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SIAM UNIVERSITY
Strategic Management at
New Economy in
University
.
Dr. Nut-tapon Paul Nimmanphatcharin
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(. )
Siam University
2 STRATEGIC MANAGEMENT
The literature review will begin with the strategic management process that can be viewed as containing
similar processes to a formalised strategic planning system and then focus on environmental and resource
aspects.
This paper will also continue with the development of corporate strategy by some tools and
techniques.
Task 2:
Setting Objectives
Task 3:
Crafting Strategy to
Achieve the
Objective
Revise as Needed
Task 4:
Implementing and
executing the
Strategy
Improve/Change as Needed
Task 5:
Evaluating
Performance,
Reviewing New
Developments and
Initiating Corrective
Adjustments.
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It would suggest that the strategic management process as being involved with identifying environmental
problems and opportunities and internal strengths and weaknesses. This step is called Analysis and
Diagnosis. Then follows Choice, Implementation, and Evaluation. These three steps are concerned
with generating alternative solutions to the problem, making the strategy work by building the structure to
support the strategy and developing appropriate plans and policies, and getting feedback to determine whether
the strategy is working or taking steps to make it work.
Political,
Economic,
Social,
Technological.
B) Immediate environment
The immediate competitive environment for university is its industry. In the industry, the universities need to
examine their competitors and competitive forces that might be a direct or indirect influence on their products
and services. The universities will get some idea from the examination of the general environment 1 of the
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impact of these factors on the competitive environment at the industry level. In addition, the impact could best
be understood by focusing on who the distinctive actors are and how they behave competitively. Let say, the
factors in the immediate environment, an organisation might be concerned with include the role of the
government, state owned universitys, competitors, business groups (industry), and multinational corporations.
The characteristics of the immediate environment model into two main groups industry activities and the
industry actors. The first examination concentrates on the big picture of the industry, with a focus on the size
of the industry, characteristics of the industry, the stage in life cycle of the industry, future challenges to the
industry, the market of the industry, and competitive forces 2 (the five forces of the industry). Secondly, the
examination concentrates on the industry actors, which are divided into two main groups direct actors and
indirect actors. The direct actors are participants who are heavily involved in the industry such as competitors,
buyers, suppliers, substitutes, and potential competitors. On the other hand, the indirect actors could possibly
be the government3, the general environment factors 4, and related business groups5. The examination of the
immediate environment is shown in figure 2.2.
Figure 2.2: Examination of immediate environment model
Indirect
Indirect Actors
Actors
Government
Government
Related
Related Business
Business Groups
Groups
General
General Environments
Environments
Intensity of Rivalry
Root
Root of
of the
the Industry
Industry
Size
Size
Characteristic
Characteristic
Stage
Stage Life
Life Cycle
Cycle
Future
Future Challenges
Challenges
Market
Market
Barriers to Entry
Substitution
pressures
2
3
4
5
Direct
Direct Actors
Actors
Buyers
Buyers
Suppliers
Suppliers
Competitors
Competitors
Potential
Potential Competitors
Competitors
Potential
Potential Substitutes
Substitutes
Government
Government
Note that, the competitive forces are intensity of rivalry, barriers to entry, substitution pressures, bargaining power of suppliers and buyers.
Note that, it could be the impact of the government policies to the universities.
The impact from PEST factors to the industry.
The related business group could be the enterprise in other industries who doing the business with our industry.
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Strategies
Performance measures
Mission
Strategies
B) Internal analysis
Once the external analysis is complete, the strategist's attention can turn directly to the internal environment
analysis of the university. The guidelines as shown in figure 2.4 will assist the university to analyse all of the
internal factors that are involved with its business. It would suggest that the information from an internal
analysis will depend on the age of the university, its size, and the breadth of its activities.
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Strategic management
2.2) Marketing
Pricing Policies
Promotion
Distribution/Place
Marketing Strategy
Performance Measures
2.3) Operations
Potential Clients
Equipment
Process Technologies
Information Systems
Performance Measures
Quality Control
Quality Assurance
Quality Accreditation
Performance Measures
Product Innovation
Process Innovation
Resource Allocation
R & D Capabilities
Performance Measures
Organisation Culture
OH &S Management
Performance Measures
2.7) Finance
Cash Flow
Funding Requirements
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figure 2.5. Many researchers identify that an organisation needs to focus on internal differential strengths and
weaknesses by comparing themselves with competitors and key external opportunities and threats.
