National University of Modern Languages

Lahore

Assignment

MBA-5(A)

Roll # L-21207

Strategic Management

Topic: 1-Strategic planning model ABCDE &

Submitted to: Ma’am Zulaikha

Submitted by: Muhammad Daniyal Tahir

Submission Date: 13-10-2020

• Process to establish priorities on what you will accomplish in the future.

• Forces you to make choices on what you will do and what you will not do.

• Pulls the entire organization together around a single game plan for execution.

• Broad outline on where resources will get allocated.

A GOOD STRATEGIC PLAN SHOULD:-

• Address critical performance issues.

• Create the right balance between what the organization is capable of doing vs. what the
organization would like to do.

• Cover a sufficient time period to close the performance gap.

• Visionary – convey a desired future end state.

• Flexible – allow and accommodate change.

• Guide decision making at lower levels – operational, tactical, and individual.

1. STRATEGIC PLANNING MODEL

Strengths

• Strengths – Those things that you do well, the high value or performance points

• Strengths can be tangible: Loyal customers, efficient distribution channels, very high quality
products, excellent financial condition

• Strengths can be intangible: Good leadership, strategic insights, customer intelligence, solid
reputation, high skilled workforce

• Often considered “Core Competencies” – Best leverage points for growth without draining
your resources

Weaknesses

• Weaknesses – Those things that prevent you from doing what you really need to do

• Since weaknesses are internal, they are within your control

• Weaknesses include: Bad leadership, unskilled workforce, insufficient resources, poor product
quality, slow distribution and delivery channels, outdated technologies, lack of planning.
Opportunities

• Opportunities – Potential areas for growth and higher performance

• External in nature – marketplace, unhappy customers with competitor’s, better economic conditions,
more open trading policies

• Internal opportunities should be classified as Strengths

• Timing may be important for capitalizing on opportunities

Threats

• Threats – Challenges confronting the organization, external in nature

• Threats can take a wide range – bad press coverage, shifts in consumer behavior, substitute
products, new regulations

• May be useful to classify or assign probabilities to threats

• The more accurate you are in identifying threats, the better position you are for dealing with the
“sudden ripples” of change.

BASELINE

Why create a baseline?

• Puts everything about the organization into a single context for comparability and planning.

• Descriptive about the company as well as the overall environment

• Include information about relationships – customers, suppliers, partners

• Preferred format is the Organizational Profile

Major Components of the Strategic Plan / Down to Action

Mission Statement

• Captures the essence of why the organization exists – Who we are, what we do

• Explains the basic needs that you fulfill

• Expresses the core values of the organization

• Should be brief and to the point

• Easy to understand

• If possible, try to convey the unique nature of your organization and the role it plays that
differentiates it from others
Vision

• How the organization wants to be perceived in the future – what success looks like

• An expression of the desired end state

• Challenges everyone to reach for something significant – inspires a compelling future

• Provides a long-term focus for the entire organization Goals

• Shapes the way ahead in actionable terms.

• Best applied where there are clear choices about the future.

• Puts strategic focus into the organization – specific ownership of the goal should be assigned to
someone within the organization.

• May not work well where things are changing fast – goals tend to be long-term for environments
that have limited choices about the future.

Objectives

● Relevant - directly supports the goal

● Compels the organization into action

● Specific enough so we can quantify and measure the results

● Simple and easy to understand

● Realistic and attainable

● Conveys responsibility and ownership

● Acceptable to those who must execute

● May need several objectives to meet a goal

What are Action Plans?

• The Action Plan identifies the specific steps that will be taken to achieve the initiatives and strategic
objectives – where the rubber meets the road

• Each Initiative has a supporting Action Plan(s) attached to it

• Action Plans are geared toward operations, procedures, and processes

• They describe who does what, when it will be completed, and how the organization knows when
steps are completed

• Like Initiatives, Action Plans require the monitoring of progress on Objectives, for which measures
are needed

Action Plan Execution

• Requires that you have answered the Who, What, How, Where, and When questions related to the
project or initiative that drives strategic execution

• Coordinate with lower level sections, administrative and operating personnel since they will execute
the Action Plan in the form of specific work plans

• Assign action responsibility and set timelines – Develop working plans and schedules that have
specific action steps

• Resource the project or initiative and document in the form of detail budgets (may require
reallocation prior to execution)

• Monitor progress against milestones and measurements

• Correct and revise action plans per comparison of actual results against original action plan
EVALUATE

Continuous Feedback through the Balanced Scorecard

● Cascade and align from the top to create a Strategic Management System.

● Use the Balanced Scorecard framework to organize and report actionable components.

● Use the Scorecard for managing the execution of your strategy.

● Scorecard “forces” you to look at different perspectives and take into account cause- effect
relationships (lead and lag indicators)

● Improves how you communicate your strategy – critical to execution.

Performance Management

● Establish a regular review cycle using your balanced scorecard.

● Analyze and compare trends using graphs for rapid communication of performance.

● Don’t be afraid to change your metrics – life cycle (inputs to outputs to outcomes)

● Work back upstream to revise your plans: Action Plans > Operating Plans > Strategic Plans

● Planning is very dynamic – must be flexible to change.

● Recognize and reward good performance results

● Brainstorm and change – take corrective action on poor performance results.

2. Industrial Organization Model

The Industrial Organization Model suggests that above-average returns for any firm are largely determined
by characteristics outside the firm.

The I/O model largely focuses on industry structure or attractiveness of the external environment rather than
internal characteristics of the firm.

I/O Model of Superior Returns

Action required:

Study the external environment, especially the industry environment.

An Attractive Industry
An industry whose structural characteristics suggest above-average returns are possible.

Action required:

Locate an industry with high potential for above-average returns.

Strategy Formulation

Selection of a strategy linked with above-average returns in a particular industry.

Action required:

Identify strategy called for by the industry to earn above-average returns.

Assets and Skills

Assets and skills required to implement a chosen strategy

Action required:

Develop or acquire assets and skills needed to implement the strategy.

Strategy Implementation

Selection of strategic actions linked with effective implementation of the chosen strategy

Action required:

Use the firm’s strengths (its assets or skills) to implement the strategy.

Superior Returns

Earning of above-average returns.

Action required:

Maintain selected strategy in order to outperform industry rivals.