Henok Getachew

ST.
MARY’S UNIVERSITY COLLEGE

FACULTY OF BUSINESS
DEPARTMENT OF MANAGEMENT
AN ASSESSMENT ON THE STRATEGIC MANAGEMENT

DESIGN AND IMPLEMENTATION OF WEGAGEN BANK, S.C
BY
HENOK GETACHEW
JUNE 2010
SMUC
ADDIS ABABA
BY
HENOK GETACHEW
A SENIOR ESSAY SUBMITTED TO THE DEPARTMENT OF

MANAGEMENT
BUSINESS FACULTY
ST. MARY’S UNIVERSITY COLLEGE
IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR

THE DEGREE OF BACHELOR OF ART IN MANAGEMENT
JUNE 2010
SMUC
ADDIS ABABA
BY
HENOK GETACHEW
FACULTY OF BUSINESS
APPROVED BY THE COMMITTEE OF EXAMINERS
Department Head Signature
Advisor Signature
Internal Examiner Signature
External Examiner Signature

ACKNOWLEDGEMENT/S
Putting together a well written senior essay requires time and money but
most of all it needs a great deal of support from people. Fortunately for me,
getting this much needed support was easy to come by. For their support,
whether when I needed money for any purpose and/or moral support, I
would like to thank my beloved family. When it comes to the process of
writing this senior essay, my greatest gratitude goes to Ato Wondafrash
Muleta for his guidance and more. Corporate planning department of
Wegagen Bank, S.C played a key role in providing the required data which
helped me a great deal, for this my deepest appreciation goes to this
department. Last but not least, without the cooperation of employees of
Wegagen Bank, S.C, completing this senior essay would not be possible.
They gave me their precious time and filled out the questionnaire I prepared.
TABLE OF CONTENTS
Page
Acknowledgement/s ........................................................... i
Table of Contents ............................................................... ii
List of Tables....................................................................... iv
Acronyms ............................................................................ v
CHAPTER ONE. INTRODUCTION ...................................... 1
1.1. Background of the Study. ........................................... 1

1.1.1. Background of the Organization ............................ 2
1.2. Statement of the Problem. .......................................... 2
1.3. Research Questions.................................................... 3
1.4. Objectives of the Study ............................................... 3
1.4.1. General Objective. ................................................ 3
1.4.2. Specific Objectives ................................................ 4
1.5. Significance of the Study ............................................ 4
1.6. Scope (Delimitation of the Study) ................................ 4
1.7. Research Design and Methodology.............................. 5
1.7.1. Research Design ................................................... 5
1.7.2. Population and Sampling Techniques. .................. 5
1.7.3. Types of Data to be Used ...................................... 6
1.7.4. Methods of Data Collection ................................... 6
1.7.5. Method(s) of Data Analysis.................................... 6
1.8. Organization of the Study. .......................................... 7
1.9. Limitations of the Study ............................................. 7
CHAPTER TWO. REVIEW OF RELATED LITERATURE ...... 8
2.1. The Study of Strategic Management ............................ 8

2.2. Elements in Strategic Management Process .................. 8
2.3. Establishing Hierarchy of Intent. .................................. 9
2.4. Environmental Scanning and Industry Analysis. ........ 10
2.4.1. Environmental Scanning ..................................... 10
2.4.1.1. Dimensions of External Environmental
Analysis .................................................. 10
2.4.1.1.1. External Environmental
Variables..................................... 11
2.4.1.1.2. SLEPT Analysis ........................... 11
2.4.1.1.2.1. The Contribution of SLEPT
Environments to Strategic
Analysis ........................... 12
2.4.1.2. Internal Scanning: Organisational
Analysis .................................................. 13
2.4.1.2.1. SWOT Analysis ............................. 16
2.4.2. Industry Analysis: Analysing the Task
Environment ....................................................... 17
2.4.2.1. Michael Porter’s Approach to
Industry Analysis .................................... 17
2.5. Strategy ................................................................... 19
2.5.1. Strategy Formulation Frame Work....................... 20
2.5.1.1. A Comprehensive Strategy-Formulation
Frame Work ............................................. 20
2.6. Strategic Analysis and Choice ..................................... 21
2.6.1. Strategic Analysis ................................................ 21
2.6.1.1. Strategic Position of the Organisation ....... 21
2.6.1.2. Expectation and Influence
of Stakeholders ......................................... 22
2.6.2. Strategic Choice .................................................. 23
2.6.2.1. Generation of Strategic Options ................. 24
2.6.2.2. Evaluation of Options ................................ 25
2.6.2.3. Selection of Strategy .................................. 25
2.7. Strategic Planning ....................................................... 25
2.8. Designing and Implementing a Technology Strategy .... 26
2.9. Interrelationship between Formulation
and Implementation..................................................... 26
2.10. Strategy Implementation ........................................... 27
2.10.1. Aspects of Strategy Implementation ................... 31
2.10.2. Implementation Process .................................... 31
2.10.2.1. Resource Planning................................... 32
2.10.2.2. Structure ................................................ 32
CHAPTER THREE. DATA PRESENTATION, ANALYSIS

AND INTERPRETATION ................................................... 34
3.1. Background of Respondents ....................................... 35

3.2. Analysis of the Findings .............................................. 37
CHAPTER FOUR. SUMMERY, CONCLUSION AND

RECOMMENDATIONS ..................................................... 53
4.1. Summery .................................................................... 53
4.2. Conclusions ................................................................ 54
4.3. Recommendations ...................................................... 56
Bibliography
Appendices
LIST OF TABLES
Page
Table 1. Personal Information of Respondents .........................................35

Table 2. The Environmental Scanning Practice
to Avoid Unnecessary Strategic Surprises ...................................37
Table 3. The Extent of the Bank’s Environmental Scanning Practice ........38
Table 4. The Industry Analysis Practice ...................................................39
Table 5. Examination of Important Stakeholder Groups ..........................39
Table 6. Application of Strategy Formulation Frame Work .......................40
Table 7. The Strategic Analysis Practice of the Bank ................................41
Table 8. The Strategic Choice Practice of the Bank ..................................42
Table 9. The Perspectives of Employees
on the Competencies of the Bank ...............................................43
Table 10.The Forward Linkage between
Formulation and Implementation ..............................................44
Table 11.The Ease of the Strategic Plan for Implementation.....................45
Table 12.What must be done to Implement the Strategy ..........................46
Table 13.Who implements Strategy .........................................................47
Table 14.How is Strategy to be Implemented ...........................................48
Table 15.Resource Planning of the Bank .................................................49
Table 16.Change in Organizational Structure
so as to Facilitate the Implementation ....................................50
Table 17.The Procedural Implementation Practice of the Bank.................51
Table 18.The Culture and Strategic
Management Practice of the Organization ...................................52
ACRONYMS
BCG: Boston Consulting Group

GS: Grand Strategy
IE: Internal and External
IT: Information Technology
PEST: Political, Economical, Social, Technological
QSPM: Qualitative Strategic Planning Matrix
SLEPT: Social, Legal, Economical, Political, Technological
SPACE: Strategic Position and Action Evaluation
SWOT: Strengths, Weaknesses, Opportunities, Threats
TWOS: Threats, Opportunities, Weaknesses, Strengths
CHAPTER ONE
INTRODUCTION
1.1. Back Ground of the Study
The academic world places strong emphasis in research and subsequent

publications of their findings. The field of management is no exception
(Journal of Management, 1999).
The development of the field of strategic management within the last two
decades has been dramatic. While its roots have been in a more applied
area, often referred to as business policy, the current field of strategic
management is strongly theory based, with substantial empirical research,
and is eclectic in nature. In the present business environment strategic
management is a very decisive factor for the survival of organizations since it
guides long term organizational activities in consistent with internal and
external conditions (Journal of Management, 1999).
In this research, an assessment on the strategic management design and

implementation of Wegagen Bank, S.C is conducted. The bank is currently
operating in an extremely stiff domestic and global competitive environment.
Because of this reason, it has developed its own five-year strategic plan
which is designed to be aligned with the timely and relevant global and local
situations as much as possible.
The fact that the bank has a strategy doesn’t necessarily grant its
effectiveness in design and implementation. Therefore, this research has
assessed the bank’s strategic management design and implementation
practice. This research mainly bases the bank’s strategy, relevant strategic
management theories from books and researches to assess the design and
implementation practice.
1.1.1. Background of the Organization
Wegagen Bank S. C. was established in Ethiopia in 1997 and registered as a

public share holding company in accordance with the provision of the
licensing and supervision of Banking Business proclamation no.84/94. The
bank is rending full-fledged competitive banking services with a network of
47 branches (additional 5 on pipeline for opening) and 96 correspondent
banks. The number of shareholders has now reached 1247, with a total
capital of Birr 654 million, while total deposits and loans stood at birr 3.7
billion and 2.4 billion respectively (end of May 2009). The bank’s man power
is currently 1450. The bank’s vision is “Becoming the most preferred bank
in Ethiopia”; on the other hand, its mission is “To provide a wide range of
quality banking services through a dynamic work force and up-to-date IT
solutions to satisfy the desires of stakeholders”. The bank is also on a great
stride to implement card payment system and upgrade its core banking
solutions (Wegagen Bank, S.C, 2007/08).
The bank is guided by a five- year strategic plan. Therefore, it has adopted
some strategy formulation frameworks and implementation skims (Wegagen
Bank, S.C, 2007/08).
1.2. Statement of the Problem
According to Holfe (1994) “Strategic management is the process which deals

with the fundamental organizational renewal and growth with the
development of strategies, structures, and systems necessary to achieve
such renewal and growth, and with the organizational systems needed to
effectively manage the strategy formulation and implementation process.”
(Azhar Kazmi, 2002, P74).
An interrelationship exists between the formulation and implementation of

strategies. Two types of linkage exist between these two phases of strategic
management. The forward linkage deals with the impact of the formulation
on implementation while the backward linkages are concerned with the
impact in the opposite direction (Azhar Kazmi 2002, P292).
A personal observation made on the bank’s five-year strategic plan indicates
that there is a delay in implementation. The bank has also failed to adhere
to its branch expansion strategy. Moreover, there is an absence of
systematic identification of corporate customers and proper care to strength
business ties.
To conclude, the problems mentioned so far are more likely the outcomes of
bank’s strategy formulation and implementation practice. Since these
problems have the power to impose a significant impact on the bank’s
overall performance, an assessment on its strategy formulation and
implementation is quite vital.
1.3. Research Questions
The research questions of this research are:
1. To what extent does the bank perform environmental scanning

