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For strategic planning to work, it needs to include some formality (i.e., including an analysis of the internal and external environment and the stipulation of strategies, goals and plans based on these analyses), comprehensiveness (i.e., producing many strategic options before selecting the course to follow) and careful stakeholder management ...
Strategic management tools. In the field of management, strategic management involves the formulation and implementation of the major goals and initiatives taken by an organization's managers on behalf of stakeholders, based on consideration of resources and an assessment of the internal and external environments in which the organization operates.
An example of a vision statement: The Carrington Public School System is committed to seeing students exercising self-control, being accountable, showing respect, actively learning, inquiring, discussing, questioning, debating, self-motivated, creating, connecting instruction to life, and reflecting and revising.
Concept-Driven Strategy is a process for formulating a strategy that draws on the explanation of how humans inquire, provided by linguistic pragmatic philosophy. This argues that thinking starts by selecting (explicitly or implicitly) a set of concepts (frames, patterns, lenses, principles, etc.) gained from our past experiences.
Differentiation strategy is not suitable for small companies. It is more appropriate for big companies to apply differentiation in any one or several of the functional groups (finance, purchase, marketing, inventory etc.). [5] This point is critical. For example, GE uses its finance division differentiate itself.
The strategy articulation will describe the strategic outcomes to be achieved, preferably expressed in the form of quantitative or qualitative goals. [9] This strategy articulation can, for example, be expressed in the form of a Destination Statement. [10]
Hoshin Kanri (Japanese: 方針管理, "policy management") [1] is a 7-step process used in strategic planning in which strategic goals are communicated throughout the company and then put into action. [2] [3] The Hoshin Kanri strategic planning system originated from post-war Japan, but has since spread to the U.S. and around the world.
Ansoff, in his 1957 paper, "Strategies for Diversification", [2] provided a definition for product-market strategy as "a joint statement of a product line and the corresponding set of missions which the products are designed to fulfill".