Running head: SMAP

Strategic Management Approach to Planning (SMAP)

SMAP

Introduction
In order for any type of organization to run smoothly and reach their outlined objectives,
they must have some level of management put in place. If one were to take a look at the
world of athletics as it pertains to colleges and universities, a display of hierarchy could
be transcribed ranging from the institutions president to the Director of Athletics, and so
forth. It is crucial for college athletics to maintain individuals in management roles for the
implementation of necessary planning. The purpose of this study is to outline the five
essential steps to the strategic management approach to planning (SMAP) in regard to
a specific organization. Additional information regarding the SMAP steps will be
provided as well.
Literature Review
The concept of strategic management in regard to planning is not entirely new.
Research suggests that an evolution has taken place, linking aspects such as
marketing, planning, and organizational strategy. Mihaela, Claudiu, and Gabriela (2012)
defined strategic planning as, ensuring the management of strategic business units
in order to anticipate and respond to changes occurring in the marketing environment,
so that decisions that are taken today should allow the strategic unit to be ready to
avoid threats and take advantage of future opportunities (p. 807). Additionally,
McDonald (1989) goes on to define marketing planning as the following:
A systematic way of identifying a range of options, to choose one or more
of them, then to schedule and cost out what has to be done to achieve the
objectives. This process can be defined as marketing and planning, which is the
planned application of marketing resources to achieve marketing
objectivesMarketing planning, then is simply the logical sequence and a series
of activities leading to the setting of marketing objectives and the formulation of
plans for achieving them (Kriemadis & Terzoudis, 2007, p. 28)
Prior to the achievement of goals, it is important to any organization is the outline of a
clear mission statement, or vision that leaves no room for interpretation (Mihaela et al.,
2012). Through the creation of a defined mission statement, management is able to
determine the areas in which it will focus efforts. After this is determined, future planning
in regard to each area may begin to take place. Organization that implement the
practice of strategic planning allow for the identification and creation of a competitive
advantage (Kriemadis & Terzoudis, 2007). Furthermore, the application of SMAP tactics
allows for an organization to be prepared to respond to the ever-changing
characteristics that their external and internal environment might offer. Over the course
of this study, a proposal for a Division I university football strength and conditioning
program will be suggested utilizing the SMAP steps for success.
Case Study: University O

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For the purpose of this study, the university being reviewed will be referred to as
University O. University O is located in southern Texas in the heart of a wealthy,
growing, and largely populated area. Last year, University O became overall
Conference Champions, despite the fact that they are regarded as an academic
dominant school. In fact, University O is largely endowed, ranking as one of the
wealthiest in the countries. However, such wealth and prosperity is not readily
distributed to the athletic programs. Unfortunately, athletics such as football was near
extinction nearly 10 years ago. Due to a trifecta of little funding towards athletics, a low
acceptance rate, and extravagant tuition costs; recruiting can be greatly affected.
To ensure the achievement of strength and conditioning for current and future players, a
seasoned and decorated coach was recently hired to the position of Football Director of
Strength and Conditioning. Under his chain of command includes two assistants and
two interns. The new Director of Strength and Conditioning meets with University Os
returning football staff to ensure season goals are defined and met. He works as the
manager of the department and is therefore responsible for carrying out many aspects
of the SMAP process as it translates from the weight room to the playing field.
SMAP Steps for Success
There are five steps in which the strategic management approach to planning must
address to in order to be successful. The following steps in order are as follows; 1.
Define a mission statement and specific goals, 2. Take time to analyze the
environments impacting the organization, 3. Formulate a strategy to achieve the
outlined goals, 4. Take proactive steps to implement the strategy, and 5. Execute
strategic control to ensure continuous success. Below, a further review of each of the
five steps as they relate to University O will take place.
Mission Statement and Goals
The overall mission of an organization sets out to make an unambiguous statement
about the goals of the institution, as well as the methods one plans on achieving them.
It is within this step that an institution must ask what it stands for, where it wants to go,
and by what means will it take to get there. The overall mission statement for University
Os strength and conditioning program has been outlined as To ensure educational and
physical development of student-athletes, while enhancing their ability to perform their
best on and off the field.
The goals outlined through the application of the mission statement include: speed,
power, agility, endurance, and overall health and safety of each player. Departmental
goals have been further broken down to outline just what is meant for each. Speed; the
primary concern for University Os student-athletes as defined by the Director of
Strength and Conditioning is to develop each individuals maximum output of speed
possible. Movements involving speed are applied to general quickness of each player,
as well as lateral movements playing an intricate role in field success. In terms of
power, it is the goal for the staff to work up to maximum force in the least amount of