and industry analysis?
2. To what extent does the bank exercise proper strategy
formulation framework and, strategic analysis and choice when
it formulates and selects its strategy?
3. Which basic questions are addressed by the bank from those
that need to be answered before strategy is implemented?
4. What kind of implementation process is practiced by the bank
when it implements its strategy?
1.4. Objectives of the Study
1.4.1. General Objective
The general objective of this research is to assess the strategy design and
implementation practice of Wegagen Bank. S.C based on the identified
problems; in doing so, the linkage that exists between the design and the
implementation can be viewed by considering the impact that the
implementation has on the design and the reverse.
1.4.2 Specific Objectives
The specific objectives of this research are:
1. To assess the bank’s practice in industry analysis and, internal

and external environmental scanning.
2. To assess the bank’s tools of strategy formulation and to
compare them with applicable theories.
3. To see the extent to which strategic analysis and choice is
exercised by the bank when it selects its strategy among
alternatives.
4. To assess the bank’s approach of strategy implementation.
5. To make conclusions and recommendations based on the
findings.
1.5. Significance of the Study
This research has significance in providing information for other researchers

on the strategic management design and implementation practice of
Wegagen Bank S.C. Since the survival of organizations mainly depends on
their strategic management, the findings of this research are quite
interesting and useful for the bank itself.
1.6. Scope (Delimitation of the Study)
This research focuses on the strategic management design and

implementation of Wegagen Bank S.C. The corporate planning department
which is found at the head quarter in Addis Ababa at Dembel City Center
prepares the strategic plan. For this reason, incorporating all the 47
branches in the research is unnecessary. The title ‘An Assessment on the
Strategic Management Design and Implementation of Wegagen Bank, S.C’ is
selected because an assessment in the whole strategic process is quite time
and resource consuming, and it is also difficult to manage. The assessment
conducted on the formulation covers the practice of the bank in
environmental scanning and industry analysis, strategy formulation frame
work and strategic analysis and choice. On the other hand, the assessment
on the implementation covers the assessment of the extent to which the
bank addresses the basic questions that need to be answered before strategy
is implemented, and the bank’s approach in undertaking implementation
process. Moreover, the linkage that exists between the design and
implementation of the bank’s strategy has also been assessed.
1.7. Research Design and Methodology
1.7.1. Research Design
Descriptive research is used in this study in order to describe what exists

currently in Wegagen Bank, S.C’s strategy design and implementation.
Therefore, the nature of the existing problems is described in this study.
1.7.2. Population and Sampling Techniques
The population under this study is stakeholders of Wegagen bank S.C.

Probability sampling method is applied in this research. Hence, stratified
random sampling technique is also used. The population under this study is
basically divided into two main strata, the first strata is composed of the
employees of the bank; whereas, the second strata is composed of the
management of the bank. This is because, including other stakeholders
doesn’t have such a significant relevance for the findings of the research
since the designers and the main implementers are already included in the
sample. In this research, disproportionate sampling is desired since the
variance between the stratus is large (Cooper, D., Schindler, P. 2003, P222).
This is to mean that, the management and the employees may not have
similar perspective on the design and implementation of the bank’s strategy.
On the other hand, since each stratum is homogeneous internally, the
percentage of sample taken from each stratum is judgmentally taken to
represent the total population (Cooper, D., Schindler, P. 2003, P221). The
applied sampling technique is demonstrated in the following table:
Population Stakeholders
Stratum Management Employees
Number of stake holders in each strata 11 1450
Percentage of sample to be taken from each 60% 3%
strata
Total number of sample from each strata 7 44
Total 51
1.7.3. Types of Data to be used
Both primary and secondary data are used. The primary data was collected
from the original sources; such as, the employees, and management through
the basic data gathering techniques. The secondary data is composed of two
main sources; these are: internal sources and external sources. The internal
sources are organizational data such as the banks’ five-year strategic plan
and annual reports. The external source which is possible to access through
a worldwide network called the internet is specifically the website of
Wegagen Bank S.C.
1.7.4. Methods of Data Collection
Since the resources to be utilized while conducting this research were very
much limited, and for the ease of analysis, closed ended questioner was
widely used. The respondents were allowed to provide any additional
information concerning the study. In addition, structured interview was
used to gather additional information from the top level management of the
organization since it was practically difficult to conduct interview with each
and every employee in the sample. Additional documented data used in this
research was mainly gathered from the bank in a formal manner.
1.7.5. Method(s) of Data Analysis
With the help of frequency distribution the number of occurrences of each

unique data value is viewed to summarize and explain the data. On the
other hand, percentile ranking, which is a measure of relative standing, is
applied to analyze the well explained data in order to know and understand
where a particular score falls in relation to the others.
1.8. Organization of the Study
The study contains four chapters. The first chapter which is the proposal
contains Background of the Study, background of the organization,
statement of the problem, research questions, objectives of the study,
significance of the study, scope (delimitation of the study), research design
and methodology, organization of the study, cost budget, time
table/research time schedule. The second chapter deals with review of
related literature. Chapter three of this research deals with data
presentation, analysis and interpretation. Finally, chapter four presents
summary, conclusions and recommendations.
1.9. Limitations of the Study
During the process of primary data gathering, conducting interview with all
the top level managers of the bank who were selected in the sample was
impossible since they were not willing to cooperate. As a result, the data
gathered through interview reflects only the point view of the corporate
planning department’s manager. This affects the quality of the analysis
since the integrated interview is based on a single individual’s perspective.
CHAPTER TWO
REVIEW OF RELATED LITERATURE
2.1. The Study of Strategic Management
Strategic management is the set of managerial decisions and actions that

determines the long-run performance of a corporation. It includes
environmental scanning (both external and internal), strategy formulation
(strategic planning), strategy implementation, and evaluation and control.
The study of strategic management therefore emphasizes the monitoring and
evaluating of external opportunities and threats in, light of a corporations
strengths and weaknesses in order to generate and implement a new
strategic direction for the corporation (Hunger, D.J., Wheelener, L.T, 2004,
P2).
2.2. Elements in the Strategic Management Process
A process of strategic management is a definable flow of information through

inter-related stages of analysis directed toward the achievement of an aim.
In strategic management process, the flow of information involves historical,
current, and forecasted data on the business, its operations, and
environment, which are evaluated in light of the values and priorities of
influential individuals and groups often called stakeholders-who are vitally
interested in the actions of the business (Narayn.B, 1999, P8). Each phase
of the strategic management process consists of a number of elements
which are discrete and identifiable activities performed in logical and
sequential steps. As many as twelve different elements could be identified in
the models provided by various authors. From the literature of business
policy, we note that most or all of the following activities are considered as
part of the strategic management process:
1. Establishing the hierarchy of strategic intent:

a) creating and communicating a vision,
b) designing a mission statement,
c) defining the business,
d) setting objectives,
2. Formulation of strategies:
a) performing environmental appraisal,
b) doing organizational appraisal,
c) considering corporate-level strategies,
d) Considering business level strategies
e) undertaking strategic analysis,
f) exercising strategic choice,
g) formulating strategies;
h) preparing a strategic plan,
3. Implementation of strategies:
a) activating strategies,
b) designing structures and systems,
c) managing functional implementation,
d) Operationalising strategies,
4. Performing strategic evaluation and control:
a) performing strategic evaluation,
b) exercising strategic control, and
c) Reformulating strategies (Azahar. K, 2002, P40).
2.3. Establishing the Hierarchy of Strategic Intent
The hierarchy of strategic intent lays the foundation for the strategic
management of any organisation. In this hierarchy, the vision, mission,
business definition, and objectives are established. The strategic intent
makes clear what an organization stands for. The element of vision in the
hierarchy of strategic intent serves the purpose of stating what an
organization wishes to achieve in the long run. The mission relates an
organisation to the society. The business definition explains the business of
the organization in terms of customer needs, customer groups, and
alternative technologies. The objective of an organization state what is to be
achieved in the given time period. These objectives then serve as yard sticks
and benchmarks for measuring organisational performance (I bid, P41)
2.4. Environmental Scanning and Industry Analysis
2.4.1. Environmental Scanning
Environmental scanning is the monitoring, evaluating, and disseminating of

information from the external and internal to key people within the
corporation. It is a tool that a corporation uses to avoid strategic surprise
and to insure long-term health (Hunger, D.J., Wheelener, L.T, 2004, P30).
2.4.1.1. Dimensions of External Environmental Analysis
When analysing the social, legal, economic, political, and technological

dimensions that have the potential to impact strategies, it is commonly
known as a SLEPT analysis. The same categorisation of environmental
factors is sometimes referred to as:
 PEST analysis where legal is subsumed into political
 STEP analysis
 PESTL analysis (political, economic, social, technical, legal and
ecological/environmental) (ACCA study text, 2005, P59).
The social/cultural environment includes population demographics, social

mobility, income distribution, life style changes, attitudes to work and
leisure, levels of education and consumerism. The legal environment covers
influences such as taxation, employment law, monopolies legislation and
environmental protection laws. The economic environment includes interest
rates, business cycles, unemployment, and disposable income and energy
availability and cost. The political environment includes taxation policy,
government stability and foreign trade regulations. The technological
environment is influenced by government spending on research, new
discoveries and development, government and industry focus of
technological effort, speeds of technological transfer and rates of
obsolescence. The ecological environment sometimes just referred to as just
the environment considers ways in which the organization can produce its
goods or services with the minimum environmental damage (I bid, P61).
2.4.1.1.1. External Environmental variables
In under taking environmental scanning, strategic managers must first be

aware of the many variables within the corporation’s societal and task
environments. The societal environment include general forces that do not
directly touch on the short-run activities of the organisation but that can,
and often do, influence its long-run decisions. These forces are :( 1)
Economic forces which regulate the exchange of materials, money, energy
and information, (2) Technological forces which generate problem solving
inventions, (3) political-Legal forces which allocate power and provide
constraining and protecting laws and regulations, and (4) Socio Cultural
forces that regulate values, morals, and customs of society. The task
environment includes those elements or groups that directly affect the
corporation and, in turn, are affected by it. These groups include
governments, local communities, suppliers, competitors, customers,
creditors, employees and labour unions, special-interest groups, and trade
associations (Hunger, D.J., Wheelener, L.T, 2004, P30).
2.4.1.1.2. SLEPT Analysis
Today’s organizations must respond to a variety of internal and external

pressures. This can be termed as organization’s total environment (ACCA
study text, 2005, P59).
It is useful to consider as a starting point what environmental influences

have been particularly important in the past and the extent to which there
are changes occurring that may make any of these more or less significant
in the future for the enterprise and its competitors. However forecasting is
notoriously difficult and the general environmental factors affecting an
organization are extremely numerous (I bid).
One way of tackling the problem is to look at environmental trends. For
forecasting purposes, the wider environment in which the enterprise and its
industry are located can be subdivided into five sections:
 Social
 Legal
 Economical
 Political
 Technological (I bid)
2.4.1.1.2.1. The Contribution of the SLEPT Environments to Strategic

