An Introduction
Adapted from “Strategic Management:
Formulation, Implementation and
Control by Pearce and Robinson
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Develop a “Strategic Planning Methodology”
Practical Framework for
Developing a Strategic Plan
 Implementing that Plan
 Controlling the Plan
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Adapted from “Strategic Management:
Formulation, Implementation and
Control by Pearce and Robinson
Adapted from “Strategic Management:
Formulation, Implementation and
Control by Pearce and Robinson
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Mission
Vision
Values
Social Responsibility
Ethics
Adapted from “Strategic Management:
Formulation, Implementation and
Control by Pearce and Robinson
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Economic
Social
Political
Technological
Ecological
Adapted from “Strategic Management:
Formulation, Implementation and
Control by Pearce and Robinson
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Barriers to Entry
Supplier Power
Buyer Power
Substitute Availability
Competitive Rivalry
Adapted from “Strategic Management:
Formulation, Implementation and
Control by Pearce and Robinson
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Competitors
Creditors
Customers
Labor
Suppliers
Adapted from “Strategic Management:
Formulation, Implementation and
Control by Pearce and Robinson
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SWOT
Value Chain Analysis
Answers the Question
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What capabilities do we have?
Adapted from “Strategic Management:
Formulation, Implementation and
Control by Pearce and Robinson

Statement of Your Strategic Position Based On:
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Internal Analysis
External Analysis
Adapted from “Strategic Management:
Formulation, Implementation and
Control by Pearce and Robinson

Choose a Strategy Based On:
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Strategic Analysis
Adapted from “Strategic Management:
Formulation, Implementation and
Control by Pearce and Robinson
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Low Cost
Differentiation
Focus (Niche)
Adapted from “Strategic Management:
Formulation, Implementation and
Control by Pearce and Robinson
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Concentrated Growth
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Market Development
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Present Products, Expanded Markets
Product Development
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Single Product, Single Market
Present Market, Expanded Product
Innovation
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New Product or Service
Adapted from “Strategic Management:
Formulation, Implementation and
Control by Pearce and Robinson
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Integration
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Horizontal
Vertical
Diversification
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Concentric
Conglomerate
Adapted from “Strategic Management:
Formulation, Implementation and
Control by Pearce and Robinson
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Turnaround
Divestiture
Liquidation
Bankruptcy
Adapted from “Strategic Management:
Formulation, Implementation and
Control by Pearce and Robinson
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Joint Ventures
Strategic Alliances
Consortia
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Keiretsus (Japan)
Chaebols (South Korea)
Adapted from “Strategic Management:
Formulation, Implementation and
Control by Pearce and Robinson
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Balanced Scorecard
Customer
 Financial
 Internal Business Process
 Learning and Growth
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See the Team Member Guide
Adapted from “Strategic Management:
Formulation, Implementation and
Control by Pearce and Robinson
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Profitability
Productivity
Competitive Position
Employee Development
Employee Relations
Technological Leadership
Public Responsibility
Adapted from “Strategic Management:
Formulation, Implementation and
Control by Pearce and Robinson
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Derived From a Long Term Objective
Business Function Specific
Multiple Objectives For Each Business Function
MUST SPECIFY (Who, What, When)
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Who will do it: Business Function Manger
What will be done: Identify the Task
When is it to be done: The deadline
Adapted from “Strategic Management:
Formulation, Implementation and
Control by Pearce and Robinson

Business Function:
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Also called a Division or Department
Specify Who, What, When
Examples
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Marketing
Production
Finance
Human Resources
Information Technology
Adapted from “Strategic Management:
Formulation, Implementation and
Control by Pearce and Robinson
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Empowerment
Policies vs Guidelines
Policies and Productivity
Adapted from “Strategic Management:
Formulation, Implementation and
Control by Pearce and Robinson
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Designed for Mission
Designed Around Business Processes
Adapted from “Strategic Management:
Formulation, Implementation and
Control by Pearce and Robinson

Measures What Has Been Accomplished
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Are We Meeting Our Goals?
Makes Adjustments When Objectives Not Met
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What needs to be done to fix the problems?
Adapted from “Strategic Management:
Formulation, Implementation and
Control by Pearce and Robinson
Adapted from “Strategic Management:
Formulation, Implementation and
Control by Pearce and Robinson