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Strategic Management. Dr. Hala Hattab November 21-23 Venue . Course Introduction . Welcome About Me About You (why you?) Why Strategy? Overview of Topics and Calendar Expectations Introduction of Concepts. Who are You? Self Introduction. Name Company Undergraduate Studies

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strategic management

Strategic Management

Dr. Hala Hattab

November 21-23

Venue

course introduction
Course Introduction
  • Welcome
  • About Me
  • About You (why you?)
  • Why Strategy?
  • Overview of Topics and Calendar
  • Expectations
  • Introduction of Concepts
who are you self introduction
Who are You? Self Introduction
  • Name
  • Company
  • Undergraduate Studies
  • Work experience, if any
  • What are you interested in?
  • What do you hope to gain from this course?
why you
Why You?
  • You will be principals in firms
  • You will have to decide what to do: What markets?

What services?

Where to dedicate your time?

What kinds of people?

  • You probably will be part of a team.
why strategy
Why Strategy?
  • It’s about how businesses compete.
  • How to earn above average returns.
  • Selection of industries
  • Selection of segments
  • Choice of tactics
  • How to IMPLEMENT!
overview of topics and calendar
Overview of Topics and Calendar
  • Day 1
    • Introduction to Strategic Planning and Management
    • Why strategic management is important?
    • Strategic Management: Key Concepts
    • Strategic Planning for SMEs
  • Day 2
    • Design a business plan for your organization
  • Day 3
    • Design a business plan for your organization
expectations for the course you will
Expectations for the Course: You Will…
  • Struggle with figuring out what to do
  • Be prepared to participate in planning for your own firms
  • Study real business situation
introduction of concepts
Introduction of Concepts
  • Strategic Management: The set of managerial decisions and actions that determines the long-run performance of an organisation.
  • Strategic Planning: The process of determining a company\'s long-term goals and then identifying the best approach for achieving those goals
why is strategic management important
Why is strategic management important?
  • Gives everyone a role
  • Makes a difference in performance levels
  • Provides systematic approach to uncertainties
  • Coordinates and focuses employees
basics of strategic management
Basics of Strategic Management
  • Four aspects that set strategic management apart
    • Interdisciplinary
      • Capstone of the Business degree
    • External focus
      • Competition
    • Internal focus
    • Future direction
strategic management process12
Strategic Management Process
  • Step 1: Identifying the organisation’s current mission, objectives, and strategies
    • Mission: the firm’s reason for being
      • Who we are,
      • What we do, and
      • Where we are now
    • Goals: the foundation for further planning
      • Measurable performance targets
  • Step 2: Conducting an external analysis
    • The environmental scanning of specific and general environments
    • Focuses on identifying opportunities and threats
strategic management process cont d
Strategic Management Process (cont’d)
  • Step 3: Conducting an internal analysis
    • Assessing organisational resources, capabilities, activities and culture:
      • Strengths (core competencies) create value for the customer and strengthen the competitive position of the firm.
      • Weaknesses (things done poorly or not at all) can place the firm at a competitive disadvantage.

Steps 2 and 3 combined are called a SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats)

strategic management process cont d14
Strategic Management Process (cont’d)
  • Step 4: Formulating strategies
    • Develop and evaluate strategic alternatives
    • Select appropriate strategies for all levels in the organisation that provide relative advantage over competitors
    • Match organisational strengths to environmental opportunities
    • Correct weaknesses and guard against threats
strategic management process cont d15
Strategic Management Process (cont’d)
  • Step 5: Implementing strategies
    • Implementation: effectively fitting organisational structure and activities to the environment
    • Effective strategy implementation requires an organisational structure matched to its requirements.
  • Step 6: Evaluating results
    • How effective have strategies been?
    • What adjustments, if any, are necessary?
slide18

Part Two:

Business Plan

what is a bp
What is a BP ?
  • A written document that
  • outlines an organization\'s overall direction, philosophy, and purpose
  • examines its currentstatus in terms of its strengths, weakness, opportunities, and threats
  • sets long-term objectives, and
  • formulates short-term tactics to reach them.
the strategic mind behind bp
The Strategic Mind behind BP
  • Focus the strategic parts of your plan related to:
    • Time and Energy to attain goals (predefine what is to be achieved)
    • Resource allocation (Count chickens before they hatch don’t take in too much. Promise what can be delivered)
    • Your Business and Competition (Analyze your strengths and weakness)
    • Employee communication (nice trick, don’t take the blame over you)
extended tricks
Extended Tricks
  • Divide the work. Take The Correspondence.
  • Editable BP – make BP in revisions as you go in depth, make it finalized when you are sure about zero loopholes
  • Make another BP as a Plan 2, so that anytime you can seek in more resource (handy but a tough trick)
how to draft a simple bp
How to Draft a Simple BP
  • Work on These lines:
    • Vision of organisation
    • Goal of future
    • Clients, Users, Target market
    • Edge of you / your team / company
    • Barriers to achieve the target
    • Better serve clients..how ??
    • Ad more to target..possible ??
    • Adding new customers / users / target market share
    • Accountings
    • Starting of the plan dates
slide23

In theory, there is no difference between theory and practice. But, inpractice, there is." - Jan L.A. van de Snepscheut

simply stated
Simply Stated...

Make your points clearly and crisply.

style counts
Style counts…
  • Use bulleted or enumerated points whenever possible.
  • Leave a wide margin.
  • Try to utilize meaningful graphs and diagrams throughout the entire plan
basic structure
Basic Structure
  • Executive Summary
  • The Market
  • The Product
  • The Team
  • The Strategy
  • The Forecasts
  • Appendices
market analysis
Market Analysis
  • It should be as useful for you as it is for the investor.
    • Situation Analysis
    • Market Opportunity
    • Competitive Factors
    • Technical Feasibility
    • Risk/Reward Assessment
the product
The Product
  • Know when “less is more”
  • Readability geared for layman
  • Deep technical points can be reserved for an appendix

“Market Driven Engineering”

the forecasts
The Forecasts
  • Let’s be realistic!
  • 4 year model
  • Monthly detail only in years #1 and #2
  • Drive data from “unit model”
  • Use ordinal numbers for months
  • Understand your DCF
executive summary
Executive Summary
  • This may be the only document that gets read; distill the most important points
  • Write it after the rest of the document, but put it 1st
  • Use same terminology, wording, and images
  • Provide your sense of valuation and likely deal structure
appendices
Appendices
  • Stuff you wanted to put in the plan
    • Technical white-paper(s)
    • More detailed financial analysis, DCF, etc.
    • Additional competitive data
    • Additional market data/published reports
    • Articles about the company, product, market, team, etc…
concluding remarks
Concluding Remarks
  • Impress the reader with the thoroughness of your understanding of the market.
  • Make it understandable.
  • Value white-space.
  • Develop realistic, flexible financial forecasts
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