Strategic Situational Diagnosis in Jordanian Food Industries

1. Conducting the Strategic Situational Diagnosis, case of Jordanian food industries Dr. Marwa Ahmed Dr.Ameen Al-Momani Miss.Wedad AL Aqrabawi

2. Introduction Strategic planning is to a business what a map is to a road rally driver. It is a tool that defines the routes that when taken will lead to the most likely probability of getting from where the business is to where the owners or stakeholders want it to go. And like a road rally, strategic plans meet detours and obstacles that call for adapting and adjusting as the plan is implemented.

3. The Study Objectives • This research examined two major questions: • (1) What is the strategic planning process? • (2) How can we conduct the strategic • situational diagnosis in Jordanian food industries?

4. Research limitations There are several limitations of this research. First, this research is based on a questionnaire that was developed before and already used before. Strategic Planning Process:Self-Assessment Questionnaire for Businesses The second is the sample size, too small to be statistically representative of the entire Jordanian food industry. The research has been conducted within a short period of time which may not reflect an accurate and valid profile.

5. Research instrument The questionnaire ,Strategic Planning Process:Self-Assessment Questionnaire for Businesses is already used before Therefore, the results are confined to its validity and reliability. The questionnaire fulfill the objectives of the study and measured on a 1 to 3 Likert scale.

6. Hypotheses The following hypotheses were examined: H1: There are no statistical differences (α≤0.05) between managers due to the location of the industry towards conducting the strategic situational diagnosis H2: There are no statistical differences (α≤0.05) between managers due to the eduaction of managers towards conducting the strategic situational diagnosis H3: There are no statistical differences (α≤0.05) between managers due to the managers' years of experience towards conducting the strategic situational diagnosis H4: There are no statistical differences (α≤0.05) between managers due to the industry age towards conducting the strategic situational diagnosis

7. Sample characteristics The population of the study is all the mangers and department heads in all food industry registered in Amman chamber of commerce. A stratified proportional-random sample is selected in order to answer the questions posed in the questionnaire. Total of (86) useable questionnaires were obtained. The sample distribution according to the demographic variables. Figures show that the majority (75.6%) of the sample is in Amman City ,29.1% of managers' years of experience in the Industry is 5 years – less than 10 years, 46.5% of the sample with a Bachelor degree, and 33.7% of Industry Age are 10 years – less than 15 Years.

8. Testing the hypothesis SPSS Package was used to assess the reliability aspect of the questionnaire, which appears to be valid and reliable, and provide consistent results in repeated uses and had an acceptable reliability.

9. we used SPSS Package and T-Test. and we found that there are statistical differences towards the strategic situational diagnosis in the variables 1,4,6,10,12 and 18 which show that the managers in Zarqa City feel stronger than the one in Amman City in these variables. So we rejected the hypothesis

10. To test hypothesis 2: There are no statistical differences (α≤0.05) between managers due to the education of managers towards conducting the strategic situational diagnosis we used SPSS Package and One-Way Analysis of Variance ANOVA. and we found that there are statistical differences towards the Conducting the Strategic Situational Diagnosis in variable 2,3,5,8,13,14,15 and16

11. To know which group is significant we ran Scheffe test and we found that the the industry managers with Diploma and Bachelor degree feel more than the one who has Graduate study. So we rejected the hypothesis

12. To test hypothesis 3:There are no statistical differences (α≤0.05) between managers due to the managers' years of experience towards conducting the strategic situational diagnosis we used SPSS Package and One-Way Analysis of Variance ANOVA. and we found that there are statistical differences towards the conducting the strategic situational diagnosis in variables 7,8,9 and 18

13. To know which group is significant we ran Scheffe test and we found that the Managers' years of experience in the Industry less than 3 years feel more the one with 5 – less than 10 years in these variables. So we rejected the hypothesis

14. To test hypothesis 4: H4: There are no statistical differences (α≤0.05) between managers due to the industry age towards conducting the strategic situational diagnosis we used SPSS Package and One-Way Analysis of Variance ANOVA. and we found that there are statistical differences towards conducting the strategic situational diagnosis in variables 1,9 and 18 To know which group is significant we ran Scheffe test and we found that the managers who work in industry age 20 Years & above feel more the one work in industry age 15 – less than 20 Years.So we rejected the hypothesis

15. Conclusion and Recommendations The managers in Zarqa City feel stronger than the one in Amman City about the organization assess the industry as a whole in terms of new competitors and concepts, new technologies, and others. we found that the managers with Diploma and Bachelor degree feel more than the one who has Graduate study about the external/market analysis which identify key threats to the business and Key opportunities and if the organization have knowledge of and access to sources of information about the industry, markets, and other external factors. We strongly recommended that all industry follow different frameworks and methodologies for strategic planning and management.