Strategic Management: A Competitive

Advantage Approach, Concepts and

Cases
Eighteenth Edition

Chapter 1
The Nature of Strategic
Management

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Learning Objectives
1.1 Describe the strategic management process.
1.2 Discuss the three stages of activities for strategy
formulation, implementation, and evaluation.
1.3 Explain the need for integrating analysis and intuition in
strategic management.
1.4 Define and give examples of key terms in strategic
management.

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Learning Objectives (continued)
1.5 Describe the benefits of engaging in strategic
management.
1.6 Explain why some firms do not engage in strategic
planning.
1.7 Describe the pitfalls in doing strategic planning.
1.8 Discuss the connection between business and military
strategies.
1.9 Explain how this course can enhance a student’s
employability.

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Defining Strategic Management (1 of 3)
Strategic Management
• The art and science of formulating, implementing, and
evaluating cross-functional decisions that enable an
organization to achieve its objectives.

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Defining Strategic Management (2 of 3)
• Strategic management is used synonymously with the
term strategic planning in this course.
• Sometimes the term strategic management is used to refer
to strategy formulation, implementation, and evaluation,
with strategic planning referring only to strategy
formulation.
• In contrast, long-range planning tries to optimize trends
of today for tomorrow.

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Defining Strategic Management (3 of 3)
• A strategic plan is a company’s game plan.
• A strategic plan results from tough managerial choices
among numerous good alternatives, and it signals
commitment to specific markets, policies, procedures, and
operations.

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Figure 1.1
The Comprehensive, Integrative, Strategic Management Model

Source: Fred R. David, “How Companies Define Their Mission,” Long Range Planning 22, no. 1 (February 1989): 91.
See also Anik Ratnaningsih, Nadjadji Anwar, Patdono Suwignjo, and Putu Artama Wiguna, “Balance Scorecard of David’s
Strategic Modeling at Industrial Business for National Construction Contractor of Indonesia,” Journal of Mathematics and
Technology no. 4 (October 2010): 20.
See also Meredith E. David, Fred R. David, and Forest R. David, “Closing the Gap Between Graduates’ Skills and
Employers’ Requirements: A Focus on the Strategic Management Capstone Business Course,” Administrative Sciences
11, no. 1 (2021): 10.

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

The Strategic-Management Model
• Where are we now?
• Where do we want to go?
• How are we going to get there?

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Stages of Strategic Management (1 of 4)
• Strategy formulation.
• Strategy implementation.
• Strategy evaluation.

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Stages of Strategic Management (2 of 4)
• Strategy Formulation
– Developing a vision and mission.
– Identifying an organization’s external opportunities and
threats.
– Determining internal strengths and weaknesses.
– Establishing long-term objectives.
– Generating alternative strategies.
– Choosing particular strategies to pursue.

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Strategy Formulation Decisions
• What new businesses to enter.
• What businesses to abandon.
• Whether to expand operations or diversify.
• Whether to enter international markets.
• Whether to merge or form a joint venture.
• How to avoid a hostile takeover.

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Stages of Strategic Management (3 of 4)
• Strategy Implementation
– Requires a firm to establish annual objectives, devise
policies, motivate employees, and allocate resources
so that formulated strategies can be executed.
– Includes developing a supportive culture, creating an
organizational structure, redirecting marketing efforts,
preparing budgets, devising tactics, and other tasks.
– Often called the action stage.

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Stages of Strategic Management (4 of 4)
• Strategy Evaluation
– Determining which strategies are not working well.
– Three fundamental activities:
 Reviewing external and internal factors that are the
bases for current strategies.
 Measuring performance.
 Taking corrective actions.

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Key Terms in Strategic Management
(1 of 6)
• Competitive Advantage
– Any activity a firm does especially well compared to
activities done by rival firms, or;
– Any resource a firm possesses that rival firms desire.
• A firm must strive to achieve sustained competitive
advantage.

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Key Terms in Strategic Management
(2 of 6)
• Strategists
– Individuals most responsible for the success or failure
of an organization.
– Help an organization gather, analyze, and organize
information.
• Vision and Mission Statements
– A vision statement answers the question “What do we
want to become?”
– A mission statement answers the question “What is our
business?”

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Key Terms in Strategic Management
(3 of 6)
• External Opportunities and Threats
– Political, economic, sociocultural, technological,
environmental, legal, (PESTEL) and competitive trends
and events that could significantly benefit or harm an
organization.
• Internal Strengths and Internal Weaknesses
– An organization’s controllable activities that are
performed especially well or poorly.
– Determined relative to competitors.

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Some Opportunities and Threats
• Consumers' expectation for green operations and products
is rising 8 percent annually in Western Europe.
• Internet marketing is growing 11 percent annually in the
United States.
• Commodity food prices rose 6 percent the prior year.
• Oil and gas prices increased 8 percent in the last twelve
months.
• Computer hacker problems are increasing 14 percent
annually.

