EXECUTION OF STRATEGIC INITIATIVES - THREAT OF SUBSTITUTION - Refers to the

This is where planning transitions into action, and likelihood that customers might switch to a
the organization's strategic objectives begin to different product or service.
materialize through concrete actions. LONG-TERM SUSTAINABILITY - This is when
strategies consider Porter's Five Forces, they are
POLICIES - Include guidelines, rules, and
more likely to withstand market fluctuations.
procedures established to support effective to
achieve stated objectives. Are guides to decision THREAT OF NEW ENTRANTS - Involves
making and address repetitive or recurring evaluating the barriers to entry in an industry.
situations.
INTUITION - Based on past experiences,
ANALYZE YOUR COMPETITORS - This will help judgment, and feelings.
you understand their value proposition, target
REVIEW AND EVALUATION - This phase is
market, differentiation, and messaging
critical for assessing whether the strategic
COMPETITIVE ADVANTAGE - Anything that a objectives have been achieved, understanding
firm does especially well compared to rival firms. the impact of the strategy on the organization's
performance, and identifying lessons learned for
STRATEGY IMPLEMENTATION - This is the future strategic planning cycles.
action stage of the strategic management
STRATEGIC MANAGEMENT - Involves setting
process.
objectives, analyzing the competitive
DEFINE YOUR POSITIONING - The fourth environment, analyzing the internal organization,
steps in conducting a competitive positioning evaluating strategies, and ensuring that
analysis which is based on your points of management organization. rolls out the
difference and points of parity. strategies across the organization.

OPORTUNITITES AND THREATS - Refers to ADAPTATION & CONTINUOUS

economic, social, cultural, demographic, DEVELOPMENT - This step acknowledges that
environmental etc. that could significantly benefit the business environment is dynamic, and
or harm an organization in the future. successful execution of strategy requires
adherence to a plan and the ability to adapt and
SETTING OBJECTIVES - This is to spell out for evolve based on new insights and changing
the company how much or what kind of circumstances.
performance is expected and by when.
SUPPLIER POWER - When only a few suppliers
STRATEGIC PLANNING - Organization's can provide a product, they can dictate terms
process of defining its strategy, or direction, and and pressure businesses to accept higher prices.
making decisions on allocating its resources to planned and achieved the desired outcomes.
pursue this strategy.
MONITORING AND CONTROL - This ensures
TEST AND REFINE YOUR POSITIONING - This that strategic initiatives progress as planned and
will help you validate your assumptions, gain achieve the desired outcomes.
feedback, and enhance your positioning
strategy. DEVELOPING A STARTAEGIC VISION - This is
where the company needs to head and what its
BUYER POWER - Here consumers can demand future product, market, customer, technology
lower prices, higher quality or improved service, focus should be.
affecting a company's profitability.

DEVELOPMENT OF AN IMPLEMENTATION
PLAN - A critical phase in the strategy execution
5 STEPS IN CONDUCTING INTERNAL
process, where the overarching strategy is
translated into a detailed blueprint for action. ANALYSIS

STRENGTH & WEAKNESSES - An organization's 1. Setting Goal

controllable activities that are performed 2. Pick a template framework
especially well or poorly. 3. Data Collation
4. Framework Time
LONG-TERM OBJECTIVES - Defined as specific
results that an organization seeks to achieve in 5. Create your plan
pursuing its basic mission.
3 IMPORTANT QUESTIONS TO ANSWER IN PRODUCT DEVELOPMENT AND INNOVATION
DEVELOPING A STRATEGIC PLAN - A strategy that seeks increased sales by
Improving or modifying present products or
1. Where are we now? services.
2. Where do we want to be?
CONGLOMERATE DIVERSIFICATION -
3. How will we get there?
Involves adding new products or services that are
significantly different from the organization's
5 IMPORTANCE OF VISION STATEMENT
present products or services.
1. It can help the brand to make informed PROBLEM CHILD - These products often require
decisions. significant investment to push them into the star
2. It provides motivation and inspiration to quadrant.
employees
SUPPLY CHAIN MANAGEMENT - The
3. It creates brand legacy
management of the flow of goods and services
4. It develops company culture
and includes all processes that transform raw
5. It can prioritize resources materials into final products.

