then the trigger for decision making is external. If the decision maker takes initiative and chooses to come to a decision, then there is an internal trigger for taking a decision. Sometimes people can be driven to decide both internally and externally.
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The decision-making process does not end with implementation, because there is the possibility of not realizing expected results. That is why, the decision makers need to follow up on the realization of expected results.
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The rational decision-making model is a step-by-step process for making logically sound decisions. This model assumes that the decision maker has full or perfect information.
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First, strategy is related to competition. If there is no competition, we do not need strategy. Second, strategy deals with the longer term. It is always about the future.
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Business life has both a competitive and futureoriented context: suppliers compete with each other for the business of important buyer companies, and companies compete with each other for building a valuable customer base, while business units compete with each other for obtaining more resources from company headquarters. Moreover, those organized actors would not like to win only now, but for the longer term.
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Strategic management is a management field that brings analysis, formulation, and implementation together for achieving sustainable competitive advantage.
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Studying strategic management helps a person to think like a manager who must see the organization and its relationships with the environment in a holistic way in order to position the organization for superior performance.
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To evaluate competitive advantage, we compare company performance to either the performance of other companies in the same industry or an industry average. A company which can surpass its competitors or the industry average over an extended period has a sustainable competitive advantage.
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Sustainable competitive advantage is either being ahead of competitors or achieving higher performance than the industrial average for a long time.
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Using accounting profitability is the most common practice to evaluate company performance and competitive advantage.
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Accounting profitability is a company’s efficiency in utilizing production factors to generate earnings.
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Some of the profitability ratios most commonly used in strategic management are the following: • return on equity (ROE), which is profit after taxes/total stockholder’s equity, • return on assets (ROA), which is profit after taxes/total assets, • return on revenue (ROR), which is profit after taxes/total revenue, • return on sales (ROS), which is profit after taxes/total sales
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Profitability ratios and total shareholder return are the most common metrics for the company performance.
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Total shareholder return (TSR) is the share price at the end of a period and at the beginning of a period plus dividends. It is the most common ratio to assess stock market performance in strategic management.
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Strategy refers to the determination of the basic long-term goals of an enterprise, the adoption of courses of action and the allocation of resources necessary for carrying out these goals to achieve sustainable competitive advantage. Strategy is usually a theory of the company that explains how the competition is going to evolve and how that evolution can be used for competitive advantage.
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Strategic management is the integrative management field that combines analysis of the firm’s external and internal environments, formulation of strategy resulting in the company’s corporate, business, and functional strategies, and implementation of a set of coherent actions in the quest for competitive advantage.
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