MODELS FOR

AIDING
STRATEGIC
SELECTION
ENTOC, CRISJOY G.
PEJAN, KIMBERLY JEAN E.
ACTIVITIES OF STRATEGIC MANAGEMENT
MODEL CAN BE DIVIDED INTO 3 STAGES

• Strategy Formulation

• Strategy Implementation

• Strategy Evaluation
 Business Ethics, Social Responsibility, and Environmental Sustainability

Perform
External Audit

Implement
Develop Generate, Implement Strategies
Establish Measure and
Vision and Evaluate, and Strategies Marketing,
Long-term Finance, Evaluate
Mission Select Management
Objectives Accounting, R&D, Performance
Statements Strategies Issues and MIS Issues

Perform
Internal Audit

Global/International Issues
 Business Ethics, Social Responsibility, and Environmental Sustainability

Perform STRATEGY
External Audit FORMULATION

Implement
Develop Generate, Implement Strategies
Establish Measure and
Vision and Evaluate, and Strategies Marketing,
Long-term Finance, Evaluate
Mission Select Management
Objectives Accounting, R&D, Performance
Statements Strategies Issues and MIS Issues

Perform
Internal Audit

Global/International Issues
 Develop Vision and Mission Statements

VISION MISSION
• What do we want to become? • What is our business?

 IMPORTANCE

 Unanimity of purpose
 A basis, or standard, for allocating organizational resources
 A general tone or organizational climate
 A focal point for individuals to identify with the organizations purpose and direction
 Translation of objectives into a work structure
 Organizational purposes and then to translate these purposes into objectives
 Perform External Perform Internal
Audit Audit
• External analysis is done to • Internal analysis is done to
identify external Opportunities identify internal Strengths and
and Threats Weaknesses
 Establish Long-term Objectives
• Represent the results expected from pursuing certain strategies.
Strategies represent the actions to be taken to accomplish ling-term
objectives.

• The time frame for objectives and strategies should be consistent,

usually from two to five years.
 Generate, Evaluate, and Select Strategies

• The final stage of a firms strategy formulation process consists of

generating and selecting among competing strategies in order to
pursue their long – term objectives.
 Business Ethics, Social Responsibility, and Environmental Sustainability

Perform
External Audit

Implement
Develop Generate, Implement Strategies
Establish Measure and
Vision and Evaluate, and Strategies Marketing,
Long-term Finance, Evaluate
Mission Select Management
Objectives Accounting, R&D, Performance
Statements Strategies Issues and MIS Issues

Perform
Internal Audit STRATEGY
IMPLEMENTATION

Global/International Issues
 Implement Strategies Management Issues
• Management issues central to strategy implementation include
establishing annual objectives, devising policies, allocating resources,
altering an existing organizational structure, restructuring and
reengineering, revising reward incentive plans and many more.

• Management changes are necessarily more extensive when strategies

to be implemented move a firm in a major new direction.
 Business Ethics, Social Responsibility, and Environmental Sustainability

Perform
External Audit

Implement
Develop Generate, Implement Strategies
Establish Measure and
Vision and Evaluate, and Strategies Marketing,
Long-term Finance, Evaluate
Mission Select Management
Objectives Accounting, R&D, Performance
Statements Strategies Issues and MIS Issues

Perform
Internal Audit

Global/International Issues
 Business Ethics, Social Responsibility, and Environmental Sustainability

Perform
External Audit

Implement
Develop Generate, Implement Strategies
Establish Measure and
Vision and Evaluate, and Strategies Marketing,
Long-term Finance, Evaluate
Mission Select Management
Objectives Accounting, R&D, Performance
Statements Strategies Issues and MIS Issues

Perform STRATEGY
Internal Audit
EVALUATION

Global/International Issues
 Measure and Evaluate Performance

• Performance measurement is an ongoing process that monitors and

reports on a programs progress and accomplishments by using pre-
selected performance measures.
 MODELS FOR
AIDING STRATEGIC
SELECTION

• ENTOC, CRISJOY G.
• PEJAN, KIMBERLY JEAN E.