Analysis
There are three main ways that investigating SLEPT environments can
contribute to strategic analysis
 The headings can be used as a checklist when analysing the

different influences. The organization can use the checklist to
identify which are the most important at the present time and
over the next few years (ACCA study text, 2005, P61).
 The analysis may help to identify long-term drivers of change.
For example, given the increasing globalisation of some
markets, it is important to identify forces that lead to this
development. These include rapid changes in technology,
leading to shorter life span of these technologies and therefore
to the need of greater scale of economics in their use (I bid).
 The analysis may be used to examine the differential impacts of
external influences, on organizations, either historically, or in
terms of likely future impact. This approach builders on the
identification of key trends or influences and asks to what
extent they will affect different organizations differently (I bid).
2.4.1.2. Internal Scanning: Organisational Analysis
We attempt to understand the internal environment of an organisation in

terms of the organisational resources and behaviour, strength and
weaknesses, synergetic effects, and competencies (Azhar.K, 2002, P132).
Organisational Resources: the dynamics of the internal environment of an

organisation can be best understood in the context of the resource-based
view of strategy. According to Barney (1991), who is credited with developing
this view of strategy as a theory, a firm is a bundle of resources-tangible-
that includes all assets, capabilities, organisational processes, information,
knowledge, and so on. These resources could be classified as physical,
human, and organisational resources. The physical resources are
technology, plant and equipment, geographical location, access to raw
materials, among others. The human resources are training, experience,
judgement, intelligence, relationships and so on, present in an organisation.
The organisational are the formal systems and structures as well as informal
relations among groups (I bid).
Organisational Behaviour: organisational behaviour is the manifestation of

the various forces and influences operating in the environment of an
organisation that create the ability for, or place constrains in the usage of
resources. Organisational behaviour is unique in the sense that it leads to
the development of a special identity and character of an organisation. Some
of the important forces and influences that affect organisational behaviour
are: the quality of leadership, management philosophy, shared values and
culture, quality of work environment and organisational climate,
organisational policies, use of power among others (I bid).
Strengths and Weaknesses: organisational resource and behaviour do not

exist in isolation. They combine in a complex fashion to create strengths and
weaknesses within the internal environment of an organisation. A strength
is an inherent capability which an organisation can use to gain strategic
advantage. A weakness, on the other hand, is an inherent limitation of
constraint which creates a strategic disadvantage for an organisation.
Strengths and weakness do not exist in isolation but combine within
functional area, and also across different areas to create synergistic effects (I
bid, P133).
Synergistic Effects: it is the inherent nature of organisations that

Strengths and weakness, like resources and behaviours, do not exist
individually but combine in a Varity of ways. In effect, what we have is a
situation where attributes do not mathematically combine to produce an
enhanced or reduced impact. Such a phenomenon is known as synergistic
effect. Synergy is the idea that the whole is greater than or less than the
sum of its parts. It is also expressed as “the two –plus-two is-equal-to- five-
or-three effect (I bid).
Within an organisation synergistic effect occur in a number of ways. For

example, within a functional area, say marketing, the synergistic effect may
occur when the product pricing and distribution, and promotion aspects
support each other, resulting in a high level of marketing synergy. In this
manner synergistic effects are an important determinant of the quality and
type of the internal environment existing within an organisation and may
lead to the development of competencies (I bid).
Competencies: competencies are special qualities possessed by an

organisation that make them withstand pressures of competition in the
market place. In other words, the net results of the strategic advantages and
disadvantages that exist for an organisation determine its ability to compete
with its rivals. Other terms frequently used as beginning synonymous to
competencies are unique resources, core capabilities, invisible assets,
embedded knowledge, and so on (I bid).
A distinctive competency is “any advantage a company has over its

competitors because it can do something which they cannot or it can do
something better than they can. The concept of distinctive competencies is
useful for the purpose of strategy formulation. The importance of distinctive
competence in strategy formulation rests with “unique capability upon a
particular opportunity; the competitive edge it may give a firm in the market
place; and the potential for building a distinctive competence and making it
the core stone of strategy (I bid, P134).
Organisational Capability: organisational capability is the inherent

capacity or potential of an organisation to use its strengths and overcome its
weaknesses in order to exploit opportunities and face threats in its external
environment. It is also viewed as a skill for coordinating resources and
putting them to productive use. Without capability, resources even though
valuable and unique, may be worth less. Since the organisational capacity is
the capacity or potential of an organisation, it means that it is a
measureable attribute. And since it can be measured, it follows the
organisational capability as it is, in ultimate analysis, a subjective attribute.
As an attribute, it is the sum total of resources and behaviour, strengths

and weaknesses, synergistic effects occurring in and the competencies of
any organisation (I bid, P136).
Strategic Advantage: strategic advantages are the outcome of

organisational capabilities. They are the result of organisational activities
leading to rewards in terms of financial parameters, such as, profit or
shareholder value, and/or non-financial parameters, such as, market share
or reputation. In the contrast, strategic disadvantages are penalties in the
form of financial loss or damage to market share. Clearly, such advantages
or disadvantages are the outcome of the presence or the absence of
organisational capabilities. Strategic advantages are measurable in absolute
terms using the parameters in which they are expressed. So, profitability
could be used to measure strategic advantages-the higher the profitability
the better the strategic advantage. They are comparable in terms of the
historical performance of an organisation or its current performance with
respect to its competitors (I bid, P138).
Competitive advantage is a special case of strategic advantage where there is

one or more identified rivals against whom rewards or penalties could be
measured. So, outperforming rivals in profitability or market standing could
be a competitive advantage for an organisation. Competitive advantage is
relative rather than absolute, and it is to be measured and compared with
respect to other rivals in an industry (I bid, P133).
2.4.1.2.1. SWOT Analysis
To assist in closing the gap between its predicted and desired performance,
the organization’s strength, weaknesses, opportunities, and threats need to
be ascertained. The work involved draws on the data obtained about
objectives, current position, extrapolated position, gaps and environmental
forecasts, and is sometimes called corporate appraisal (ACCA study text,
2005, P154).
A SWOT analysis is a critical assessment of the internal appraisal of the

organization’s strengths and weaknesses, and an external appraisal of the
opportunities, and threats open to organizations in competition within the
industry. Therefore, strengths and weaknesses are peculiar to an individual
organization but opportunities, and threats are open to all organizations
within the market place. The factors involved in SWOT analysis are wide
ranging and include decision variables which strengthen or constrain the
operational powers of the company. Such as, the size of the markets, the
competitive forces in the markets, opportunities of new products, availability
of skilled labour, control to vital raw materials and access to additional
capital (I bid).
The purpose of SWOT analysis is to provide a summarized analysis of the

company’s present position in the market place (I bid).
Strengths are those positive factors or distinctive attributes or competencies

that provide a significant competitive advantage that the organization can
build on. These are characteristics of the organization; for example, present
market position, size, image, or reputation. Searching out opportunities that
match its strengths helps the organization to optimize the effects of synergy
(I bid).
Weaknesses are negative aspects in the organization; for example,

deficiencies in the present competencies or resources, or its image or
reputation, which limit its effectiveness and which need to be corrected.
Examples of weaknesses include limited accommodation, high fixed cost, a
bureaucratic structure, and a high level of customer complaints or a
shortage of key managerial staff (I bid).
Opportunities are favourable conditions that usually arise from the nature of
changes in the external environment; for example, new markets, improved
economic factors or a failure of competitors. Opportunities provide the
organization with the potential to offer new or to develop existing products,
facilities or services (I bid, P155).
Threats are the opposites of opportunities and also arise from external
developments. Examples include unfavourable changes in legislation, the
introduction of radically new product by competitor, political or economic
unrest, changing social conditions or the actions of pressure group (I bid).
2.4.2. Industry Analysis: Analysing the Task Environment
An industry is a group of firms producing a similar product or service, such

as financial services or soft drinks. An examination of important stakeholder
groups, such as suppliers and customers, in the task environment of a
particular corporation is a part of industry analysis (Hunger, D.J.,
Wheelener, L.T, 2004, P35).
2.4.2.1. Michael Porter’s Approach to Industry Analysis
Michael Porter, an authority on competitive strategy, contends that a

corporation is a most concerned with the intensity of competition within the
industry. Basic competitive forces which are: Potential Entrants, Buyers,
Substitutes, Suppliers, determine the intensity level. “The collective strength
of these forces,” he contends, “determines the ultimate profit potential in the
industry, where profit potential is measured in terms of long-run return on
invested capital.” The strong each of these forces is, the more companies are
limited in their ability to raise prices and earn greater profits. Although
porter mentions only five forces, a sixth-other stakeholders- is added here to
reflect the power that governments, local communities, and other groups
from the task environment wield over industry activities (Hunger,
DJ.,Wheelener, L.T, 2004, P36).
Using the model a strong force can be regarded as a threat because it is

likely to reduce profits. In contrast, a weak force can be viewed as an
opportunity because it may allow the company to earn greater profits. In
short run, these forces act as constraints on a company’s activities. In the
long run, however, it may be possible for a company, though its choice of
strategy, to change of one or more of the forces to the company’s advantage
(I bid).
In carefully scanning its industry, the corporation must assess the

importance to its success of each of the following six forces: threats of new
entrants, rivalry among existing firms, threats of substitute products,
bargaining power of buyers, bargaining power of suppliers, and relative
power of other stakeholders (I bid, P2).
New Entrants: are newcomers to the existing industry. They typically bring
new capacity, a desire to gain market share, and substantial resources (I
bid, P37).
Rivalry: is the amount of direct completion in an industry. In most

industries, corporations are mutually dependent. A competitive move by one
firm can be expected to have a noticeable effect on its competitors and thus
may cause retaliation or counter efforts (I bid).
Substitute: products are those products that appear to be different but can
satisfy the same need as another product. According to Porter “substitutes
limit the potential of an industry by placing a ceiling on the prices firms in
the industry can profitably charge.” (I bid).
Bargaining Power of Buyers: is the ability of buyers to affect an industry

through their ability to force down prices, bargain for higher quality or more
services, and play competitors against each other (I bid, P38).
Bargaining Power of Suppliers: is the ability of suppliers to raise prices or

reduce the quality of purchased good and services (I bid, P39).
Relative Power of Other Stakeholders: some of these other stakeholders
are governments, local communities, creditors, trade associations, special
interest groups, shareholders, and complementors. The importance of these
stakeholders varies by industry (I bid, P39).
2.5. Strategy
A strategy of a corporation is a comprehensive plan stating how the

corporation will achieve its mission and objectives. It maximizes competitive
advantage and minimizes competitive disadvantage (Hunger, DJ.,Wheelener,
L.T, 2004, P7).
The typical business firm usually considers three types of strategy:

 Corporate Strategy: describes a company’s overall direction in terms
of its general attitude toward growth and the management of its
various businesses and product lines. Corporate strategy comprises
directional strategy, portfolio analysis, and parenting strategy.
Corporate directional strategy is conceptualized in terms of stability,
growth, and retrenchment (I bid).
 Business Strategy: usually occurs at the business unit or product

level, and it emphasizes on improvement of the competitive position of
a corporation’s products or services in the specific industry or market
segment served by that business unit. Business strategies are
composed of competitive and cooperative strategies (I bid).
 Functional Strategy: is the approach taken by a functional area,

such as marketing or research and development, to achieve corporate
and business unit objectivities and strategies by maximizing resources
productivity. It is concerned with developing nurturing a distinctive
competence to provide or business unit with a competitive advantage
(I bid).
2.5.1. Strategy Formulation Framework
2.5.1.1. A Comprehensive Strategy- Formulation Framework
Formulation techniques can be integrated in to three-stage decision making

framework as shown below. The tools presented in this framework are
applicable to all sizes and types of organizations and can help strategists
identify, evaluate, and select strategies (University of Pakistan, MGT603,
P97).
 Stage-1 (Formulation Framework)

I. External Factor Evaluation
II. Competitive Matrix profile
III. Internal Factor Evaluation (I bid).
 Stage-2 (Matching Stage)
I. TWOS Matrix (Threats-Opportunities-Weaknesses-Strengths)
II. SPACE Matrix (Strategic Position and Action Evaluation)
III. BCG Matrix (Boston Consulting Group)
IV. IE Matrix (Internal and External)
V. GS Matrix (Grand Strategy) (I bid).
 Stage-3 (Decision Stage)
I. QSPM (I bid).
Starge-1 of the formulation framework consists of the EFE Matrix, the IFE
Matrix, and the Competitive Profile Matrix, called the input stage, stage-1
summarizes the basic input information needed to formulate strategies (I
bid).
Stage-2 called the matching stage focuses upon generating alternative

strategies by aligning external and internal factors (I bid).
Stage-3 called the Decision Stage, and involves a single technique, the
Qualitative Strategic Planning Matrix (QSPM). A QSPM uses input
information from stage-1 to objectively evaluate feasible alternative
strategies identified in stage-2. A QSPM reveals the relative attractiveness of
alternative strategies and, thus, provides an objective basis for selecting
specific strategies (I bid, P98).
2.6. Strategic Analysis and Choice
2.6.1. Strategic Analysis
The aim of strategic analysis is to form a view of the main influences on the
present and future obligation of the organization. This will obviously affect
the strategic choice. Strategic analysis would cover the following areas:
 The environmental variables. Like political, economic, social and

technological, as well as competitive factors and how they will
affect the organization and its activities.
 The resource reliability and its relative strength and weakness.
 The aspiration and expectations of the groups, which have an
interest in the organization. For example, shareholders,
managers, owners, employees, and unions.
 The beliefs and assumptions that make up the organization will
have an effect because they are the means of interpreting the
environment and resource influences (ACCA study text, 2005,
P27).
2.6.1.1. Strategic Position of the Organization
Strategic analysis is concerned with understanding the strategic, position of

the organization. The stages of strategic analysis include the following:
 Definition of the mission is of fundamental importance since it

answers the question:”what business are we in?” it might be
expressed in the mission statement. It can serve three
functions: it can be the fount of the organization’s value system;
it can indicate the firm’s long- term approach to the business
and its commercial rationale; and it can be used as a basis of
the organization’s public image. A mission rarely change (I bid).
 Goals are not necessarily quantified, but they relate the mission
to the needs of different stakeholders such as customers,
employees and shareholders. These stakeholders might have
conflicting interests. A stakeholder analysis is the technique to
use for this part of the analysis (I bid).
 Objectives should embody mission. Generally they are
quantitative measures, against which actual performance can
be addressed. However, it would be wrong to say that only
things that can be measured are important. For example the
ethical dimension of objectives can be very important.
Objectives do change. The key tools and techniques include
measures such as performance, time scale deadlines (I bid).
 Corporate needs analysis is made up of environmental analysis
(or external appraisal), the position audit, (incorporating an
internal appraisal), which examines the current state of the
organization, the corporate appraisal (or SWOT) analysis)
follows from the first two stages and is a critical assessment of
the strengths, weaknesses, opportunities, and threats affecting
the organization in order to establish its position prior to the
presentation of long-term plan. The gap analysis is based on
forecast of current activities into the future; the aim is to
identify any shortfall in projected results against objectives (I
bid).
2.6.1.2. Expectation and Influence of Stakeholders.
A stakeholder can be defined as someone who has an interest in the well

being of the organization. A typical list of stakeholders for a large company
would include shareholders, employees, managers, customers, locality,
suppliers, government and society at large (ACCA study text, 2005, P29).
 Shareholders- the owners of the organization are generally

concerned with a steady flow of income (e.g. dividends),
possible capital growth and continuation of the business (I
bid).
 Managers- are generally concerned with pay and status, job
security and individual performance measures. If an
organization wishes to follow a strategy that results in a
particular department being reduced in size or abolished, the
manager of the department is likely to be hostile to the plan (I
bid).
 Employees- are generally concerned with job security, pay and
job satisfaction (I bid).
 Trade unions- unions within an organization are generally
concerned with taking an active part in the decision- making
process (I bid).
 Customers- are generally concerned with receiving goods and
services of a reasonable quality and paying a reasonable price
for them (I bid).
 Suppliers- are generally concerned with being payed promptly
for goods and services delivered and receiving regular
payments (I bid).
 Government and general public-are generally concerned that
the organization is meeting relevant legal requirements and
that it does not harm the outside environment (I bid).
2.6.2. Strategic Choice
Strategic choice follows strategic analysis and is based upon the following
three elements:
 Generation of strategic options.

 Evaluation of options to assess their relative merits and
feasibility.
 Selection of strategy or option that the organization will peruse.
There could be more than one strategy chosen but there is a
chance of an inherent danger or disadvantage to any choice
made. Although there are techniques for evaluating specific
options, the selection is often subjective and is likely to be
influenced by the values of managers and other groups with an
interest in the organization. (ACCA study text, 2005, P31).
2.6.2.1. Generation of Strategic Options
There may be several possible courses of action open to the organization.

For example, an international retailer may need to decide on areas such as:
 Which areas of the world are most important to concentrate

on?
 Whether it is possible to maintain a common basis of trading
across all the different countries.
 Whether it is necessary to introduce variations by market
focus.
 What strategic directions are necessary for product
development and product range?
 Should the company attempt to follow these strategies by
internal development or joint venture activity through
franchising (ACCA study text, 2005, P30).
All of these considerations are important and needed careful consideration:
indeed, in developing strategies, a potential danger is that managers do not
consider any but the most obvious course of action- and the most obvious is
not necessarily the best. A helpful step in strategic choice can be to generate
strategic options (I bid).
Strategic options generation is the process of establishing a choice of
possible future strategies. These are three main areas to consider:
 Porter describes certain competitive strategies which an
organization may pursue for competitive advantage (a condition
which is proof against ‘erosion by competitor behaviour or
industry evolution’). They determine how you can compete (I
bid).
 Ansoff describes product-market strategies (which markets you
should enter or leave). They determine where you compete and
the direction of growth (I bid).
 Institutional strategies (that is: relationships with other
organizations) determine the method of growth (I bid).
2.6.2.2. Evaluation of the Options.
Strategic options can be examined in the context of strategic analysis to

assess their relative merits. In deciding on any of the options that they may
face, the organization might want to know whether they are suitable to the
firm’s existing position. They need to know which of these options builds
upon strengths, overcomes a weakness and takes advantage of
opportunities, while minimising or circumventing the threats the business
faces. This is called the search for strategic fit or suitability of the strategy.
However, a second set of question is important:
 To what extent could a chosen strategy be put into effect?
 Could required finance be raised, sufficient stock be made
available at the right time and in the right place, staff be
recruited and trained to reflect the sort of image the
organization is trying to project? These are questions of
feasibility (ACCA study text, 2005, P31).
2.6.2.3. Selection of Strategy or Option
This is the process of selecting those options, which the organization will
peruse. There could be just one strategy chosen or several. There is unlikely
to be a clear-cut ‘right’ or ‘wrong’ choice because any strategy must
inevitably have some dangers o disadvantages. So in this end, choice is
likely to be a matter of judgement. It is important to understand that the
selection process cannot be always be viewed or understood as a purely
objective, logical act. It is strongly influenced by the values of managers and
other groups with interest in the organization, and ultimately may vary very
much reflect the power structure in the organization (ACCA study text,
2005, P30).
2.7. Strategic Planning
Strategic plan tend to be long- range. They involve analysis of the work
environment, the economic issues, the trends and existing competition. The
intent of strategic plan is to shape the future of the organization, either
totally or partially. Strategic are the basis for developing operating plans,
which outlines how the business or department runs on a daily basis.
Benefits of strategic plan are, establishing a vision for the organization,

setting overall direction, and serving to unite divisions or departments under
a single, overall mission(Peter.C, 2001, P 20).
2.8. Designing and Implementing a Technology Strategy
In today’s competitive environment, technology is a resource of primary

importance to most organizations. As such, its management must be part of
firm’s overall business strategy. (Robert. A., Modesto. A., Stevenc. W, 1996,P
P121)
Technology strategy encompasses, but exceeds beyond, research and

development strategy. It helps answer questions such as:
 Which distinctive technological competencies and capabilities are
necessary to establish and maintain competitive advantage?
 Which technologies should be used to implement core product
design concepts and how should these technologies be embodied
in products?
 At what level should the organization invest in technology
developments?
 Should technologies be sources internally or externally?
 When and how should new technology be introduced to the
market?
 How should technology and innovation be organized and
managed? (I bid).
Technology strategy can be conceptualized as an evolutionary
organizational learning process which highlights the links between technical
competencies and capabilities, technology strategy, and experience (I bid).
2.9. Interrelationship between Formulation and Implementation
It is to be noted that the division of strategic management into different

phases is only for orderly study. In real life, the formulation and
implementation process are intertwined. Two types of linkage exist between
these two phases of strategic management. The forward linkages deal with
the impact of the formulation on the implementation while the backward
linkages are concerned with the impact t in the opposite direction. On the
other hand, formulation is primarily an entrepreneurial activity, based on
strategic decision-making, the implementation of strategy is mainly an
administrative task based on strategic as well as operational decision-
making. Looked at from another angel, formulation is a managerial task
requiring analysis and thinking, implementation primarily rest on action
and doing (Azhar.K 2002, P292).
Forward Linkages: the different elements in strategy formulation starting

