strat man

• STRATEGIC BUSINESS UNIT

  Sometimes treated as a department or unit of a mother business organization for purposes of corporate planning or doing corporate strategy
• STRATEGIC BUSINESS UNIT

  Unit that produces products or services for

  which there is identifiable group of customers
• STRATEGIC BUSINESS UNIT

  A mid-sized business or a division of a corporation that has different strategies and objectives than its parent company.
• BUSINESS LEVEL STRATEGY

  More focused and meant for the single business concern or a small business unit forming part of the family of business concerns
• BUSINESS LEVEL STRATEGY

  Operational plan of action of a single and independent business that uses the company’s resources and competencies to gain a competitive advantage over its rivals in the market or industry
• BUSINESS LEVEL STRATEGY

  Specific responses to changing conditions
• BUSINESS LEVEL STRATEGY

  Scope of geographic coverage of the business strategy
• BUSINESS LEVEL STRATEGY

  Explore collaborative alliance or partnerships as necessary
• BUSINESS LEVEL STRATEGY

  Financial strategy to support the overall business strategy
• BUSINESS LEVEL STRATEGY

  Specific functional strategies to be undertaken
• BUSINESS LEVEL STRATEGY

  Concern for research and development strategy
• BUSINESS LEVEL STRATEGY

  Conscious efforts to build competitive advantage
• Functional Responsibilities

  refer to those tasks, function or activities that a given operating unit is duty- bound to do by the very nature of its functional category
• Functional Strategy

  approach taken by a functional area or unit to achieve its objectives and duties by way of maximizing the use of its resources and in light of strategic direction as well as prevailing market competitions
• FUNCTIONAL STRATEGIES

  Articulation of the corporate or business level strategies at the level of the various departments of the business organizations
• FUNCTIONAL STRATEGIES

  It is a game plan for a strategically-relevant function, activity, or business process.
• FUNCTIONAL STRATEGIES

  It provides details how key activities will be managed.
• FUNCTIONAL STRATEGIES

  It provides a supportive role to the business level strategy
• FUNCTIONAL STRATEGIES

  It specifies how functional objectives are to be achieved.
• FUNCTIONAL STRATEGIES

  Highlight the role of every department or unit
• FUNCTIONAL STRATEGIES

  Role and scope of activities of each department or unit
• FUNCTIONAL STRATEGIES

  Provides the direction which department needs to pursue
• FUNCTIONAL STRATEGIES

  Defines the contribution to firm’s overall mission
• OPERATING STRATEGIES

  More operational compared to functional strategies as the tasks are usually done at ground level with more precise details
• OPERATING STRATEGIES

  Narrower strategies for managing grassroots activities and strategically-relevant operating units
• OPERATING STRATEGIES

  Add detail to business and functional strategies
• Product development option

  research and development option that seeks to develop new product or service resulting to a variety of products or services the company can offer
• Market development

  seeks to explore additional market share by developing other markets in other geographical areas
• Market penetration

  pursuing concentrated and vigorous efforts to push a product or service using a variety of marketing strategies
• Environmental Scanning

  It is a process that takes into account both external and internal environment.
• Environmental Scanning

  Covers a broader context as it involves evaluating, monitoring, and dissemination of information from the external and internal environments to key people within the corporation
• Macro Environment

  Essentially refers to all forms of direct or indirect factors of overall environmental conditions at large considered external or outside the business organization
• SWOT ANALYSIS

  A popular tool for doing qualitative analysis of the potentials of business organizations particularly in the context of assessing their competitiveness.
• SWOT ANALYSIS

  Stands for Strengths, Weaknesses, Opportunities, and Threats
• Internal environment

  strengths and weaknesses component of the SWOT represents
• External Environment

  the opportunities and threats component of the SWOT represents
• STRENGTH

  It is something a firm does well or a characteristic that enhances its competitiveness.
• STRENGTH

  Valuable competencies or know-how

  Valuable physical assets Valuable human assets

  Valuable organizational assets

  Valuable intangible assets
• STRENGTH

  Important competitive abilities
• STRENGTH

  Attribute that places a company in a position of market advantage