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1. DEVELOP VISION AND MISSION STATEMENTS
2.  PERFORM EXTERNAL AUDIT

  1. HISTORY

 

1.2. MISSION STATEMENT

 

1.2.1 EVALUATION MATRIX OF MISSION STATEMENT

1.2.2 PRINCIPAL CHARACTERISTICS OF THE MISSION

 

1.3 VISION STATEMENT

 

1.3.1 EVALUATION MATRIX OF VISION STATEMENT

1.3.2  PRINCIPAL CHARACTERISTICS OF THE VISION

2.1 ECONOMIC FORCES

 

2.2 SOCIAL, CULTURAL, DEMOGRAPHIC, AND ENVIRONMENTAL FORCES

 

2.3 POLITICAL, LEGAL AND GOVERNMENTAL FORCES

 

2.4 TECHNOLOGICAL FORCES

 

2.5 COMPETITIVE FORCES

 

2.6. COMPETITIVE ANALYSIS: PORTER’S FIVE- FORCES MODEL

2.6.1 RIVALRY AMONG COMPETING FIRMS

2.6.2 POTENTIAL ENTRY OF NEW COMPETITORS

2.6.3 POTENTIAL DEVELOPMENT OF SUBSTITUTE PRODUCTS

2.6.4 BARGAINING POWER  OF SUPPLIERS

2.6.5 BARGAINING POWER OF CONSUMERS

 

2.6.7 INDUSTRY ANALYSIS: THE EXTERNAL FACTOR EVALUATION (EFE) MATRIX

2.6.8 THE COMPETITIVE PROFILE MATRIX (CPM)

3.   PERFORM INTERNAL AUDIT

  1. THE RESOURCE – BASED VIEW (RBV)

 

  1. INTEGRATION STRATEGY AND CULTURE

 

  1. MANAGEMENT

 

  1. PLANNING

  2. ORGANIZING

  3. MOTIVATING

  4. STAFFING

  5. CONTROLLING

 

  1. MARKETING

 

  1. CUSTOMER ANALYSIS

  2. SELLING PRODUCTS/ SERVICES

  3. PRODUCT AND SERVICE PLANNING

  4. DISTRIBUTION

  5. MARKETING  RESEARCH

  6. OPPORTUNITY ANALYSIS

 

  1. FINANCE/ ACCOUNTING

 

  1. PRODUCTION/ OPERATIONS

 

  1. RESEARCH AND  DEVELOPMENT

 

  1. MANAGEMENT INFORMATION SYSTEMS

 

  1. VALUE CHAIN ANALYSIS

 

  1. THE INTERNAL FACTOR EVALUATION (IFE) MATRIX

4.  ESTABLISH LONG-TERM OBEJECTIVES

  1. LONG - TERM  OBJECTIVES

 

  1.  ANNUAL OBJECTIVES

 

  1. GANTT

 

  1. BALANCE SCORECARD

 

  1.  FINANCIAL OBJECTIVES AND STRATEGIC OBJECTIVES

 

  1. TYPE OF STRATEGY

 

  1.  INTENSIVE STRATEGIES

  2.  DIVERSIFICATIO STRATEGIES

 

  1.  MEANS FOR ACHIEVING STRATEGIES

  2.  MICHAEL PORTER’S FIVE GENERIC STRATEGIES

5.  GENERATE, EVALUATE, AND SELECT SRATEGIES

  1.  STAGE 1: THE INPUT STAGE

 

  1. EXTERNAL FACTOR EVALUATION (EFE) MATRIX

  2. COMPETITIVE PROFILE MATRIX (CPM)

  3. INTERNAL EVALUATION (IFE) MATRIX

 

  1.  STAGE 2: THE MATCHING STAGE

 

  1. STRENGTHS- WEAKNESS- OPPORTUNITIES- THREATS (SWOT) MATRIX

 

  1. STRATEGIC POSITION AND ACTION EVALUATION (SPACE) MATRIX

 

  1. BOSTON CONSULTING GROUP (BCG) MATRIX

 

  1. INTERNAL – EXTERNAL  (IE) MATRIX

 

  1. GRAND STRATEGY MATRIX

 

  1.  STAGE3:  THE DECISION STAGE

 

  1.  QUANTITATIVE STRAGIC PLANNING MATRIX (QSPM)

6.  IMPLEMENT STRATEGIES- MANAGMENT ISSUES

  1. MANAGEMENT PERSPECTIVE

 

  1. POLICIES

 

  1. RESOURCES ALLOCATION

 

  1. MANAGING CONFLICT

 

  1. MATCHING STRUCTURE WITH STRATEGY

 

  1. RESTRUCTURING, REENGINEERING

 

  1. MANAGING RESISTANCE TO CHANGE

 

  1. MANAGING THE NATURAL ENVIRONMENT

 

  1. CREATING A STRATEGY – SUPPORTIVE CULTURE

  2. PRODUCTION/ OPERATIONS CONCERNS WHEN IMPLEMENTING STRATEGIES

 

  1. HUMAN RESOURCES CONCERNS WHEN IMPLEMENTING STRATEGIES

7.  IMPLEMENT STRATEGIES-MARKETING, FINANCE, ACCOUNTING, R&D AND MIS ISSUES

  1. MARKET SEGMENTATION

 

  1. PRODUCT POSITIONING

 

  1. FINANCE/ACCOUNTING ISSUES

 

  1. PROJECTED FINANCIAL STATEMENTS

 

  1. RESEARCH AND DEVELOPMENT (R&D) ISSUES

 

  1. MANAGEMENT INFORMATION SYSTEMS (MIS) ISSUES

 

8.  MEASURE AND EVALUATE PERFORMANCE

  1. MEASURING ORGANIZATIONAL PERFORMANCE

 

  1. TAKING CORRECTIVE ACTIONS

 

  1. BALANCE SCORECARD

 

  1. CONTINGENCY PLANNING

 

  1. AUDITING

9.  FUNDAMENTOS JURIDICOS
10. BIBLIOGRAPHY
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