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 The study of the functions and the

responsibilities of senior management,
the crucial problems that affect success
in the total enterprise, and the decisions
that determine the direction of the
organization and shape its future.

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The study of BP fulfills the theoretical needs (for

students) as well as practical needs (for mid- level
managers)

 nable the learner to understand the interactions that

takes place among different functional areas

 Making aware about constraints and complexities of

real life business

 Helps in understanding business environment

 Increases acceptability to Sr. Management ideas

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 Helps in understanding how policies are made

 Managers understand their contribution in overall

organization success

 Prepares a mid level manager to hold general

management positions

 Understand the impact of policy shift on a department

or a position

 nables to avail an opportunity or avoid risk and plan

a better career

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è
 

In terms of knowledge:
 To understand the various concept involved

 To understand the impact of business environment

on the functioning of organization

 To visualize implementation of the strategy

 To understand the uniqueness of solutions to the real

life business situations

 To get aware about latest development in the field

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è
 

In terms of skills
 To develop analytical skills through case studies and
their interpretation

 To develop skills for identifying relevant factors for

decision making

 To develop skill for linking theory with practice

 To develop oral as well as written communication

skills through case study analysis
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è
 

In terms of attitude:
 To have generalist attitude

 To develop an ability to work under incomplete

information and application of judgment

 To develop openness to new ideas

 To think out of the box

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Œ 

 Strategy is an action plan to achieve organizational

goals
 Strategy is an outcome of three things namely a goal
to achieve, resource limitation and a group of players
also known as competitors
 a unified, comprehensive, and integrated plan that
relates the strategic advantages of the firm to the
challenges of the environment and that is designed to
ensure that the basic objectives of the enterprise are
achieved through proper execution by the
organization
 Operates at THR 
 in the organization
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 Œ

„
   

 üirst recognized in | 
s
 argely focus on budget (|- yrs)
 üocus on controlling costs and internal environment.
 Projects are proposed with little analysis and internal
information based
 ess focus on environmental analysis.
 Done by financial executives

Arise a need of more effective system for the business

from the long-term view.
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 Œ

 

 

 ong range planning in | 

s.
 Projects taking more than one year are proposed
 Both internal and external data is considered
 Trends are calculated for next five years
 üocus on how to allocate financial resources between
the businesses.
 Includes other functional areas
 The time horizon of this phase is usually three to five
years.

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 Œ

Œ   

 Top management takes control of the planning

process
 Alongwith Planning Staff, Consultants are hired to
gather information and forecast trends
 üocus on the outside players mainly the customers
and the competitors.
 Such top- down planning emphasizes formal strategy
formulation
 eft the implementation issues to lower management
level.
 Time horizon ranges from five years or more.
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Œ     

 Realises importance of ower Management inputs

 Planning Group of mangers and key people at many
levels from various department are considered
 üocus on development and integration of series of
strategic plans
 Issues like implementation and evaluation gets due
recognition
 Contingency strategies are made
 Strategic information is available to everyone
 Strategic plans are replaced by strategic thinking
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Œ     
 A stream of decisions and actions which leads to the
development of an effective strategy (s) to help
achieve corporate objectives.

 ³Strategic management as the process through which

organizations analyze and learn from their internal
and external environments, establish strategic
direction, create strategies that are intended to help
achieve established goals, and execute these
strategies, all in an effort to satisfy key organizational
stakeholders´

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Œ     
 ³Strategic management is a comprehensive and
ongoing management process aimed at formulating
and implementing effective strategies; it is a way of
approaching opportunities and challenges.´

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Œ     
Common lements:

 decision-making

 a set of activities related to creation and execution of

strategies

 an aim of achieving organizational objectives

 comprehensive understanding of internal and

external environment

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Ë
 
Œ
 Clearer sense of strategic vision for the organization

 Sharper focus on what is strategically important

 Improved understanding of rapidly changing

environment

 Resistance to change is reduced

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 Vhat a firm should set out to achieve

 xpressed through
±
ision
± Mission
± Business Definition
± Objectives

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 Mental perception of the kind of environment an individual,
or an organization, aspires to create within a broad time
horizon and the underlying conditions for the actualization
of this perception.
 It is what the firm or the person would ultimately like to
become.
 It is roadmap showing the route a company intends to take
in developing and strengthening its business.
 It paints a picture of company
s destination and provides a
rationale for going there

 VHR V AR GOING? OGIC üOR GOING THR

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 "
 
  

 Π 
 Graphic: Picture
 Directional: Destination
 üocused: Guidance for decision making
 ülexible: Can change as per environmental conditions
 üeasible
 Desirable: Appeals to stakeholders
 asy to communicate

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X  
 
  

 Incomplete

ague
 Bland
 Not distinctive
 Too much use of of superlatives
 Too generic
 Too broad

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 CINMAX:³Ve see our selves as the leader in the
Cinema exhibition industry providing the best ± OUT
Oü HOM NTRTAINMNT´

 NIK: To bring innovation and inspiration to every

athlete in the world

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A
„ 

è 

To be a premium global conglomerate with a
clear focus on each business.

è 


To deliver superior value to our customers,
shareholders, employees and
society at large.

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       !

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: Ve will clothe the world by
marketing the most appealing and widely
worn casual clothing in the world

 
 #
 : mpower people

through great software- any time, any place,
and on any device

 # 
Π: To provide customers with

the most useful and ethical financial services
in the world.

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 m&'($)#

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A
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 A Œ


!Ώ!
This byline captures AIS's culture:

 It describes AIS's products & services which delight

its customers by helping them see more in comfort,
safety & security.
 It expresses AIS's corporate culture of merit and
transparency.
 It defines the quality of AIS's people to want to see,
learn, and do more, in depth and detail
To transcend the ordinary

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 Mission statement deals with the company
s present
business scope and purpose.
± Vho we are?
± Vhat we do?
± Vhy we are here?

 It is defined by the buyer needs it seeks to satisfy, the

customer groups and market segments it is
endeavoring to serve, and resources and
technologies that it is deploying in trying to please its
customers.

 To define the mission is to define the business.

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 m 

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 „ $ $#
 



Π  

The focus of our organization is to be the 

   

and  provider of üinancial Services. It is our continuous
endeavor to be a 
 
to our clients, helping
them achieve their financial goals.

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 Customer üunctions
 Customer Groups
 Alternative Technologies

.g Vrist watches

Printers

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