represents the results from pursuing certain strategies

represents the actions to be taken to accomplish long-term objectives

gaining ownership or increased control over distributors or retailers

seeking ownership or increased control of a firm's suppliers

seeking increased market share for present product or service in present market through greater marketing efforts

introducing present products or services into new geographic areas

seeking increased sales by improving present products or services or developing new ones

adding new but related products or services

adding new, unrelated products or services

regrouping through cost and asset reduction to reverse declining sales and profit

selling a division or part of an organizations

selling all of a company's assets, in parts, for their tangible worth

collection and evaluation of data on competitors is essential for successful strategy formulation

a systematic and ethical process for gathering and analysing information about the competition's activities and general business trends to further a business own goals

conditions that cause high rivalry among competing firms

sources of external information unpublished sources

identifies firm's major competitors and their strengths and weaknesses in relation to a sample firm's strategic positions; critical success factors include internal and external issues

involvement in performing an internal strategic management audit provides vehicle for understanding the nature and effect of decisions in other functional business areas of the firm

exemplifies complexity of relationships among functional areas of the business

pattern pf behaviour developed by an organisation as it learns to cope with its problem of external adaptation and internal integration is considered valid and taught to new members as the correct way to perceive, think

developing a mission, forecasting future events and trendsz establishing objectives, choosing strategies to pursue

achieves coordinated effort, defines task and authority relationships, determines who does what, determines who reports to whom

firms ability to meet its short-term obligations

extent of debt financing

effective use of firm's resources

effectiveness shown by returns on sales and investment

firm's ability to maintain economic position

improve performance of an enterprise by improving the quality of managerial decisions

principles of conduct within organizations that guide decision making and behavior

a document that provides behavioral guidelines that cover daily activities and decisions within the organisation

actions an organization takes beyond what is legally required to protect or enhance the well-being of living things

concerns what responsibilities the firm has to its employees, consumers, environmentalists, etc

the extent that an organization operations and actions protect, mend, and preserve rather than harm or destroy the natural environment

reveals how a firm's operation impacts the natural environment

the process of doing business worldwide

positioning forces before the action; focuses on effectiveness; primarily intellectual

managing forces during ghe action; focuses on efficiency; primarily operational

approaches in resolving conflict

chandler's strategy-structure relationship

groups tasks and activities bu business functions

groups similar divisions into strategic business units and delegates authority and responsibility for each unit to a senior executive who reports directly to the chief executive officer

the most complex of all structures because it depends upon both vertical and horizontal flows of authority and communication

reducing the size of an organisation

strategy evaluation includes three basic activities

is important because organizations face dynamic environments in which key external and internal factors can change quickly and dramatically; essential to ensure the objectives are being achieved

need for strategists to examine sets or trendsz as well as individual trends

neither overtax resources nor create unsolvable subproblems

creation or maintenance of competiti advantage

measuring organizational performance

is a strategy evaluation tool. it uses both quantitative and qualitative measures to evaluate strategies

carefully designed or planned to serve a particular purpose or advantage; clear set of plans, actions, and goals that outline how a business will compete in a particular market.......

art and science of formulating, implementing, and evaluating cross functional decisions that enable an organisation to achieve its objectives

specific results that an organisation seeks to achieve in pursuing its basic mission

means by which long-term objectives are achieved

short-term milestone that firms must achieve to reach long-term objectives

means by which annual objectives will be achieved

benefits of strategic management

steps to determine if an acceptable profit can be earned

influencing to accomplish specific objectives

production/ operation functions

the process whereby a firm determines the costs associated with purchasing raw materials, manufacturing products, marketing products