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Key Terms in Strategic Management
(4 of 6)
• Long-Term Objectives
– Specific results that an organization seeks to achieve in
pursuing its basic mission.
– Long term means more than one year.
– Should be challenging, measurable, consistent,
reasonable, and clear.

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Key Terms in Strategic Management
(5 of 6)
• Strategies
– The means by which long-term objectives will be
achieved.
– May include geographic expansion, diversification,
acquisition, product development, market penetration,
retrenchment, divestiture, liquidation, and joint
ventures.
• SWOT analysis
– SWOT stands for Strengths, Weaknesses,
Opportunities, and Threats.
– This tool helps managers identify four different potential
strategies.
Copyright © 2024, 2020, 2017 Pearson Education, Inc.
Figure 1.2
The Basic SWOT Matrix
Format

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Key Terms in Strategic Management
(6 of 6)
• Annual objectives
– Short-term milestones that organizations must achieve
to reach long-term objectives.
– Should be measurable, quantitative, challenging,
realistic, consistent, and prioritized.
– Should be established at the corporate, divisional, and
functional levels in a large organization.
• Policies
– The means by which annual objectives will be
achieved.

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Benefits of Strategic Management
• Strategic management allows an organization to be more
proactive than reactive in shaping its own future.
• It allows an organization to initiate and influence (rather
than just respond to) activities – and thus to exert control
over its own destiny.

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Figure 1.3
Benefits to a Firm That Does Strategic Planning

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Financial Benefits
• Organizations using strategic-management concepts show
significant improvement in sales, profitability, and
productivity compared to firms without systematic planning
activities.
• High-performing firms tend to do systematic planning to
prepare for future fluctuations in their external and internal
environments.

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Nonfinancial Benefits
• Enhanced awareness of external threats.
• Improved understanding of competitors’ strategies.
• Increased employee productivity.
• Reduced resistance to change.
• Clearer understanding of performance-reward
relationships.

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Why Some Firms Do No Strategic
Planning
• No formal training in strategic management.
• No understanding of or appreciation for the benefits of
planning.
• No monetary rewards for doing planning.
• No punishment for not planning.
• Too busy “firefighting” (resolving internal crises) to plan
ahead.
• View planning as a waste of time, since no product/service
is made.

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Why Some Firms Do No Strategic
Planning (continued)
• Laziness; effective planning takes time and effort; time is
money.
• Content with current success; failure to realize that
success today is no guarantee for success tomorrow.
• Overconfidence.
• Prior bad experience with strategic planning done
sometime/somewhere.

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Pitfalls in Strategic Planning
• Using strategic planning to gain control over decisions and
resources.
• Doing strategic planning only to satisfy accreditation or
regulatory requirements.
• Too hastily moving from mission development to strategy
formulation.
• Not communicating the plan to employees, who continue
working in the dark.
• Top managers making many intuitive decisions that conflict
with the formal plan.
• Top managers not actively supporting the strategic-
planning process.
• Not using plans as a standard for measuring performance.
Copyright © 2024, 2020, 2017 Pearson Education, Inc.
Pitfalls in Strategic Planning (continued)

• Delegating planning to a “planner” rather than involving all

managers.
• Not involving key employees in all phases of planning.
• Not creating a collaborative climate supportive of change.
• Viewing planning as unnecessary or unimportant.
• Viewing planning activities as silos comprised of
independent parts.
• Becoming so engrossed in current problems that
insufficient or no planning is done.
• Being so formal in planning that flexibility and creativity are
stifled.

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Comparing Business and Military
Strategy
• A fundamental difference between military and business
strategy is that business strategy is formulated,
implemented, and evaluated with an assumption of
competition, whereas military strategy is based on an
assumption of conflict.
• Both business and military organizations must adapt to
change and constantly improve to be successful.

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Excerpts from Sun Tzu’s The Art of
War Writings
• Strategic planning is a matter of vital importance to the
state: a matter of life or death, the road either to survival or
ruin. Hence, it is imperative that it be studied thoroughly.
• Know your enemy and know yourself, and in a hundred
battles you will never be defeated.
• Skillful leaders do not let a strategy inhibit creative counter-
movement.

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Examples of Employability Skills
from Using Text
• Critical thinking.
• Collaboration.
• Knowledge application and analysis.
• Business ethics and social responsibility.
• Information technology.
• Data literacy.

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Figure 1.4
How to Gain and Sustain Competitive Advantages

Copyright © 2024, 2020, 2017 Pearson Education, Inc.

Copyright

This work is protected by United States copyright laws and is provided

solely for the use of instructors in teaching their courses and
assessing student learning. Dissemination or sale of any part of this
work (including on the World Wide Web) will destroy the integrity of the
work and is not permitted. The work and materials from it should never
be made available to students except by instructors using the
accompanying text in their classes. All recipients of this work are
expected to abide by these restrictions and to honor the intended
pedagogical purposes and the needs of other instructors who rely on
these materials.

Copyright © 2024, 2020, 2017 Pearson Education, Inc.