1. BUSINESS POLICY Strategic Management
PLM MBA-TEP

2. Course Objectives Understand the strategic planning process
Analyze issues in strategic management
Evaluate the strategic moves of a variety of organizations
Apply strategic management principles and practices in a simulated management situation
Evaluate your own career plans using a strategic management perspective

3. Course Outline The nature of strategy The formulation of strategy
The implementation of strategy

4. PART 1 1.Understanding the Concept of Strategy
2.Communicating Purpose through Mission Statements
3.The Role of the Strategist in Governance
4. Viewing Strategy from the Stakeholders Perspective

5. Session 1
Understanding the Concept of Strategy

6. Exercise :
Innkeepers of America

7. Key Points 1. Affects future direction of firm
2. Affects the firm as a whole
3. Has significant financial impact on the firm
4. Evokes a significant response from the environment

8. Strategy
Plan
Ploy
Pattern
Position
Perspective

9. Strategy is a Purposefully Opportunistic Process

10. The Comprehensive Strategic Management Model
Perform
External
Audit
Establish
Long-Term
Objectives
Generate,
Evaluate
and Select
Strategies
Implement
Strategies –
Marketing,
Finance,
Accounting, R&D,
And MIS Issues
Management
Issues
Measure
and Evaluate
Performance
Develop Vision
and Mission
Statements
Internal
Strategy
Formulation
Implementation
Evaluation
Source: Fred R. David, “How Companies Define Their Mission, “ Long Range Planning 22.no3 (June 1998): 40.

11. Session 2
Communicating Purpose Through Mission Statements

12. “Only a clear definition of the mission and purpose of the business makes possible clear and realistic business objectives. It is the foundation for priorities, strategies, plans and work assignments.” - Peter F. Drucker

13. Mission Statement Criteria
1.Defines the organization’s core purpose in terms of customers needs
2. Indicates the key beliefs, values and priorities that managers are committed to and that influence the decisions they make

14. Examining Mission Statements
Exercise :
Examining Mission Statements

15. Session 3
The Strategist’s Role in Governance

16. STRATEGY AS A BALANCING PROCESS
Crisis
Time

17. Caselet
MANAGERIAL IMAGINATION

18. PERSONAL CAPITAL
What drives you?

19. Session 4
Viewing Strategy From the Stakeholder’s Perspective

20. Stakeholders Customers Stockholders Employees Creditors Supplers
Government
Local Community

21. U.S. versus Microsoft Corporation
Caselet :
U.S. versus Microsoft Corporation

22. Key Concepts 1. Change drives strategy
2. Strategy is purposefully opportunistic
3. Frame mission from the customer’s perspective
4. The decision-maker is a very important person
5. Strategy is a profoundly political

23. REFLECTIONS