with the various constitutes of strategic intent through environmental and
organizational appraisal, strategic alternatives, strategic analysis and choice
and ending with strategic plan, determine the course that an organisation
adopts for itself. With the formulation of new strategies, or reformulation of
leading to modified strategies, many changes have to be effected within the
organisation. For instance, the organisational structure has to undergo a
change in light of requirements of, modified or new strategies. Clearly, the
strategies formulated provide the direction to implementation. In this way
the, formulation of strategies has forward linkages with their
implementation (I bid).
Backward Linkages: just as implementation is determined by the

formulation of strategies, the formulation is also affected by factors related
with implementation. Past strategic actions also determine the choice of
strategy. Organisations tend to adopt these strategies which can be
implemented with the help of the present structure of resources combined
with some additional efforts. Such incremental changes, over a period of
time, take the organisation from where it is to where it wishes to be (I bid).
2.10. Strategic Implementation
Strategy implementation is the sum of the activities and choices required for
the execution of a strategic plan. It is the process by which strategies and
policies are put into action through the development of programs, budgets,
and procedures. Although implementation is usually considered after
strategy has been formulated, implementation is a key part of strategic
management. To begin implementation strategists must consider the
following three questions: (Hunger, D.J, and Wheelener, L.T, 2004, P122)
 Who are the people who will carry out the strategic plan?
 What must be done?
 How are they going to do what is needed? (I bid).
Who Implements Strategy? Depending on how the corporatio0n is

organized, those who implement strategy will probably be a much more
diverse group of people than those who formulate it. In most large, multi-
industry corporations, the implementers will be everyone in the
organisation. Vice presidents of functional areas and directors of divisions or
business units will work with their subordinates to put together large-scale
implementation plans. Plant managers, project managers, and unit heads
will put together plans for their specific plants, departments, and units.
Therefore, every operational manager down to the first line supervisor and
every employee will be involved in some way in implementing corporate,
business, and functional strategies (I bid).
What must be done? The managers of divisions and functional areas work
with their fellow managers to develop programs, budgets, and procedures for
implementation of strategy. They also work to achieve synergy among the
divisions and functional areas in order to establish and maintain a
company’s distinctive competence (I bid, P123).
How is Strategy to be implemented? Before plans can lead to actual
performance, top management must ensure that the corporation is
appropriately organized, programs are adequately staffed, and activities are
being directed toward the achievement of desired objectives (I bid).
A change in corporate strategy will likely require some sort of change in

organizational structure and in the skills needed in particular positions.
Strategic managers must therefore closely examine how their company is
structured to decide what, if any, changes should be made in the way work
is accomplished. Should activities grouped differently? Should the authority
to make key decisions be centralized at headquarters or decentralized to
managers at distant locations? Should the company be managed tightly with
many rules and controls or loosely with few rules and controls? Should the
corporation be organized into a tall structure with many layers of managers,
each having a narrow span of control (that is, few employees to supervise)
for better control of subordinates; or should it be organized into flat
structure with fewer layers of managers, each having a wide span of control
(that is, more employees to supervise) to give more freedom to subordinates
(I bid, P124).
Management should have addressed theses questions and similar ones

initially when they analysed the pros and cons of strategic alternatives, but
the questions must be addressed again before management can make
appropriate implementation plans. Unless top management can answer
these basic questions satisfactorily, even the best planned strategy is
unlikely to provide the desired outcome (I bid, P122).
Strategy implementation deals with doing what is planned. This means

changing products, services, organization structures, systems, resources
and style as per strategy. Implementation must be monitored at regular
intervals and deficiencies must be sorted out. Implementation can be
discussed in the following sub themes:
Project Implementation: it deals with implementation of projects, which
are as per the strategy (Rao, M.P, and Jain, K.T, 1999, P22).
Procedural Implementation: it is to prepare right procedure and system for

proper strategic implementation (I bid).
Resource Allocation: it involves strategic budgeting, resource allocation

and resource sharing (I bid).
Structural implementation: it is to create a fit between organisational

structure and strategy often necessitates a change in structure (I bid).
Behavioural Implementation: it is the core of change management in the

organisation. It involves dealing with people and changing them. It is the
most complex of all changes (I bid).
Leadership Implementation: adopting appropriate leadership style

according to strategy is important. Different styles are important in different
circumstances. Organisation must study the situation and accordingly apply
appropriate leadership. A related aspect is management of cultural change
in organisation. If the gap between the present leadership style and value
system and desired value system is very high, the organisation must
approach some organisation Development Expert and adopt OD
interventions for changing the organisation (I bid, P24).
Culture and Strategic Management: strategic management is redefining

the future. Culture and value system of an organisation has an impact on
the future of the organisation. It is important for managers to understand
culture. Culture is a sum total of common beliefs, values, understanding,
rituals, shared meanings, symbols, rites, norms that pervade the
organisation. Ii is culture that makes an organisation different from other
organisation (I bid, P22).
Culture is defined as “a common perception held by the organisation’s

members; a system of shared meaning. Corporate culture is manifested in
an organisation in the following form: share things, shared sayings, shared
actions, shared feelings. Top management has not only to study culture but
also to play a vital role to shape the culture of the organisation (bid).
Functional Implementation: functional management involves changing the

functional profiles of organisation. The changes in key thrust areas in
different functions may be necessitated due to change in strategy (I bid).
2.10.1. Aspects of Strategic Implementation
The different aspects involved in strategy implementation cover practically

everything that is included in the discipline of management studies. A
strategies, therefore, has to bring to his or her task a wide range of
knowledge, skills, attitudes, and abilities. The implementation tasks put to
test the strategists’ abilities to allocate resources, design structures, and
systems, formulate functional policies, take into account the leadership
styles required, and plan for operational effectiveness, besides dealing with
other various issues (Azhar.K, 2002, P292).
The strategic plan devised by the organization proposes the manner in

which the strategies could be put into action. Strategies, by themselves, do
not lead to action. They are, in a sense, a statement of intent:
implementation tasks are meant to realise the intent. Strategies therefore
have to be activated through implementation (I bid).
Strategies lead to several plans. Each plan leads to several programs. Each
program results in several projects. Projects are supported by funds through
budgets. The administrative mechanism of policies, procedures, rules and
regulations support the working of the organization while it implements the
projects, programs, plans, and strategies (I bid, P293).
2.10.2. Implementation Process
The implementation of strategy has to be planned. This is the conversion of

the strategy into detailed objectives for operating units
 Some plans go into detail specifications as to how the activities
should be carried out.
 Others will specify targets which managers are expected to
reach on their own initiative (ACCA study text, 2005, P31).
The implementation process can also be thought of having several parts:
 Resource planning and logistics of implementation. The process
will address the problems of the tasks that need to be carried
out and also the timing of them. There may need to be changes
in the mix of resources required to implement the strategy and
decisions will need to be taken about who is to be responsible
for the changes (I bid).
 The organization structure may need to be changed. For
example, from hierarchical to matrix or from centralised to
decentralised (I bid).
The systems employed to manage the organization may be improved. These

systems provide the informational and operational procedures needed in the
organization. It may be that a new information management system is
required to monitor the progress of the strategy. Staff may need to be
retrained or new staff recruited (I bid).
2.10.2.1. Resource Planning
Resource planning covers finance, human resource management and

physical resources such as land and buildings. It involves assessing the key
tasks to satisfy the critical success factors, and resources to be allocated to
the key tasks. It is concerned with the following questions:
 What are the key tasks that need to be carried out?

 What changes need to be made in the resources mix of the
organization?
 By when?
 Who is to be responsible for the change? (ACCA study text,
2005,P32)
2.10.2.2. Structure
It is likely that changes in organizational structure will be needed to carry

through the strategy and there is also likely to be a need adopt the systems
used to manage the organization (ACCA study text, 2005, P33).
Organization structure- lines of authority and communication must be

established, which are appropriate to the way the strategy is broken down in
to detailed targets (I bid).
Systems are necessary to provide the necessary strategic information, as

well as essential operational procedures. Control systems are used to assess
performance. The types of question that will need answering include:
 What will different departments will be held responsible for?
 What sorts of information system are needed to monitor the
progress of the strategy?
 Is there a need for retraining of the work force? (I bid).
Implementation involves devising multiple sub-strategies for products and
markets, human resources and so on (I bid).
CHAPTER THREE
DATA PRESENTATION, ANALYSIS AND INTERPRETATION
The presentation, analysis and interpretation of the data gathered through

questioner and interview is included in this chapter. Frequency distribution
integrated with tabular presentation is used to present the data gathered
through questionnaires. After the analysis is undertaken through percentile
ranking, interpretation has been forwarded below each table. The data
gathered through interview is integrated with the interpretation part of the
questioner. It must be noted that the interview is conducted only with the
‘Corporate Planning Department’ manager of the organization; this is
because other top level managements of the bank were not willing to be
interviewed because of several reasons. Fortunately, the strategic plan of the
bank is designed by the ‘Corporate Planning Department’ for this reason the
input from the interview is quite relevant and satisfactory.
Since the respondents are classified into two strata, the data presentation,
analysis and interpretation on similar sub-titles is conducted on separate
tables for each stratum. Any differences, similarities and contradictions on
the responses of the respondents are viewed when necessary so as to form a
concrete base for conclusion.
3.1. Background of Respondents
Table 1. Personal Information of Respondents
Respondents
Management Employee
No Item Frequency Percentage Frequency Percentage
Male 6 85.7 35 79.5
Female 1 14.3 9 20.4
1 Sex
Total 7 100 44 99.9
18-24 - - 5 11.4
25-31 - - 18 40.9
32-45 5 71.4 21 47.7
Greater 2 28.6 - -
2 than 45
Age Total 7 100 44 100
Below 10th
grade - - 1 2.3
10th grade - - - -
10+1 - - - -
10+2 - - - -
Certificate - - 1 2.3
Diploma - - 14 31.8
1stDegree 5 71.4 24 54.5
2ndDegree 2 28.6 4 9.1
Above
3 2ndDegree - - - -
Level of Any other - - - -
Education
Total 7 100 44 100
Below 1 - - 1 2.3
year
1-3 years - - 14 31.8
4-6 years - - 7 15.9
7-9 years 1 14.3 12 27.3
4 Above 9
Experience years 6 85.7 10 22.7
Total 7 100 44 100
As we can see from item one in the above table, the majority of the
respondents are male in both strata. The number of male managers in the
sample are 6 (85.7%) when 1 (14.3%) is female. This implies the majority of
the managements of the bank are male; therefore the bank doesn’t have an
equal distribution of both sexes in its composition of work force at higher
positions.
The amount of male employees in the sample are 35 (79.5%) whereas, 9
(20.4%) are female. Here again, the bank doesn’t have an equal distribution
of both sexes in its work force. When it comes to age, 5 (71.4%) of the
managers of the bank are in between 32 and 45; hence, they are found
under in middle the age group. Similarly, 21 (47.7%) of the employees are
found in between 32 and 45; in addition, 18 (40.9%) are in between 25 and
31. From this data one can clearly see that 39 (88.6%) of the employee’s are
in between 25 and 45; therefore, the organization is composed of young and
middle age work force.
5 (71.4%) of the managers and 24 (54.5%) of the employees in the