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time possible, while maintaining correct form. Strength and speed much be developed
collectively, as to enhance one another; resulting in a higher skilled athlete. Crucial to
athletics, the ability to harvest agility is a necessity. Student-athletes should be trained
to change directions swiftly with explosive nature, all while maintaining balance. General
conditioning and endurance are a key aspect of competitive sports at all levels. The
capability of sustaining power throughout an entire competition is important, regardless
of the student-athletes position. The overall health and safety of each student-athlete is
of utmost importance, as without them the program is unable to become successful.
The overall mission statement and goals are heavily centered on the success and
readiness of all student-athletes. It appears as though the goals of the strength
department further underlie possible objectives outlined by the football staff.
Analyze Environment
In order to analyze the environment associated with the organization, one must first
recognize the various dimensions associated with environment. Environment includes a
spectrum of sub-classifications including: social, economic, political, legal,
technological, and global (Covell, Walker, Hess, & Siciliano, 2007). By understanding
and monitoring environmental changes, management may take proper precautions
necessary in redirecting strategies for success.
Social environment includes distinguishing patterns among society, values,
demographics, and surrounding institutions. University Os social environment is heavily
driven by academics, unlike other Division I schools. Surrounding demographics and
social standards put an emphasis on education and stability in terms of career, degrees,
and financial success. This creates pressure for those looking to manage their time to
include athletics. In order to address building pressures, the Director of Strength
implements a number of lifting groups that allow for the student-athlete to schedule their
day appropriately.
The economic environment surrounding an organization includes the overall conditions
of the economy. For example, if the economy is negatively impacted, the number of
students who are financially able to attend University O may decline, ultimately
impacting the number of student-athletes. In addition to impacting student turnout, a
negative economy can also result in a smaller fan base, less revenue, and a smaller
budget to equip the department. A budget that is minimal or non-existent leaves a
manager without the necessary resources to achieve their goals. On the other side of
the economic downfall, is prosperity. Rather than negatively impacting the success of
goals, it may sustain them. If more students are able to afford an education at University
O, then there will be a greater pool of potential players. From more players to choose
from, those exhibiting higher skill sets can be selected, leading the team to victory. As a
result of winning games, the number of spectators may increase. The revenue produced
from the games may result in a larger budget for each department, allowing the director
to spend as he/she sees suitable. With addition to revenue increase, alumni may feel
more generous in their donations. Currently, University O has many former players and
alumni who generously donate to the department. Current economic conditions are

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stable, resulting in a full roster of student-athletes. Game revenue is steady, due to the
football team returning as last years conference champions.
The political and legal environment influencing University Os football strength and
conditioning program are primarily the NCAA, as well as federal, state, and local laws
and regulations. The Director of Strength must remain current on all certificates to
ensure that the student-athletes and staff members are reaching their goals in a healthy
and safe environment, free from discrimination and harm. Through the use of a
compliance officer, the Director of Strength ensures that all political and legal
requirements are upheld at all times.
In todays society, advancements in technology are continuously coming forwards.
Social media sites, as well as practical practices impact institutions such as University
O. If technology offers a new way of producing equipment that is beneficial to the
strength training of football, this may be a change worth noting. For example, the design
structure of a crafted rack for which the players will be able to gain more would be
something to consider. Understanding the advancements, allow for those in
management positions to select the equipment best suited to assist in goal completion.
Another example of technological advancements can be noted on phones and
computers through the use of social media and websites. University O has established
a website that is easily located, with a specified section assigned to the department of
Football Strength and Conditioning. This allows for the mission, goals, necessary
information regarding staff and players, as well as ticket information to be available to
anyone.
Global environment impacts an organization in a number of ways. Because the global
environment focuses on changes occurring around the world such as war, globalization,
and economic conditions; it can be traced back to views and changes taking place
within an organization. University O, like many universities, prides itself on welcoming
international students, as well as promotes study abroad programs. Relations among
countries and global changes can dramatically impact trends in the academic world.
By giving attention to the continuous changes that are occurring in social, economic,
political, legal, technological, and global environments; institutions will be able to better
recognize changes that have the potential to impact their organization (Covell et al.,
2007).
Formulate Strategy
According to Covell et al. (2007), the term strategy is derived from the Greek term
meaning to lead an army (p. 203). When a strategy is being formulated, a plan of
action is outlined in which the goal is to minimize potential threats, or maximize
foreseeable opportunities. The strategies an organization selects must reflect its
mission, the opportunities and threats in an environment, and its own strength and
weaknesses (Covell et al., 2007, p. 203). Three levels of alternative strategies include
corporate level strategy, merger or acquisition, and retrenchment. Corporate level

