19177946
Description
Mind Map by Gabriel David Pulgarin, updated more than 1 year ago
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Created by Gabriel David Pulgarin
over 5 years ago
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STRATEGIC MANAGEMENT
- Strategy formulation:
- it is the process that leads to the
establishment of the
organization's mission to
establish weaknesses, strengths,
opportunities and threats,
identifying and interrelating
internal and external factors to
set objectives and strategies.
- it is the process that leads to the
establishment of the
organization's mission to
establish weaknesses, strengths,
opportunities and threats,
identifying and interrelating
internal and external factors to
set objectives and strategies.
- Strategic Business Unit (UEN):
- It is the organizational unit or
planning focus, responsible for one or
more products sold to customers and
facing competitors
- It is the organizational unit or
planning focus, responsible for one or
more products sold to customers and
facing competitors
- Internal Audit:
- Establishes weaknesses and strengths of
the organization. It includes audits:
management, marketing, financial,
production, research and development
- Establishes weaknesses and strengths of
the organization. It includes audits:
management, marketing, financial,
production, research and development
- Operational planning:
- It is the selection of means to pursue
goals, given by a superior authority in
the short term
- It is the selection of means to pursue
goals, given by a superior authority in
the short term
- Tactical Planning:
- It is related to the selection of means to achieve
medium-term organizational goals
- It is related to the selection of means to achieve
medium-term organizational goals
- Short-term plans:
- These are very
detailed operational
plans, usually made
within a year.
- These are very
detailed operational
plans, usually made
within a year.
- Medium-term programming:
- This process prepares and
interrelates specific and
functional plans to carry out the
strategies. They are generally 2
to 5 years.
- This process prepares and
interrelates specific and
functional plans to carry out the
strategies. They are generally 2
to 5 years.
- Long-term programming:
- these are more
general plans whose
time exceeds 5 years.
- these are more
general plans whose
time exceeds 5 years.
- Policies:
- It is the form by which
the goals set will be
achieved.
- It is the form by which
the goals set will be
achieved.
- Business strategy:
- It is the determination of the way
in which an organization will
compete in a given business and
position itself against the
competition.
- It is the determination of the way
in which an organization will
compete in a given business and
position itself against the
competition.
- Corporate strategy:
- It is the determination of
the businesses in which an
organization will compete
and the allocation of
resources among them.
- It is the determination of
the businesses in which an
organization will compete
and the allocation of
resources among them.
- Strategy development:
- Refers to the
processes through
which each of the
three levels of
strategies, business,
corporate and
institutional, is put
into practice.
- Refers to the
processes through
which each of the
three levels of
strategies, business,
corporate and
institutional, is put
into practice.
- Implementation of the strategy:
- Process of ensuring that
the strategy is included in
everything that the
organization does, seeking
agreement between
strategic objectives and the
daily activities of the
organization.
- Process of ensuring that
the strategy is included in
everything that the
organization does, seeking
agreement between
strategic objectives and the
daily activities of the
organization.
- Global objectives:
- Long-term results that an
organization expects to
achieve.
- Long-term results that an
organization expects to
achieve.
- Strategic diagnosis:
- Analysis that is done through the use of the
matrix D.O.F.A. (weaknesses, opportunities,
strengths, threats).
- Analysis that is done through the use of the
matrix D.O.F.A. (weaknesses, opportunities,
strengths, threats).
- Weaknesses:
- Activities or obstacles that
hinder the optimal functioning
of the organization.
- Activities or obstacles that
hinder the optimal functioning
of the organization.
- Opportunities:
- Economic, social, political, technological,
competitive trends, as events that can
significantly benefit an organization.
- Economic, social, political, technological,
competitive trends, as events that can
significantly benefit an organization.
- Strengths:
- Internal activities or
attributes that support
the achievement of the
objectives in the
organization.
- Internal activities or
attributes that support
the achievement of the
objectives in the
organization.
- Threats:
- Trends that inhibit, limit or
hinder the operational
development of an
organization.
- Trends that inhibit, limit or
hinder the operational
development of an
organization.
- Vision:
- Broad and sufficient
statement of where
the organization
wants to be in 3 or 5
years.
- Broad and sufficient
statement of where
the organization
wants to be in 3 or 5
years.
- Mission:
- Formulation of
the purposes of
an organization.
They express the
reason for being.
- Formulation of
the purposes of
an organization.
They express the
reason for being.
- Strategies:
- Actions necessary to maintain
and support the achievement
of the objectives of the
organization
- Actions necessary to maintain
and support the achievement
of the objectives of the
organization
- Goals:
- Reference points or aspirations that
organizations must achieve in the short
term, measurable, quantifiable,
quantitative, realistic, stimulating,
coherent and priority.
- Reference points or aspirations that
organizations must achieve in the short
term, measurable, quantifiable,
quantitative, realistic, stimulating,
coherent and priority.
- Competitive
- position: Considered an important aspect in the design of
the business strategy and is the general model for
competition in the markets where it has decided to
compete.
- position: Considered an important aspect in the design of
the business strategy and is the general model for
competition in the markets where it has decided to
compete.
- Market
- segmentation: Subdivision of a market into
different subsets of customers according to
their needs and the way they buy and use a
good or service
- segmentation: Subdivision of a market into
different subsets of customers according to
their needs and the way they buy and use a
good or service
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