organization have first degree. This clearly indicates the organization lacks
man power in masters and PHD level in both management and employees.
Therefore, work processes that require high analytical ability might not be
possible to be undertaken by the bank’s own employees.
Most of the managers which are 6 (85.7%) have an experience above 9 years;
therefore, they are familiar with and well aware of the work environment. On
the contrary, one can clearly see that the employees have a diversified level
of experience; which is extremely helpful to get responses from different
perspectives.
3.2. Analysis of the Findings
3.2.1. The Environmental Scanning and Industry Analysis Practice of

the Bank.
Table 2. The Environmental Scanning Practice to Avoid Unnecessary

Strategic Surprises
Item Responses Frequency Percentage
The ability of the bank to avoid Very strong 5 11.36

unnecessary strategic surprises
Strong 10 22.72
and insure long term
Medium 19 43.18
organizational health by
monitoring, evaluating, and Weak 10 22.72
gathering timely relevant
Very weak - -
information from external and
internal environment.
Total 44 99.98
Table.2 show the responses gathered from the employees of the bank
concerning its practice in environmental scanning so as to insure long-term
organizational health. 19 (43.18%) and 10( 22.72%) of the employees believe
the bank’s practice on environmental scanning to the extent which can
enable it to insure long term organizational health is medium and weak
respectively. As a result, 29 (65.90%) of the employees said the bank is not
undertaking strong or very strong environmental scanning.
Table 3. The Extent of the Bank’s Environmental Scanning Practice
The responses of the Very strong 1 14.28

managers on the strength
Strong 5 71.42
of environmental scanning
Medium 1 14.27
practice of the bank when it
formulates its strategic Weak - -
plan.
Very weak - -
Total 7 99.97
The above table shows the responses of the managements in the bank’s
environmental scanning practice. As it can be seen from the table, 5
(71.42%) of the mangers have said that their bank’s environmental scanning
practice is strong.
According to the interview held with the manger of the corporate planning
department, the bank analyzes its environment through the use of SWOT
matrix and PEST, but it doesn’t prepare actions that can help to mitigate the
weaknesses after it has completed the SWOT matrix.
The employee’s perspectives towards the bank’s environmental scanning

practice totally differ from that of the management. Moreover, the manager
of the corporate planning department believes there are weaknesses in this
area. This contradiction is an indication of the lack of communication and
transparency that exists between the employees and the management.
Table 4. The Industry Analysis Practice
The responses of the managers Very strong 2 28.57

when it comes to the industry
Strong 5 71.42
analysis practice of the bank so
Medium - -
as formulate its strategic plan.
Weak - -
Very weak - -
Total 7 99.99
As said by 5 (71.42%) and 2 (28.57%) of the bank’s managers believe the

industry analysis practice strong and very strong respectively. According to
(Hunger, DJ., Wheelener, L.T, 2004, P53) : an examination of important
stakeholder groups, such as suppliers and customers, in the task
environment of a particular corporation is a part of industry analysis.
Therefore, if the managers believe that their practice is strong, then they
must examine important stakeholder groups in order to get all the needed
information for industry analysis.
Table 5. Examination of Important Stakeholder Groups
The extent to which the Most often 4 57.14

bank examines important
Often 1 14.28
stakeholder groups when it
Sometimes 2 28.57
performs industry analysis.
Rarely - -
Not at all - -
Total 7 99.99
More than half of the bank’s managers which are 4 (57.14%) say their
organization conducts an examination of important stakeholders most often;
whereas, 2 (28.57%) believe it is done some times. From the above data it
would be wise to conclude the industry analysis of the bank fairly
incorporates the examination of important stakeholder groups but it can’t be
said outstanding.
The interview held indicates that the bank conducts analysis of stakeholders
and related parties when it performs its industry analysis. Nevertheless, it
both internal and external stakeholders are not addressed to the extent that
they should be. This is because of the great deal of budget required to
undertake a satisfactory analysis of stakeholders. Concerning its employees
the bank has included human resource development in its five-year strategic
plan so as to increase staff efficiency. Critical issues like, job security, pay,
and job satisfaction are incorporated when the bank performs analysis of
employees since being able to satisfy the employees concerning such
matters can help to keep the work force motivated and develop feeling of
belongingness.
3.2.2. The Bank’s Strategy Formulation Frame Work and its Practice of
Strategic Analysis and Choice.
Table 6. Application of Strategy Formulation Frame Work
The perspective of the bank’s Strongly Agree - -

managers on the application
Agree 5 71.42
of applicable strategy
Neutral 1 14.28
formulation framework when
the bank formulates its Disagree 1 14.28
strategic plan.
Strongly disagree - -
Total 7 99.98
5 (71.42%) of the mangers of the bank agree the organization uses
applicable strategy formulation tools in order to summarize the basic input
in formations needed to formulate strategies. On the contrary, 1 (14.28%)
disagree that the bank uses applicable strategy formulation frame works.
The rest of the managers are neutral which is an indication that they don’t
have any idea about strategy formulation frame works. Since strategy
formulation should involve all the mangers of the bank it is expected that
they have similar perspectives on the formulated strategy but obviously lack
of communication exists between the managers of the bank.
Table 7. The Strategic Analysis Practice of the Bank
The extent of the bank’s Most often - -

strategic analysis to form a
Often 1 14.28
view of the main influences on
Sometimes 4 57.14
its present and future
obligations. Rarely 2 28.57
Not at all - -
Total 7 99.99
The majority of the managers which are 4 (57.14%) believe strategic analysis
is sometimes undertaken in the bank. In addition 2 (28.57%) believe it is
done rarely. The implication of 6 (85.71%) of responses is obviously negative
when it comes to the bank’s strategic analysis and choice practice. As
indicated in the literature review areas that need to be covered in strategic
analysis are quite vital for strategy formulation, but it would be impossible
for the bank to address all the important areas that can be covered by
strategic analysis and choice if it doesn’t conduct it on a frequent basis.
Table 8. The Strategic Choice Practice of the Bank
The extent to which the bank Most often - -

practice’s strategic choice in order
Often 2 28.57
to generate alternative strategies
Sometimes 3 42.85
and to select one or several best-
fit-strategies Rarely 2 28.57
Not at all - -
Total 7 99.99
3 (42.85%) of the mangers say their organization sometimes uses strategic

choice. In addition, 2 (28.57%) believe the bank rarely practices strategic
choice. The responses imply 5 (71.42%) of the mangers think the practice of
strategic choice is not satisfactory. Since strategic choice includes
generation of strategic options, evaluation of the options to assess their
relative merits, and feasibility, and selection of the option that the
organization will peruse. (ACCA Study Text, 2005, P31), an organization
weak at strategic choice can’t be successful in its strategy formulation.
Even though the managers agreed that they use applicable strategy
formulation frame work, most of them don’t confidently relay on the bank’s
strategic analysis and choice practice. If the organization uses proper
strategy formulation framework, then it would have used strategic analysis
and choice very frequently when it formulates its strategic plan.
Table 9. The Perspectives of Employees on the Competencies of the
Bank
The perspective of Strongly Agree 9 20.45

employees when they
Agree 21 47.72
were asked if the bank
Neutral 5 11.36
has one or more special
qualities which can help it Disagree 8 18.18
withstand pressures of
Strongly disagree 1 2.27
competition.
Total 44 99.98
Most of the bank’s employees believe the bank has one or more special
qualities (competencies) which can help the bank withstand pressures of
competition. 21 (47.72%) and 9 (20.45%) agree and strongly agree
respectively that the bank has competencies. Nevertheless, unless the bank
performs an outstanding internal organizational appraisal, and a reliable
strategic analysis and choice, it might be impossible for it to identify its
‘distinctive competencies’ which can be the core stone for strategy
formulation.
According to the interview, the bank has a plan to enhance its internal
capacity so as to be able to strengthen its competencies and overcome its
weakness in order to exploit opportunities and minimize threats.
3.3.3. Interrelationship between Formulation and Implementation
Table10. The Forward Linkage between Formulation and

Implementation
The contribution of the Very strong - -

formulated strategic plan in
Strong 1 14.28
providing a clear direction to
Medium 3 42.85
implementation according to
the perspective of the Weak 3 42.85
mangers.
Very weak - -
Total 7 99.97
The managers of the bank think the formulated strategic plan has
drawbacks in providing a clear direction to implementation. As it can be
seen from the table, 3 (42.85%) think the formulated strategic plan has a
medium advantage in providing a clear direction to implementation when an
equal percentage argues that it is weak. This indicates that the gaps shown
in environmental scanning, industry analysis, and strategic analysis and
choice are not allowing the organization to select the best-fit strategy and
undertake the necessary changes need in the organization.
Table 11. The Ease of the Strategic Plan for Implementation
The perspective of the Strongly Agree 8 18.18

bank’s employees if the
Agree 9 20.45
strategic plan of the
Neutral 19 43.18
bank has an ease of
implementation. Disagree 5 11.36
Total 44 99.71
19 (43.18%) of the employees don’t have anything to say about the strategic
plan’s ease for implementation. This is an indication of their lack of
awareness about the significance of the strategic plan on their daily activity.
On the other hand, 8 (18.18%) and 9 (20.45%) strongly agree and agree
respectively that the strategic plan is easy to implement when 5 (11.36%)
disagree and 3 (6.81%) strongly disagree. Therefore, most of the responses
stand against the clarity of the strategic plan.
3.3.4. The Basic Questions that need to be addressed before Strategy is
Implemented
Table 12. What must be Done to Implement the Strategy
The strategists of the Strongly Agree 1 14.28

bank prepare the
Agree 1 14.28
strategic plan specifying
Neutral 2 28.57
what must be done to
implement it. Disagree 3 42.85
Total 7 99.98
3 (42.85%) of the managers disagree that the strategic plan specifies what
must be done to implement it, when 2 (28.57%) are neutral. This indicates
that most of them know some of the weaknesses in the strategic plan, when
some of them remain confused about the design of the strategic plan. On the
contrary 2 (28.56) of the managers believe the strategic plan specifies what
must be done to implement it. The responses of the managers clearly prove
their differences in awareness, understanding and communication.
Concerning what must be done to implement the strategy, the interview held
with has indicated the bank’s weakness in preparing ‘gross action plan’ to
indicate what must be done to implement the strategic plan. When a certain
organization knows what must be done, it is easier for managers to develop
programs, budgets, and procedures to implement the strategy (Hunger, D.J,
and Wheelener, L.T, 2004, P122), but the problem mentioned above might
be an obstacle to do so.
Table 13. Who Implements Strategy
The contribution of bank’s Very strong 8 18.18

strategic plan in clearly
Strong 9 20.45
indicating who is responsible
Medium 10 22.72
to implement it.
Weak 14 31.18
Very weak 3 6.81

