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  • Module 2 - Modelling The Strategy Process

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    Baher William
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    This document outlines a simple strategic planning model consisting of 8 steps: 1) setting goals, 2) forecasting payoffs, 3) forecasting shortfalls, 4) identifying potential strategies, 5) selecting the best strategy mix, 6) organizing and implementing, 7) controlling and reappraising, and 8) providing feedback. It also discusses strategic planning roles like strategists, analyzer and competitor, strategy decision makers, and implementors and controllers. The model provides a structure for strategic planning but may be too rigid and not reflect the natural dynamic process of a company.

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    Module 2 - Modelling the Strategy Process

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    This document outlines a simple strategic planning model consisting of 8 steps: 1) setting goals, 2) forecasting payoffs, 3) forecasting shortfalls, 4) identifying potential strategies, 5) selecting the best strategy mix, 6) organizing and implementing, 7) controlling and reappraising, and 8) providing feedback. It also discusses strategic planning roles like strategists, analyzer and competitor, strategy decision makers, and implementors and controllers. The model provides a structure for strategic planning but may be too rigid and not reflect the natural dynamic process of a company.

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    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Flag for inappropriate content
    Download as pdf or txt
    14 views1 page

    Module 2 - Modelling The Strategy Process

    Uploaded by

    Baher William
    This document outlines a simple strategic planning model consisting of 8 steps: 1) setting goals, 2) forecasting payoffs, 3) forecasting shortfalls, 4) identifying potential strategies, 5) selecting the best strategy mix, 6) organizing and implementing, 7) controlling and reappraising, and 8) providing feedback. It also discusses strategic planning roles like strategists, analyzer and competitor, strategy decision makers, and implementors and controllers. The model provides a structure for strategic planning but may be too rigid and not reflect the natural dynamic process of a company.

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    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Flag for inappropriate content
    Download as pdf or txt
    of 1

    Module 2

    Single prod company


    Small / Entrepreneurial
    Owner = manager
    Benefits Gives structure Simplifies complex
    Owner = manager processes Checklist ID conflict of interest
    Integrated
    vertical integrated = specialised func. org. Evolution of company Functional model
    Multi-product company
    Potential investments
    formalised mngt systems Diversified Strategits, entrepreneour & goal setter Who
    Drawbacks Mechanical process To rigid decides to do what reactions to external/internal changes
    SBU decide prod & mrkt mix -deminish the natural & dynamic process
    Corp strategy cannot alone come from a ID new strat manouvers
    model
    Quantitative - market share, profit etc. Collection and analysis of info
    1. Setting goals
    Qualitative - quality, customer satisfaction etc. Changes in int/ext environment
    Analyser & competitor
    Analysis & design Strategists - mngt roles (round Survey Select important and critical info
    2. Forecast payoffs
    Strength + Opportunities boxes in diagram) Often low priority

    Analysis & design Mngt consulted most of the times


    Strategy decision makers Choices
    Weakness + Threaths
    3. Forecast shortfalls Modelling the strategic ID & analyse different alternatives before decision
    planning process
    4. ID potential strategies Simple Strategic model make it happen when decision is taken
    5. Select best strategy mix Implementor & controller Allocate resources
    Id critical succes factors evaluate & control resource use
    6. Org and implement
    resource allocation
    theory & reality is different
    survailiance of internal & external environment
    7. Control & reappraisal
    Does not follow theory

    back to stage 1 leads to continious strategic planning Use verbal sources not documented
    8. Feedback research on managers
    Some reflective other doers
    SP - multidimensional role and many levels
    An attempt to rationalise the How is the function undertaken - improvement
    complex process of company
    decision making where
    connection between cause and
    effect is obscure

    Mod 2.mmap - 30/11/2011 - - - prepared by Carl Olav Staff / Rune Fjellvang


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