Figure 2.5: Identify strategy by SWOT analysis
SWOT Analysis Matrix Model
Strengths
Internal
Internal
Factors
Factors
Weakness
Opport
Threats
External
External
Factors
Factors
Conclusion
Help
Help Impacts
Impacts
Determine Strategy
Hinder
Hinder
Impacts
Impacts
Decision-makers
Decision-makers agree
agree or
or disagree
disagree on
on overall
overall
strategies
strategies the
the university
university is
is willing
willing to
to commit
commit to
to
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Internal Environment
Analysis
SWOT Analysis
Sustainable
Sustainable
Competitiv
Competitiv
ee
Advantage
Advantage
Driving
Driving
Forces
Forces
Business's
Objectives
Options
Business's
Strategies
3. STRATEGY
The university management team needs to undertake a process, which will allow it to assess three key
questions through the use of the tools shown in figure 2.8.
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Where
Where is
is the
the university
university now?
now?
(Present)
(Present)
Answered
Answered by
by
Where
Where does
does the
the university
university want
want
to
to be?
be?
(Long-term
(Long-term objectives)
objectives)
Answered
Answered by
by
How
How does
does the
the university
university get
get
there?
there?
(Strategies)
(Strategies)
SWOT Analysis
Key Success Factors
Answered
Answered by
by
Business Strategies,
Driving Forces Analysis,
Sustainable Competitive
Advantage
Weakness (W)
(List of internal weaknesses)
Opportunities (O)
(List external opportunities)
SO Strategies
(Use internal strengths to take
advantage of opportunities)
WO Strategies
(Take advantage of external
opportunities to overcome
weaknesses)
Threats (T)
(List of external threats)
ST Strategies
(Use internal strengths to avoid
external threats)
WT Strategies
(Minimise internal weaknesses and
avoid external threats)
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In addition, the management teams are able to generate strategies by using internal strengths to avoid threats,
while minimizing weaknesses will also help them to deal with external threats. Finally, Several research
studies conclude that the TOWS matrix is the combination of external and internal environments in order to
identify best strategies, which could be used in corporate and business levels of the organisations.
3.2 Strategy evaluation
Several studies state that corporate strategy evaluation at the widest level involves seeking answer to the
following questions:
Do current results confirm or refute previous assumptions about the feasibility of achieving the objectives
and the ability of the chosen strategies to achieve the desired results?
In conclusion, in simple terms the corporate strategy evaluation is to analyse the strategies which meet the
needs and preferences of the organisation and its key decision-makers and influences ideally better than any
other strategic alternatives. At the same time, the corporate strategy evaluation also will help the management
teams identify the future strategy that could possibly be implemented successfully.
3.3 Strategy implementation
Several research studies state that implementation incorporates a number of aspects, some of which can be
changed directly and some of which can only be changed indirectly. Let say, the major implementation themes
concern organisation structure, strategies, planning system, policies, control system, and environmental
conditions.
It would suggest that to be successful in strategy implementation, university should meet the following criteria:
Clear responsibility for the successful outcome of planned strategic change should be allocated,
The number of strategies and availability being pursued at any time should be limited. The ability of the
necessary resources to cope with the changes should be seen as a key determinant of strategy and should
not be overlooked,
Necessary action to implement strategies should be identified and planned and again responsibility should
be allocated, and
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Strategy evaluation or performance measures should be established and appropriate monitoring and
control mechanisms put in place.
4 SUMMARY
The study of the definition and process of strategic management and the formulation of strategies for
universities can be organised around four major issues. They are firstly what the university wants to achieve
both qualitatively (mission, vision) and quantitatively (specific market and financial-related objectives) during
a strategic time-horizon. Secondly, how the business should be positioned. Thirdly, creating capabilities calls
for three basic forms of strategic investment. Fourthly, organisation covers not only formal structure, but also
the various processes and systems which will govern the distribution of power; rules and procedures; internal
communication; evaluation and reward, coordination mechanisms, and the management of a corporate culture
fitting the requirements of the region.
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