Total 44 99.34
The majority of the employees which is 14 (31.18%) said the strategic plan of
the bank is weak at indicating who is responsible to implement it. Even
though every employee is involved in implementing the strategic plan, their
responsibilities in the implementation must have been confusing to them. 9
(20.45%) and 8 (18.18%) of the employees say the strategic plan is strong
and very strong respectively in indicating who is responsible to implement it.
Therefore, 17 (38.63%) have positive perspective when 17 (37.99%) stand in
opposition. The rest of the employees say it is medium in indicating who is
responsible. As it can be seen, the weak side can outweigh if the voice of
those who say medium is summed with those who say weak and very weak.
Table 14. How is Strategy to be Implemented
The perspectives of Strongly Agree 7 15.91

employees when they
Agree 21 47.72
were asked if the
Neutral 9 20.45
strategic plan of the
bank clearly indicates Disagree 4 9.1
how it can be
implemented.
Total 44 99.99
21 (47.72%) of the employees agree and 7 (15.91%) strongly agree that the
strategic plan clearly indicates how it can be implemented when 9 (20.45%)
chose to be neutral. On the other hand, 4 (9.1%) disagree and 3 (6.18%)
strongly disagree. As it can be imagined, if an organization doesn’t clearly
develop programs, budgets, and procedures to have a clear view of what
must be done, its efforts to insure if the organization is appropriately
organized, if programs are adequately staffed, and if activities are being
directed towards the achievement of desired objectives; would be of no value.
This is because without having a clear and relevant plan with the right man
power to implement it, an organization can’t achieve anything by simply
organizing for action and undertaking changes to implement the plan.
3.3.5. The Implementation Process of the Bank
Table 15. Resource Planning of the Bank
The extent to which Most often 2 28.57

the bank incorporates
Often 5 71.42
resource planning in
Sometimes - -
its implementation
process. Rarely - -
Not at all - -
Total 7 99.99
Most of the mangers say resource planning is considered often in the

implementation process of the bank and a considerable amount also say it
is undertaken most often.
As mentioned in the interview, the resource planning of the bank includes:

improving financial performance by raising the level of capital, resource
mobilization, and human resource development. In addition, the
management also believes the implementation process of the bank is good
enough to activate the strategies.
Therefore, the key tasks that need to be carried out, the changes that need
to be made on the resource mix of the organization, the time to make the
changes, and the individuals who are responsible for the changes are
expected to be addressed if the resource planning is done often and
properly. But if the organization has a gap in environmental scanning, and
in indicating what must be done to implement the strategy and who is
responsible to implement the strategy, it would be difficult for it to have an
effective resource planning and implementation process though the mangers
say their bank exercises resource planning.
Table 16. Change in Organizational Structure so as to Facilitate the
Implementation
The perspectives of the Strongly Agree 3 42.85

mangers when they were
Agree 4 57.14
asked if the organizational
Neutral - -
structure of the bank is
changed in accordance Disagree - -
with its strategic plan so
as to facilitate the
implementation.
Total 7 99.99
4 (57.14%) of the mangers agree the organizational structure is changed in

accordance with the strategy. Moreover, 3 (42.85%) strongly agree on this
issue. On the other hand, it is been indicted from the interview that the
bank undertakes the revision of its organizational structure every three
years. This is done to establish lines of authority and communication in
order to break down the strategy into detailed targets.
Nevertheless, the mangers of the bank seem to have different perspectives

on the banks performance regarding what must be done to implement it and
their employees also say the bank’s strategy is not satisfactory in indicating
who is responsible to implement it. Having this in mind, it can be difficult
for the organization to formulate an effective organizational structure when
it has a problem in indicating what must be done to implement the strategic
plan, and who is responsible to implement it.
3.3.6. Sub Themes of Implementation
Table 17. The Procedural Implementation Practice of the Bank
The extent to which the Most often - -

bank uses procedural
Often 2 28.57
implementation when it
Sometimes 3 42.85
implements its strategic
plan. Rarely 2 28.57
Not at all - -
Total 7 99.99
3 (42.85%) of the managers say the bank sometimes uses procedural

implementation when it implements its strategic plan. Since procedural
implementation is all about preparing right procedure and system for proper
strategic implementation (Rao, M.P and Jain, K.T,1999, P22), the
organization must have to use procedural implementation whenever it
implements its strategic plan. Nevertheless, the gaps in the bank’s strategy
implementation practice are more likely to impose a significantly on its
effectiveness in the application of procedural implementation. The fact that
5 (71.42%) of the managers believe the bank doesn’t use procedural
implementation most often or often can clearly show the bank doesn’t
exercise procedural implementation frequently.
Table18. The Culture and Strategic Management Practice of the
Organization
The top level managements Strongly Agree 4 9.09

of the bank involve
Agree 10 22.72
employees in developing
Neutral 5 11.36
new cultures consistent
with the strategic plan and Disagree 22 50
the objectives of the bank
in order to make the
implementation practice
easy.
Total 44 99.97
Top level management should involve employees in developing new culture

consistent with strategy and objectives of the organization, particularly in
developing symbols, logo, panchile, and rituals of the organization (Rao, M.P
and Jain, K.T,1999, P22). Keeping this in mind 22 (50%) of the employees
say the bank doesn’t involve them in developing new cultures consistent
with the strategic plan and the objective of the bank in order to make the
implementation practice easy.
On the contrary, the interview held with the manger of the corporate
planning department indicates that the bank involves every employee in the
implementation as much as possible since strategy implementation requires
a wide range of knowledge, skill, ability, and attitude”.
The contradiction that exists in the responses of the employees and the
corporate planning manager clearly shows the lack of communication and
understanding between the management and employees.
CHAPTER FOUR
SUMMARY, CONCLUSION AND RECOMMENDATIONS
4.1. Summary
This chapter deals with the summary, conclusions and recommendations of

the major findings of the research.
 Of the entire bank’s managers, 6 (85.7%) are male whereas 35 (79.5%)

of the employees are male. In addition, 5 (71.4%) of the managers and
39 (88.6%) of the employees are found between the ages of 32-45. On
the other hand, 5 (71.4%) of the managers and 24 (54.5%) of the
employees have first degree. Moreover,6 (85.7%) of the mangers have
an experience more than 9 years when the employees have a
diversified level of experience.
 The bank performs external and internal environmental scanning. 5
(71.42%) of the managers believe the bank undertakes strong
environmental scanning when 19 (43.18%) of the employees say
medium.
 As said by 5 (71.42%) of the managers, the bank undertakes strong
industry analysis. Because of the lack in budget, the analysis of
stakeholders is not done to the extent it should be, but the bank fairly
incorporates the analysis of stakeholders since 4 (57.14%) of its
mangers say it conducts analysis of stakeholders most often when it
performs industry analysis.
 When 5 (71.42%) of the mangers say the bank uses applicable
strategy formulation frame work, about 4 (57.14%) of the managers
say strategic analysis is practiced sometimes. In addition, 3 (42.85%)
of the mangers say strategic choice is practiced sometimes when they
formulate strategies.
 The majority of the employees; which is, 21 (47.72%) believe the bank
has competencies.
 A good number of the bank’s managers; which is 3 (42.85%) say the
bank’s strategic plan has a medium contribution in providing a clear
direction to implementation. Moreover, 3 (42.85%) of the managers
also say the bank’s strategic plan is weak in providing a clear
direction to implementation.
 How the strategy can be implemented is well thought by the bank as
indicated by 21 (47.72%) of its employees. What must be done to
implement it and who are responsible to implement it are not
adequately indicated in the bank’s five year strategic plan. About 3
(42.85%) of the managers disagree that the strategic plan specifies
what must be done; in contrast, 14 (31.18%) of the employees say it is
weak in indicating who is responsible to implement it.
 Resource planning is addressed in the implementation process of the
bank as pointed out by 5 (71.42%) of the managers.
 The organisational structure of the bank is reviewed every three years
so as to establish effective and efficient lines of authority and
communication. This is supported by 4 (57.14%) of the bank’s
managers.
 Procedural implementation is exercised sometimes according to 3
(42.85%) of the bank’s mangers belief.
 The bank does not let employees participate employees in developing
new cultures consistent with the strategy and objectives of the
organisation as pointed out by 22 (50%) of the employees.
4.2. Conclusions
The bank undertakes environmental scanning through the use of PEST and
SWOT analysis but it fails to prepare actions to mitigate weaknesses which
are found internally in the bank. In addition the employees of the bank say
its environmental scanning has an average contribution in avoiding strategic
surprises and insuring long term organizational health when the bank’s
mangers say otherwise. This is obvious disagreement between the managers
and the employees which is an indication that there is still work to be done
in this area.
Most of the bank’s mangers say the bank uses applicable strategy
formulation frame work. Again, numerous amounts of the mangers believe
that the strategic analysis and choice is practiced sometimes. Since strategic
analysis is used less frequently the bank is obviously facing a hard time to
form a view of the main influence on its present and future obligations. The
fact that it uses strategic choice less frequently is also preventing the bank
from generating strategic options, evaluating the options, and selecting
strategy or options that it can peruse. Although the bank uses applicable
strategy formulation framework, the fact that it uses strategic analysis and
choice less frequently makes the applied framework unreliable.
The bank indicates how strategy can be implemented but it doesn’t

adequately indicate what must be done to implement it and who is
responsible to implement it. As a matter of fact, organizing for action and
preparing to undertake changes is nothing if the necessary programs,
budgets and procedures are not established and if who is responsible to
undertake the changes and implement the actions is not clearly stated. The
problem of the bank in indicating who is responsible to implement the
strategy and what must be done to implement it, can also make the resource
planning and the effort made to revise the organizational structure
incomplete and ineffective.
The bank’s failure to adhere to its branch expansion strategy, the delay in
implementation, the problem in systematic identification of corporate
customers and proper care to strength business ties is obviously caused by
the problems mentioned so far. This is a clear indication of the impact the
strategy formulation has on implementation and the reverse. Finally,
because of the above reasons the bank is more likely to face a hard time in
using its competencies to its advantage.
4.3. Recommendations
 The bank should scan its external environment effectively through

