Hybrid Model
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Strategic Management
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Hybrid Model
- 1. Prepared by: Group 7 / BA 13 - F
- 2. Two–way Feedback — Operational Level
- 4. • Macro Environment • Economic Factors
- 5. Strengths • Technological skills • Leading brands • Distribution channels • Customer loyalty/relationships • Production Quality • Scale • Management Opportunities • Change customer tastes • Technological advances • Changes in government politics • Lower personal taxes • Change in population age • New distribution channels Positive Weaknesses • Absence of important skills • Weak Brands • Poor access to distribution • Low customer retention • Unreliable product/service • Sub-scale • Management Threats • Changing customer base • Closing of geographic markets • Technological advances • Changes in government politics • Tax increases • Change in population age • New distribution channels Negative Internal Factors External Factors
- 7. Developing Strategic Vision and Mission
- 8. • Strategic Vision concerns where the firm is going. • A mission statement concerns on what the business is, what it does and what its purpose
- 9. • In order to make a Vision relevant and meaningful, different elements must be satisfied.
- 11. • It is used to track performance. • It pushes the firm to be more inventive and to be more concerned with the results. • It serves as pull towards common directions. • It expressed in specific quantifiable terms what is visualized in the vision and mission statement.
- 12. S • Specific M • Measurable A • Attainable R • Realistic T • Time-bounded
- 14. Financial Objectives • It focus on achieving acceptable profitability in a company’s pursuit of its mission/vision, long-term health, and ultimate survival.
- 15. Strategic Market Objectives • It focuses on the company’s intent to sustain and improve the organization’s competitive strength and long-term market position through creating customer.
- 16. Internal Operational Objectives • It focus on business process that have an impact on creating customer value and satisfaction. Internal objectives focus on maintaining the firm’s core competencies.
- 17. 1. Innovative and Learning Objectives 2. It focus on activities that assist to improve and build the company’s value creating activities. It involves increases the firm’s knowledge base and learning best practices so the company is continually on the cutting edge.
- 19. • It is the task that serves as the fulcrum and determining factor that separates the planning phase and the evaluation phase. • It addresses the idealism of the top management based on stated strategic objectives in light of the need to accept the realities in the field or the place where the strategy is to be implemented.
- 23. • Forming responses to changes in industry and competitive conditions. • Produce sustainable competitive advantage. • Build competitively valuable competencies and capabilities. • Uniting strategic initiatives. • Addressing strategic issues facing the company.
- 24. • • • • • Action-oriented Evolves over time Never ending Time and output-oriented Requires participation of all parties Characteristics of Strategy Making
- 26. As a process: • It is a discipline or ―systematic way of exposing reality and acting on it.‖ They explain that ―the heart of execution lies in three core processes―.
- 27. Visualize the Strategy Measure the Strategy Report Progress Make Decisions Communicate Strategy Manage Projects Align Strategic Projects Identify Strategy Projects Align Individual Roles Reward Performance
- 29. • Fixing benchmark performance 1 2 • Measurement of performance • Analyzing Variance 3 4 • Taking corrective action
- 30. Thank you for listening to the report!