Strategic control aims to assess the progress made towards achieving the desired outcome It gives feedback and alerts top management to problems or potential problems before a situation becomes critical Strategic visualisation p7 [study] Visualisation, the graphic representation of strategic content, can improve the quality of the strategic management process p7 Table 1: Strengths of visualisation p8 Organisational direction and environmental analysis p8 [study] Figure 1.1: The strategic management process p9 Environment analysis consists in evaluating and analysing (SWOT analysis) p8: The external environment for possible opportunities and threats The internal environment for possible strengths and weaknesses The internal environment is also known as the company profile p9 Environmental analysis is essential for the next phase, strategy formulation p10 The use of visualisation methods to structure vast amounts of information p10: Quantitative data (sales and marketing data) structured by means of – standard techniques such as bar charts, line charts, pie charts Qualitative data structured by means of standard structures (2x2 matrixes) – customised by the user or for specific tasks (SWOT matrix) Porter’s five forces p10: Threat of new competition Threat of substitute products or services Bargaining power of customers (buyers) Bargaining power of suppliers Intensity of competitive rivalry S-curve diagram p10: Strategy formulation (strategy planning) p10 [study] Given the strategic direction and environmental analysis, the organisation is now in a position to develop long-term goals, derived from the mission statement p10
Strategic control aims to assess the progress made towards achieving the desired outcome It gives feedback and alerts top management to problems or potential problems before a situation becomes critical Strategic visualisation p7 [study] Visualisation, the graphic representation of strategic content, can improve the quality of the strategic management process p7 Table 1: Strengths of visualisation p8 Organisational direction and environmental analysis p8 [study] Figure 1.1: The strategic management process p9 Environment analysis consists in evaluating and analysing (SWOT analysis) p8: The external environment for possible opportunities and threats The internal environment for possible strengths and weaknesses The internal environment is also known as the company profile p9 Environmental analysis is essential for the next phase, strategy formulation p10 The use of visualisation methods to structure vast amounts of information p10: Quantitative data (sales and marketing data) – structured by means of standard techniques such as bar charts, line charts, pie charts Qualitative data – structured by means of standard structures (2x2 matrixes) customised by the user or for specific tasks (SWOT matrix) Porter’s five forces p10: Threat of new competition Threat of substitute products or services Bargaining power of customers (buyers) Bargaining power of suppliers Intensity of competitive rivalry S-curve diagram p10: Strategy formulation (strategy planning) p10 [study] Given the strategic direction and environmental analysis, the organisation is now in a position to develop long-term goals, derived from the mission statement p10
MNG3701-001_2011_4_e_study_notes_quantum.docx