the uses of PEST since the external environment variables
influence its long-run decisions. In addition, organisational
resources, organisational behaviour, strengths and weaknesses,
synergetic effects, competencies, organisational capability, and
strategic advantages should be carefully scanned when the bank
undertakes internal environmental scanning. The SWOT analysis
which is useful for a critical assessment of the internal appraisal of
the bank’s strengths and weaknesses, and the external appraisal of
opportunities, and threats open to the bank in competition within
the industry; must provide a summarized analysis of the bank’s
present position in the market. In doing so, the bank can use its
strengths to overcome its weaknesses, in order to exploit
opportunities and minimize the effects of the threats. Eventually,
the industry analysis would be much satisfactory if it incorporates
Michael Porter’s approach to industry analysis since it can enable
it to see the intensity of competition within the bank industry.
 The bank should use applicable strategy formulation frame work in
a way that maximizes the application of strategic analysis and
choice since strategic analysis and choice are the basic elements in
proper strategy formulation frame work. It should also use different
tools of strategy formulation so as to come up with alternative
strategies and to select one or more best fit strategies. Moreover, it
should also use QSPM to objectively evaluate the feasible
alternative strategies identified.
 Clearly understanding the impact of specifying what must be done,
how strategy can be implemented, who is responsible to implement
the strategy on the bank’s implementation process, and applying
these questions properly to the bank’s benefit can improve the
resource planning and the revision of the organizational structure.
 The delay in implementation can be solved by formulating a best-fit
strategy and by applying an effective implementation process. The
problem of systematically identifying corporate customers to
strengthen business ties can be solved through a deep analysis of
stakeholders. The failure to adhere to its branch expansion
strategy can be the cause of the problems mentioned in the
implementation of the strategy and the practice of strategic
analysis and choice. Therefore, understanding and analysing the
impact of the strategy formulation on the implementation and the
reverse can help the bank to select a best-fit strategy and to have
an effective and efficient implementation process.
BIBLIOGRAPHY
ACCA Paper 6, (2005). Strategic Business Planning and Development :

Great Britain: Kaplan Publishing Company.
Azhar,K.(2002). Business Policy And Strategic Management: Tata McGrew

Hill Publishing Company.
Capezo,P.(2001). Powerful Planning Skills. Mumbai: Jaco Piblishing House.
Cooper,D.,and Schindler,P (2003): Business Research Methods,(8th

Edition), Tata McGrew Hill Publishing Company
http://www.wegagenbank.com.et/ Access Date: November 21 2009.
Hunger, D.J., and Wheelener, L.T.(2004). Essentials of Strategic

Management. New Delhi: Prentece- Hall of India private limited.
Journal of Management, Vol. 25, No. 3, 417-456 (1999) Access Date: November
21 2009.
Modesto,A.B., Steven,CW., and Robert, A.B.(1996). Strategic Management

of technology And Innovation. United States of America: Mc Graw
Hill.
Narayan,B.S.(1999).Strategic Mangement.NewDelhi: Anomol publications.
Rao, M.P., and Jain,K.T. Strategic management Current Trends and

Issues.
University of Pakistan, MGT603, and P97
Wegagen Bank, S.C. (2007/2008). Annual report.
Wegagen Bank, S.C. Five-year Strategic Plan for the Period 2006/07-
20/10/11
BUSINESS FACULTY
Dear Respondents
This questioner is prepared in order to gather relevant primary data so as to
successfully complete the research which is being held on Wegagen Bank,
S.C. by the title, ‘An Assessment on the strategic management design and
implementation of Wegagen Bank, S.C’. The research is being conducted for
the partial fulfillment of the requirements for the degree of Bachelor of Arts
in Management. Your answers are quit vital for the final findings of the
research; therefore, it would be most appreciated if you carefully read and
provide relevant answers for the questions. Please mark ( ) for your
answers on the spaces provided. If you have any additional ideas concerning
the title, you can write it on the space which is which is specifically prepared
for additional comments.
Thank you in advance for your
cooperation.
Part-I
Personal Information
1. Sex
Male Female
2. Age
18-24
25-31
32-45
Above-45
3. Education Status
Below 10th grade
10th grade
10+1
10+2
Certificate
Diploma
1st Degree
2nd Degree
Above 2nd Degree
If any other
4. Job Title
5. Experience
Below 1 year 1-3 years 4-6 years 7-9 years Above 9 year
Part-II
Research Related Questions

I. For Management Only
1. When the bank formulates its strategic plan, how do you rate its
practice in environmental scanning?
Very strong Strong Medium Weak Very weak

2. When the bank formulates its strategic plan, how do you rate its
practice in industry analysis?
3. How often does the bank undertake examination of important

stakeholder groups when it performs industry analysis?
Most often Often Sometimes Rarely Not at all
4. The bank uses applicable strategy formulation tools in order to

summarize the basic input information need to formulate strategies?
Strongly agree Agree Neutral Disagree Strongly disagree
5. How often does the bank undertake strategic analysis to form a view
of the main influences on the present and future obligations of the
bank?
6. The bank’s strategic analysis covers the analysis of its strategic

position.
7. The bank’s strategic analysis includes the analysis of the expectations

and influences of stakeholders.

8. How often does the bank undertake strategic choice in order to
generate alternative strategies and to select one or several best-fit-
strategies?
9. How strong is the formulated strategic plan in providing a clear

direction to implementation?

10.When the strategists of the bank prepare the strategic plan they
indicate who implements it.
11.The strategists of the bank prepare the strategic plan specifying what
must be done to implement it.

12.The strategists of the bank prepare the strategic plan by clearly
indicating how it can be implemented.
13.How often does the bank use procedural implementation when it

implements its strategic plan?
14. How often is resource planning considered in the implementation

process of bank?
15. The organizational structure of the bank is changed in accordance

with its strategic plan so as to facilitate the implementation?
16. If you have any additional comment worth mentioning concerning the
strategy design and implementation of the bank please write it below.
II. For Employees only
1. How do you rate the bank in avoiding unnecessary strategic surprises
and insuring long term organizational health by monitoring,
evaluating, and gathering timely and relevant information from
external and internal environment?
2. The bank has one or more special qualities which can help it
withstand pressures of competition?
3. The bank has maximized its competitive advantage as a result of its

strategic plan.
4. When the bank implements its strategic plan, how do you rate its
practice in leadership implementation?
5. The bank’s strategic plan has ease of implementation.

6. How do you rate the bank’s strategic plan in clearly indicating who is
responsible for implementing it?
7. The strategic plan of the bank clearly indicates how it must be

implemented.
8. The bank overcomes the challenges that it faces from its employees
due to change as a result of the strategic plan implementation.
9. The top level managements of the bank involve employees in developing

new culture consistent with the strategic plan and the objectives of
the bank in order to make the implementation practice easy.
10. The bank’s current organizational structure is favorable for the
implementation of its strategic plan.
11. If you have any additional comment worth mentioning concerning the
strategy design and implementation of the bank please write it below:
Thank you very much for your time and

energy!
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Interview
I. With Managements of the Bank only
1. When the bank designs its strategic plan do you think it addresses
the interest of employees such as: job security, pay, and job
satisfaction?
2. Is there a satisfactory and well organized analysis of the bank’s
strengths, weaknesses, opportunities and threats to the extent which
can enable it to close the gap between its predicted and desired
performance?
3. To what extent does the bank conduct an assessment of stakeholders
and new entrants in the banking industry?
4. How do you see the banks practice when it comes to establishing
lines of authority and communication which can assist it to
breakdown its strategic plan into detailed targets so as to facilitate
the implementation?
5. Do you think the bank uses an implementation process which is
strong enough to activate the strategies of the bank?
6. Do you think every employee in the bank participates in
implementing bank’s strategy?
7. If you have any additional comment or idea concerning the bank’s
strategic design and implementation, you are most welcome to
forward it.
DECLARATION
I the undersigned declare that this easy/project is may original

work, prepared under the guidance of Mr. Wondafrash Wuleta.
All the sources of materials used for the manuscript have been
duly acknowledged.
Name:
Signature:
Place of Submission:
Date of Submission:
SUBMISSION APPROVAL SHEET
The senior Research paper has been submitted to the department

of management in partial fulfillment for the requirements of BA
degree in management with my approval as an advisor.
Name:
Signature:
Date of Submission:

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ST.

MARY’S UNIVERSITY COLLEGE

AN ASSESSMENT ON THE STRATEGIC MANAGEMENT

A SENIOR ESSAY SUBMITTED TO THE DEPARTMENT OF

IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR

APPROVED BY THE COMMITTEE OF EXAMINERS

Department Head Signature

Internal Examiner Signature

External Examiner Signature

CHAPTER ONE. INTRODUCTION ...................................... 1

1.1. Background of the Study. ........................................... 1

CHAPTER TWO. REVIEW OF RELATED LITERATURE ...... 8

2.1. The Study of Strategic Management ............................ 8

CHAPTER THREE. DATA PRESENTATION, ANALYSIS

3.1. Background of Respondents ....................................... 35

CHAPTER FOUR. SUMMERY, CONCLUSION AND

Table 1. Personal Information of Respondents .........................................35

BCG: Boston Consulting Group

1.1. Back Ground of the Study

The academic world places strong emphasis in research and subsequent

In this research, an assessment on the strategic management design and

Wegagen Bank S. C. was established in Ethiopia in 1997 and registered as a

1.2. Statement of the Problem

According to Holfe (1994) “Strategic management is the process which deals

An interrelationship exists between the formulation and implementation of

1.3. Research Questions

The research questions of this research are:

1. To what extent does the bank perform environmental scanning

1.4. Objectives of the Study

1.4.1. General Objective

The specific objectives of this research are:

1. To assess the bank’s practice in industry analysis and, internal

1.5. Significance of the Study

This research has significance in providing information for other researchers

1.6. Scope (Delimitation of the Study)

This research focuses on the strategic management design and

1.7. Research Design and Methodology

1.7.1. Research Design

Descriptive research is used in this study in order to describe what exists

1.7.2. Population and Sampling Techniques

The population under this study is stakeholders of Wegagen bank S.C.

1.7.3. Types of Data to be used

1.7.4. Methods of Data Collection

1.7.5. Method(s) of Data Analysis

With the help of frequency distribution the number of occurrences of each

1.8. Organization of the Study

1.9. Limitations of the Study

REVIEW OF RELATED LITERATURE

2.1. The Study of Strategic Management

Strategic management is the set of managerial decisions and actions that

2.2. Elements in the Strategic Management Process

A process of strategic management is a definable flow of information through

1. Establishing the hierarchy of strategic intent:

2.3. Establishing the Hierarchy of Strategic Intent

2.4. Environmental Scanning and Industry Analysis

2.4.1. Environmental Scanning

Environmental scanning is the monitoring, evaluating, and disseminating of

2.4.1.1. Dimensions of External Environmental Analysis

When analysing the social, legal, economic, political, and technological

The social/cultural environment includes population demographics, social