PRIMARY ACTIVITIES - Add value directly to

GROWTH STRATEGY - An organization's plan the production process, they are not necessarily
for overcoming current and future challenges to more important than support activities.
realize its goals for its expansion .
LIFE CYCLE STRATEGY - Developed by a firm
CASH COWS - Products in low growth markets to ensure that the demand for its discrete
with high market share. businesses is extended as long as feasibly
possible.
GLOBAL STRATEGY - Refers to the plans an
organization has developed to target growth RETRENCHMENT STRATEGIES - The process of
beyond its borders. aggressively cutting costs in ways that have
impact to your operations and revenue.
BUSINESS STRATEGY - A detailed plan for
achieving success in one part or all part of a The process of a company increasing production
business. of goods or services at the same part of the
supply chain.
CORPORATE STRATEGIES - Takes a portfolio
approach to strategic decision making by looking VERTICAL INTEGRATION - Is a strategy
across all of a firm's businesses to determine how whereby a company owns or controls its
to create the most value. suppliers, distributors or retail locations to control
INTRODUCTION STAGE - The profit in this its value or supply chain.
stage are negative or low due to the low sales on
the one hand and high-distribution and promotion CONCENTRIC DIVERSIFICATION - Adding
expenses on the other hand. new, but related, products or services is widely
called concentric diversification.
STABILITY STARTEGIES - Adopted when the
organization attempts to maintain its current RESTRUCTING STRATEGIES - This strategy
position and focuses only on the Incremental involves dropping some of the activities in a
improvement by merely changing one or more of particular business or totally getting out of some
its business operations in the perspective of of the business of the firm.
customer groups, customer functions and
technology alternatives. STRATEGIC TRADEOFFS - Here it's important
to have a holistic view of all the businesses
VALUE CHAIN ANALYSIS - Is a strategy tool combined and ensure that the desired levels of
used to analyze internal firm activities. Its goal is risk management and return generation are
to recognize, which activities are the most being pursued.
valuable to the firm and which ones could be
improved to provide competitive advantage. MARKET DEVELOPMENT - Involves introducing
present products or services into new geographic
ORGANIZATIONAL DESIGN - The process of
areas.
creating structures that align roles, workflows,
networks and procedures with an organization's
goals.
TRADEOFFS - A situational decision that involves MARKET PENTRATION - This strategy seeks to
diminishing or losing one quality, quantity, or increase market show for present products or
property of a set or design in return for gains in services in present market through greater
other aspects. marketing effort.

INTEGRATIVE GROWTH STRATEGY - A growth MERGER STRATEGY - Refers to fusion or

strategy in which a company increases its sales combination of two or more companies into one
and profits through vertical, horizontal, company survives and the other company ceases
conglomerate and concentric integration with its to exist.
industry.
JOINT VENTURE - Involves sharing of
COMPETITIVE STRATEGIES - This is how the ownership, management and control of a
firm intends to create and maintain a competitive separate business unit established for mutual
advantage with respect to competitors benefit by two or more companies.

LOGISTIC CYCLE - This view of cycle time TURNAROUND STARATEGY - Means to convert,
means there are both internal and external change or transform a loss-making company into
factors. These must be recognized and dealt with a profit-making company.
an order to manage and reduce the time.
COMPETITIVE ADVANTAGE - It is what sets
PRODUCTION CONTROL -At this stage, the your business apart from your competition. It
decision-making process focuses on controlling highlights the benefits a customer receives when
quality and costs, scheduling, and the actual day- they do business with you.
to-day operations of running a factory or service
facility. STAR PRODUCT - Can be the market leader
though require ongoing investment to sustain.
MCKINSEY MATRIX - It analyzes market They generate more ROI than other product
attractiveness and competitive strength to categories.
determine the overall strength of a SBU.

SALES - A term used to describe the activities TYPES OF COMPETITIVE ADVANTAGE

that lead to the selling of goods or services.
1. Cost Advantage
LOGISTICS - Refers to the overall process of 2. Differentiation Advantage
managing how resources are acquired, stored,
and transported to their final destination. ACTIVITIES INVOLVED IN SUPPORT
ACTIVITIES
PRODUCTION PLANNING - At this stage,
managers decide where, when, and how 1. Firm Infrastructure
production will occur. They determine site
2. Human Resource Management
locations and obtain the necessary resources.
3. Technology Development
4. Procurement
MARKETING - The process of getting people
interested in the goods and services being sold.
ACTIVITIES INVOLVED IN PRIMARY
ALLOCATION OF RESOURCES - The process of ACTIVITIES
distributing productive assets among different
uses. 1. Inbound Logistics
2. Outbound Logistics
PORTFOLIO MANAGEMENT - It involves the 3. Marketing & Sales
selection, prioritization and control of programs 4. Operations
and projects that align with the strategic 5. Service
objectives and capacity of the organization or the
individual.