m Naeem Aziz

m Education:
 " A (Strategic "arketing )
Ú "anchester, United Kingdom
 "A (International Relations)
Ú ©akistan
m Experience:
 × er 10 years managerial experience in
Ú ©harmaceutical, Stationery , anking & Logistics
m "ethodology Used«
 Lectures
 Case Studies
 ©resentations
m Assessment«
 "id & Final Term
 Quiz & ©articipation
 Case Studies
 Industry Analysis
Strategic "anagement
Chapter 1
m ôhy and How some firms out perform other
firms???

m ôhy and How some firms become more

profitable???

m ôhy and How some firms create ad antage in the

changing en ironment???
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 Strategy is the direction and scope of an
organization o er the long term; which achie es
ad antage for the organization through its
configuration of resources within a changing
en ironment, to meet the needs of markets and to
fulfill the stakeholders expectations.
(Gerry Johnson)
m Se en fundamentals of Strategy«

 Setting the Direction«

 Defining the Scope«
 uilding the Future«
 Creating the Competiti e Ad antage«
 Dealing with the Changing En ironment«
 "eeting the "arket demands«
 Fulfilling the stakeholders expectations«
m The business en ironment is changing«

 Globalization

 Technology

 Knowlege
Strategic "anagement is the process of specifying
an organization¶s objecti es, de eloping and
implementing strategies and e aluating outcomes
in order to achie e these objecti es.
m Tasks of Strategic "anagement:
 De eloping a Vision/"ission
Ú ôhat the company¶s future make-up will be
Ú ôhere the organization is headed

 Setting ×bjecti es
Ú Con erting Vision into specific performance outcomes for the
company to achie e
m Tasks of Strategic "anagement:
 Crafting and Communicating Strategy
Ú The company¶s game plan to interact with the en ironment

 Implementing & Executing Strategy

Ú Effecti ely and Efficiently

 E aluating ©erformance
m Strategy Formulation

m Strategy Implementation

m Strategy E aluation
m S" allows a firm to exploit opportunities before the
firm¶s competition does

m S" contributes to the better allocation of time and

resources (where these are needed the most)
m S" impro e understanding of competiti e mo es

m S" con erts organization wide efforts in a

collecti e whole
m ôhy Firms Do No Strategic ©lanning:

 Not recognizing the real need

 Fire Fighting

 Success arrogance
m ôhy Firms Do No Strategic ©lanning:

 Not for us«

 ôhat if we fail«
 ôe did it earlier, it doesn¶t work«
 Not really sure, it works«
 ôhat if it doesn¶t work«