Second Stage of Strategic Management

Jennilee T. AbrenicaGS-MDM Student1st Semester 2012

a vivid, imaginative conception or anticipation

the act or power of anticipatingthat which will or may come to be

a vision statement presents an image of what success will look like

a statement of the purpose of a company or organization

 guide the actions of the organization, spell out its overall goal, provide a path, and guide decision-making

organization's purpose, its raison d'etre or reason for existing

A company's mission is its reason for being. The mission often is expressed in the form of a mission statement, which conveys a sense of purpose to employees and projects a company image to customers. In the strategy formulation process, the mission statement sets the mood of where the company should go.

With vision and mission statements in hand, an organization has taken an important step towards creating a shared, coherent idea of what it is strategically planning for.

To be a MODEL TOWN where people are disciplined, empowered, self-reliant, and productive.

Villasis is committed to provide basic social services; promote healthy, safe and secured environment; and implement adequate infrastructure geared towards economic growth.

Villasis Municipal Health Office – The best primary health care provider responsive and compassionate towards every Villasinian’s health and welfare.

The Local Government Unit in partnership and cooperation with all concerned stakeholders will ensure optimum access to quality and efficient health care services.

We are the best tasting QSR.. (quick service restaurant)The most endearing brand…that has ever been…We will lead in product taste at all times…We will provide FSC (food-service-cleanliness) excellence in every encounter…Happiness in every moment…By year 2020, with over 4,000 stores worldwide, Jollibee is truly a GLOBAL BRAND. (and the Filipino will be admired worldwide)

To serve great tasting food, bringing the joy of eating to everyone.

Third Stage of Strategic Management

Once an organization's vision and mission have been affirmed and its critical issues identified, it is time to figure out what to do about them: the broad approaches to be taken (strategies), and the general and specific results to be sought (the goals and objectives).

Strategies, goals, and objectives may come from individual inspiration, group discussion, formal decision-making techniques, and so on - but the bottom line is that, in the end, the leadership agrees on how to address the critical issues.

1. Setting the Organizations’ objectives - The key component of any strategy statement is to set the long-term objectives of the organization. It is known that strategy is generally a medium for realization of organizational objectives.

Objectives stress the state of being there whereas Strategy stresses upon the process of reaching there.

Objectives are concrete goals that the organization seeks to reach, for example, an earnings growth target. The objectives should be challenging but achievable. They also should be measurable so that the company can monitor its progress and make corrections as needed.

2. Evaluating the Organizational Environment - The next step is to evaluate the general economic and industrial environment in which the organization operates. This includes a review of the organizations competitive position. It is essential to conduct a qualitative and quantitative review of an organizations existing product line.

3. Setting Quantitative Targets - In this step, an organization must practically fix the quantitative target values for some of the organizational objectives. The idea behind this is to compare with long term customers, so as to evaluate the contribution that might be made by various product zones or operating departments.

4. Aiming in context with the divisional plans - In this step, the contributions made by each department or division or product category within the organization is identified and accordingly strategic planning is done for each sub-unit. This requires a careful analysis of macroeconomic trends.

5. Performance Analysis - Performance analysis includes discovering and analyzing the gap between the planned or desired performance. A critical evaluation of the organizations past performance, present condition and the desired future conditions must be done by the organization.

6. Choice of Strategy - This is the ultimate step in Strategy Formulation. The best course of action is actually chosen after considering organizational goals, organizational strengths, potential and limitations as well as the external opportunities.

The strategy you formulate should reflect environmental analysis, lead to fulfillment of your organizational vision, and result in reaching organizational objectives.

FIRST TIME EVALUATION 2011 – Ranked 5th Place in 44

Municipalities in the Provincial Monitoring and Evaluation of Local Level Plan Implementation of Nutrition Programs

2011 - Ranked 15th Place in the Regional Monitoring and Evaluation of Local Level Plan Implementation of Nutrition Programs

http://dictionary.reference.com/browse/vision http://en.wikipedia.org/wiki/Mission_statement http://www.netmba.com/strategy/process/ http://www.worksystems.com/services/

strategic_planning.html http://www.namac.org/strategic-planning-

steps http://www.managementstudyguide.com/

strategy-formulation-process.htm