Strategic Management &
Strategic Competitiveness
Chapter One
© 2006 by Nelson, a division of Thomson Canada Limited.
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Strategic
Inputs
Chapter 4
Internal
Environment
Strat. Intent
Strat. Mission
Strategy Formulation
Chapter 5
Bus. - Level
Strategy
Chapter 6
Chapter 7
Competitive Corp. - Level
Dynamics
Strategy
Chapter 9
Chapter 8
Acquisitions & International
Strategy
Restructuring
Strategic
Outcomes
Strategic Actions
Chapter 3
External
Environment
Chapter 2
Above Average
Returns
Chapter 10
Cooperative
Strategies
Chapter
Chapter 11
Strategic
Strategic
Competitiveness
Competitiveness
The Strategic
.
Management
Process
.
Strategy Implementation
Chapter 11
Corporate
Governance
Chapter 12
Structure
& Control
Chapter 13 Chapter 14
Strategic Entrepreneurship
Leadership & Innovation
Feedback
© 2006 by Nelson, a division of Thomson Canada Limited.
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What is Strategy?
“A unified, comprehensive, and integrated plan designed to
ensure that the basic objectives of the enterprise are achieved.”
(Glueck, 1980:9)
“The pattern or plan that integrates an organization’s major goals,
policies, and action sequences into a cohesive whole.” (Quinn,
1980)
“A pattern of resource allocation that enables firms to maintain or
improve their performance.
“A good strategy… neutralizes threats and exploits opportunities
while capitalizing on strengths and avoiding or fixing
weaknesses.”
(Barney, 1997:17)
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Intended, Emergent and Realized Strategies
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Alternative Models of Superior Returns
Industrial
Organization
Model
O
I
ResourceBased
Model
The External Environment
Resources
An Attractive Industry
Capabilities
Strategy Formulation
Competitive Advantage
Assets and Skills
An Attractive Industry
Strategy Implementation
Strategy Implementation
Superior Returns
Superior Returns
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The Global Economy
One in which goods, services, people, skills,
and ideas move freely across geographic
borders
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Technology and Technological
Change
• Increasing rate of technological change and
diffusion
Perpetual innovation
• The information age
Personal computers, cellular phones, artificial
intelligence, virtual reality, massive databases,
electronic networks, e-business
• Increasing knowledge intensity
Information, intelligence, expertise, strategic
flexibility.
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Strategic Intent
Internally focused, it is the leveraging of
a firms resources, capabilities, and core
competencies to establish the firms
goals in the competitive environment.
Strategic Mission
Externally focused, it is a statement of a
firms unique purpose and the scope of
it’s operations in product and market
terms.
Together,
strategic intent
and strategic
mission yield the
insights required
to formulate and
implement
strategies.
© 2006 by Nelson, a division of Thomson Canada Limited.
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Stakeholders
© 2006 by Nelson, a division of Thomson Canada Limited.
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