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strategy aims to explore opportunities across different markets. Typically, such a level
asks the question is the institution trying to get bigger or smaller? Secondly, a merger or
acquisitions are strategies used to meet the demand of growth. For example, in regard
to strength and conditioning, a director may be looking to hire additional staff to meet
the demands of work. Another example may include the realigning of a football
conference to include additional teams. Lastly, retrenchment aims to rid an organization
of components that are interfering with the efficiency of a program. Each year,
institutions consider staff positions and salary spent. If University O feels as though
there is a member of the football or strength staff that is underperforming and impacting
goal potential, they are likely to rid of them. One more example of retrenchment may be
the Director of Strength selling old weight room equipment that is considered in the
way, or does not work towards to achievement of department goals.
Implement Strategy
The implementation of a detailed strategy can be broken down into multiple
subcategories or task sheets that can be accomplished over the course of a year. This
allows for time to be more appropriately distributed to specific objectives that work
towards overall goals and the mission statement. The Director of Strength and
University O implements a number of tactics in which he can ensure the staff and
student-athletes are working towards their goals. Through weekly schedules in which
each practice, lifting session, meeting, and game are outlined by day, time, and activity;
each party involved is aware of what they need to be doing all the time. Additionally,
each workout is specifically outlined in terms of sets, repetitions, weight percentages,
etc. weeks in advance. This allows for the building of student-athletes to meet the
department goals. Once successful implementation strategies have been identified, it is
important to maintain and improve upon them. This is done through strategic control.
Strategic Control
According to Boyd and Walker (1972), the strategic control process involves setting
standards or objectives, obtaining feedback information, evaluating data received, and
then taking corrective measures. Through continually setting, achieving, evaluating, and
improving goals; institutions are able to offer a higher competitive advantage. Such
competitive advantage allows for job security for coaches, directors, and other staff;
while increasing the number of student-athletes who have the desire to attend
University O. As the Director of Strength achieves goals while adhering to the mission
statement, he is able to analyze the success rate of each goal. From this, he adjusts
standards to better fit the needs of those involved. The process of control ensures a
level of continuous improvement, if carried out appropriately.
Conclusion
In order for an organization to successfully plan for future trends, while maximizing
success and minimize threats; it is important for them to consider the five steps to the
strategic management approach to planning (SMAP). Because each institution is

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impacted different by the constant changes in environments, it is important to be aware

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References
Boyd, H. & Walker, M. (1972). Marketing Management. New York, NY: McGraw Hill.
Covell, D., Walker, S., Hess, J., & Siciliano, P. (2007). Managing sport organizations:
Responsibility for performance. Burlington, MA: Elsevier.
McDonald, M. (1989). Marketing plans: How to prepare them, how to use them. (2 nd
e.d.). Oxford, UK: Butterworth-Heinemann.
Mihaela, C., Claudiu, C., & Gabriela, P. (2012). Strategic marketing planning in sports:
A perspective of quality of life improvement. Annals of The University of Oradea,
Economic Science Series, 21(2), 807-812.
Kriemadis, T. & Terzoudis, C. (2007). Strategic marketing planning in the sport sector.
Choregia, 3(1), 27-44.