Formulation and implementation of a strategy:
Make an analysis of internal and external situation and SWOT analysis, develop their vision and mission statements of overall corporate objectives (both financial and strategic) and the objectives of different business units.
The implementation of the strategy involves the allocation of sufficient resources (financial, personnel, time, technology), establishment of a functional structure, assign responsibility for specific tasks or processes to individuals, manage the process that includes monitoring results.
formulation and implementation is an endless process or integrated course that requires continual reassessment and reform. Strategic management is dynamic, involves a complex pattern of actions and reactions.
There are 3 types concentric diversification, horizontal and conglomerate.
Concentric diversification, adding new products or services, but related and have their flags indicating that it is effective, "when a firm competes in an industry with no growth or growth-lento. where the addition of new products, but related, have levels seasonal sales as counterweights to the peaks and valleys of a empresa.-existing when a company's products are in the decline stage of product life cycle-when a company has a solid management team.
Horizontal diversification, adding new products or services, but not related to new customers. And their flags indicating whether it is effective - when the revenues from current products or services a business would increase significantly by adding new products relacionados.-when a firm competes in a very competitive industry or not growth, as indicated by income and industrial profit Marines when bajos.-present distribution channels a company can use to sell new products to existing customers.
Conglomerate diversification is the sum new products or services are not related, based in part on the profits seeking to dismantle the acquired companies.
5.1 Control Strategy <http://www.mitecnologico.com/Main/ControlEstrategico> (environmental, utilities, human resources, production and markets)
A system that sets benchmarks, rules, methods and devices for measuring consistency, progress, efficiency, effectiveness and efficiency in achieving strategic goals and also allows a better understanding of the crisis.
Strategic Planning is a program, a process (not a system) that creates future by developing a long term plan which sets out the decisions and actions needed to achieve precisely these goals for the future, within the uncertainty of change to put the organization in a competitive position against other similar entities.
The Strategic Control is a system that is based on the Strategic Planning and is composed of a set of devices (with or without the technological resources of the computer) which aims to influence the outcome of the Plan.
Strategic Control System answers the three key questions of senior management in the life of any organization in both the public and private.
1. What do we have?
2. What do we do?
3. How and with whom we do it?
It is appropriate that we review and establish the differences between the classical concept of Control and the new concept of strategic control.
Strategic control in the verification of the past is meant to identify key problems related to the achievement of the strategic plan, an analysis of its causes and effects to design corrective actions to ensure the smooth progress into the future.
The second approach is oriented to the future and learn from the principle of error, with the aim of identifying the critical points identified problems and design solutions for the benefit of the organization.
Any system of control measure? FIX? CHECK? PLAN, whether classical or strategic, but in the strategic control system whose objective is focused on the future
5.1 Control Strategy (environmental, utilities, human resources, production and markets.
Control environment in all companies, generally, it needs environmental monitoring to provide information to the company during their daily work. There is need to know what is happening within the organization and the external environment.
Monitoring the environment is an ongoing process in organizations, in which records everything that happens and what is to happen in the external environments; on these monitors,
The information you need to identify emerging opportunities and threats in the external environment, then, identifies strengths and weaknesses in responding to these opportunities and threats.
This monitoring should bring to light, should be reviewed regularly, four environments are:
1. The macro environment
2. The industrial environment
3. The competitive environment
4. The internal organizational environment
Macro environment It must be taken into account changes in the economy, technological advances in the body politic and in society.
Industrial environment are changes in the structure of the industry, how it is financed, in their degree of government presence in engineering ..
Competitive environment includes consideration of changes in competitor profiles, market patterns, commitment to research and development.
The initial questions that we do are:
Who is the competition?
How do I compete?
Production control can define the control of production, including the taking of decisions and actions that are necessary to correct the development of a process, so the plan goes off track.
Basic questions for the control of production
What will be done?
Who will do it?
When is he going to meet?
The control is more than planning: Control is the application of various forms and media, to ensure execution of the desired production schedule.
Production planning is that function to determine the limits and levels that should keep the operations of industry in the future.
Financial control (profits) gives us information about the company's financial situation and performance in monetary terms of resources, departments and activities in it.
5.2 Developing Contingency Plans <http://www.mitecnologico.com/Main/ElaboracionPlanesDeContingencia>
A contingency plan can be determined in many areas of the organization but typically tends to focus on information systems.
contingency plan is part of a larger document which takes into account maintenance plans, backup policies, inventories, training plans.
Development of Contingency Plan
This section will be held on this plan, collecting the possible alternatives to solve the problem.
Allocation of Responsibilities
Ultimately identify and meet the people involved and their responsibilities in the action plan.
Knowing what the program over time and to judge the moment is the implementation of the plan.
Plan Testing and Simulations
Finally, indicate that a good contingency plan involves regular testing and simulations of crisis. Only by knowing in advance that problems might appear to a disaster contingency plan can be upgraded or replaced, thereby ensuring its success.
5.3 Analysis Approach For Solving Global <http://www.mitecnologico.com/Main/EnfoqueGlobalParaAnalisisDeProblemas>
Globalization has allowed companies to operate at relatively low cost, and also provides an opportunity to understand the world as if it were a single economic and trade, or regard it as a market, as an important source of inputs and a suitable space for both action production and for the acquisition and commercialization of products and services.
Its most important feature is that it is dynamic engine of economic growth, international trade increasingly large and complex.
5.4 Globalization and Strategic Management International <http://www.mitecnologico.com/Main/GlobalizacionYAdministracionEstrategicaInternacional>
What is globalization? The globalization of management is a reality of daily life. Every day, newspapers are full of stories remind us that organizations have adopted a comprehensive approach.
News reports speak frequently on issues such as international trade balances and currency fluctuations. It is not uncommon to read about Japanese companies are moving in U.S. markets or U.S. companies are moving in the markets of Japan.
Globalization is the recognition by the organization, that organizations should take a comprehensive approach and not a local focus.
Worldwide, globalization refers to the growing interdependence among countries, as reflected in international flows of goods, services, capital and knowledge.
Nationally, concerns the magnitude of the relationship between the economy of a nation and the rest of the country.
It is a process of international growth and global financial capital, industrial, commercial, resources, human, political and any type of business exchanges between countries.