Startegic diagnosis and actionplan

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• Strategy Strategy is a direction and scope of an organization over the long-term: which achieves advantages for the organization through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfill stakeholder expectations.
• Direction Where is the business trying to get to in the long-term.
• Scope/ markets Which markets should a business compete in and what kind of activities are involved in such markets?
• Advantage How can the business perform better than the competition in those markets?
• Resources What resources (skills, assets, finance, relationships, technical competence, facilities) are required in order to be able to compete?
• Environment What external, environmental factors affect the businesses' ability to compete?
• Which are our Economical stakeholders? Suppliers, competitors, distributors
• Which are our Social political stakeholders? Policy makers, regulators, government agencies
• Which are our Technological stakeholders? Key adopters, standard agencies, owners of competetive technologies
• Which are our Community stakeholders? Those who live close to a factory
• Corporate strategy is concerned with the overall purpose and scope of the business to meet stakeholder expectations. This is a crucial level since it is heavily influenced by investors in the business and acts to guide strategic decision-making throughout the business. Corporate strategy is often stated explicitly in a "mission statement".
• Business unit strategy is concerned more with how a business competes successfully in a particular market. It concerns strategic decisions about choice of products, meeting needs of customers, gaining advantage over competitors, exploiting or creating new opportunities etc.
• Operational strategy is concerned with how each part of the business is organized to deliver the corporate and business-unit level strategic direction. Operational strategy therefore focuses on issues of resources, processes, people etc.
• Through a strategic management process, there is three main components: Strategic analysis Strategic choice Strategic implementation
• Strategic Analysis This is about analyzing the strength of a business position and understanding the important external factors that may influence that position. The process of Strategic Analysis can be assisted by a number of tools.
• Strategic choice This process involves understanding the nature of stakeholder expectations (the “ground rules”), identifying strategic options, and then evaluating and selecting strategic options.
• What are our stakeholder groups? Economic, Social political, Technological, Community stakeholders
• Strategy implementation Often the hardest part. When a strategy has been analyzed and selected, the task is then to translate it into organizational action. Detta ska göras på en nivå där det man tänker ska hända går i linje med företagets operational goals och där det är rimliga implementationer.

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