this presentation for a strategic thinking and if anyone need it just send me request its my pleasure to see your comments

1. STRATEGIC THINKING
Prepared By: Yassin Mostafa

4. Copyright 2005 Prentice
Strategic Management
Hall
In essence, the strategic plan is a company’s game
plan.
Ch 1
-4

6. THE PERFORMANCE GAP
Goal
Outcome
Gap
Current Path
TODAY Time

7. HOW DO WE CLOSE THE GAP?
 Define our current position ....
 withrespect to customer needs, competitors, the
general market situation
 Determine our goal ....
 where should our firm be in 5, 10, …, years?
 Evaluate our firm and our market ….
 Strengths, Weaknesses, Opportunities, Threats
 Start down the path that will lead to our goal
 short
- long-term action steps to move
toward our target

8. Copyright 2005 Prentice
Strategic Management –
Defined
Hall
Art & science of formulating,
implementing, and evaluating,
cross-functional decisions that
enable an organization to achieve
its objectives.
Ch 1
-8

10. Benefits of Strategic
Management
• Proactive in shaping firm’s future
• Initiate and influence firm’s activities
• Formulate better strategies
•Systematic, logical, rational
Copyright 2005 Prentice Hall Ch 1 -10

11. Copyright 2005 Prentice
Benefits of Strategic
Management
Hall
Financial Benefits
Ch 1 -11
• Improvement in sales
• Improvement in profitability
• Productivity improvement

12. Copyright 2005 Prentice
Benefits of Strategic
Management
Hall
Non-Financial Benefits
Ch 1 -12
• Improved understanding of competitors strategies
• Enhanced awareness of threats
• Reduced resistance to change
• Enhanced problem-prevention capabilities

13. Why Some Firms Do No
Strategic Planning
Poor reward structures
Fire-fighting
Waste of time
Too expensive
Laziness
Content with success
Copyright 2005 Prentice Hall Ch 1 -13

14. Why Some Firms Do No
Strategic Planning
Fear of failure
Overconfidence
Prior bad experience
Self-interest
Fear of the unknown
Suspicion
Copyright 2005 Prentice Hall Ch 1 -14

15. PROCESSES ARE NEEDED TO
ENSURE THAT STRATEGIES
ARE:
 Aligned: A company’s strategies
must fit with its mission, vision,
competitive
situation and operating strengths.
 Goal-oriented: Strategies are the
means by which a company sets out to
achieve its goals.
( Making a link between company outcomes
and its Goals)

16. PROCESSES ARE NEEDED TO
ENSURE THAT STRATEGIES ARE:
(CONT.)
 Fact-based: The best strategies are based on
and supported by real data . and must be
educated guesses, based on facts—for
example,
The logic behind the strategy must be clear
Effective strategies tell believable stories.

17. PROCESSES ARE NEEDED TO ENSURE
THAT STRATEGIES ARE: (CONT.)
 Based on Broad Thinking: Companies that
are strategically thinking are able to
consider multiple alternatives at once and
to consider a range of scenarios in
making strategic choices.
 Focused: No company can do everything or
be all things to all people. Strategy setting
involves making choices about what
company will do and—as important—what
it will not do. Strategies provide clear
guidance about how a company’s activities
will be prioritized, and how its limited
resources will be deployed.

18.  Agreed upon: Especially in large, complex
organizations, successful strategies must
gain the support of multiple stakeholders.
 Implementable

20. FORMING A STRATEGIC VISION
 What’s the over vision for the Company
 What Kind of enterprise do we want become

21. SETTING OBJECTIVES
 Converting managerial statements of strategic
vision and business mission into specific outcome
the company want to achieve

22. STRATEGY IMMPLEMENTATION
AND EXECUTION
 Putting Chosen Strategy Into Place

23. STRATEFY EVALUATION AND
MONITORING
 Evaluating Performance , Monitoring New
Developments and initiating Corrective Actions
and Adjustments

27. THE GOODNESS OF FIT TEST
 A good strategy has to be well matched with the
company, and its external environmental
condition , and market opportunities and threats.
 At the same time it has to be tailored to
organization resources , weakness , strengths ,
competencies and competitive capabilities.

28. THE COMPETITIVE ADVANTAGE
TEST.
 A good strategies leads to sustainable
competitive advantage .
 The bigger the competitive edge that the strategy
build , the more powerful and effective it is .

29. THE PERFOMANCE TEST
 A good strategy boosts the company performance
 Two Kind of performance improvements are :
1- gain profitability
2- gain company competitive strengths and
long term market position .

30. THE MASTER KEY FOR BEING
STRATEGIC
 IS Keeping and showing positive attitude
always