Vsm Group: Examination of Strategic Position and Development of a Competitive Strategy

Chandler (1977) believes strategy is about using the necessary recourses so the organizations are able to carry out their long-term goals and aims. Which relates to Johnson (1987, pp. 4-5) who states, “Strategic decisions occur at many levels of managerial activity and will be concerned with the long-term direction”.

| establishing policies and procedures that instruct company personnel in the ways and means of executing the strategy.

Lastly, the implementation of the recommendations outlined in “Strategy as Revolution” would benefit companies in additional ways apart from having effective corporate strategy. Specifically, including employees from lower ranks in the processes of strategy formulation would increase the level of their motivation and this will positively contribute to the achievement of organisational objectives

According Vermeulen, most new strategies are implemented. One of the chief reason for lack of implementation of these strategies is that ‘’ new strategies’’ are usually not strategies at all. A real strategy involves a clear set of choices which define what the organization is going to execute and those which isn’t going to execute. Therefore, most strategies are never put into actions despite the ample efforts of hard-working individuals since they doesn’t represent a set of clear choices (Vermeulen, 2017). To improve your strategy you must ensure that there is a clear communication of the strategy to the implementers who are the employees as well as all the people in the enterprise. Communicating your logic will be very important in answering some of the ‘’why’’ questions that your employees have. Answering such questions will help in persuading the employees that the new strategy is valuable. For effectiveness of the strategy, it should be issued from the top down and supported from the bottom up. This means that lower-level workers must be empowered so that they can think of their own initiatives to realize the

What Is Strategic Management a process for defining and addressing the management implications of an organization's strategic and operational plans? A long-term context for short-term activities. Strategic management is the analysis of the work done by the management of an organization on behalf of the owners. It gyrates around expressing the purposes of the organization and coming up with an appropriate mission and vision statement. Mission and vision statement together are used to help develop policies and plans to be used in long term and short term goals often categorized as projects or programs. It also involves the right resources of management to ensure that the business profit are maximized to grow the company. Strategic Competitiveness

Most of the articles reviewed have suggested that implementers of strategy are comprised of top management, middle management, lower management, and non-management personnel. Most of the studies in strategy implementation suggest that implementation success wholly depends on people. Hrebiniak (2010) suggests that effective execution involves managers across all hierarchical levels and Boyce (2010) notes that implementing strategy can only be successful if driven by the activities surrounding the employees and the business process, to be successful.

‘Strategy is the direction and scope of an organisation over the long term, which achieves advantage in a changing environment through it’

Strategy is the long-term direction of an organization which achieves advantage in changing environment through its configuration of resources and competencies with the aim of fulfilling stakeholder expectations (Johnson, et al., 2010).

Winston Churchill once stated “However beautiful the strategy, you should occasionally look at the results”. The current business environment is rapidly evolving due to the pressures of changing technology as well as the increasing demands firms are under to expand regionally and globally. Successful organizations in this often chaotic and changing environment must continually scan their internal and external conditions in order to respond proactively to market conditions and new trends. Firm leadership needs to not only have a vision for the organization’s future but also the ability to critically analyze the internal processes and structure of the firm in comparison to the outcomes or results of the firm’s current orientation. Strategy and vision are meaningless if the way they are being executed does not provide the organization a sustainable competitive advantage. Therefore it is critical that firm leadership examine how their organization is implementing their strategy to determine its effectiveness and results.

Strategic management is the art and science of formulating, implementing and evaluating cross-functional decisions that will enable an organization to achieve its objectives. It involves the systematic identification of the firm 's objectives, nurturing policies and strategies to achieve these objectives, and acquiring and making available these resources to implement the policies and strategies to achieve the firm 's objectives. Strategic management, therefore, integrates the activities of the various functional sectors of a business, such as marketing, sales and production to achieve organisational goals. It is the highest level of managerial activity, usually

Johnson, Wittington, Scholes, Angwin and Regnér (2014, p. 3) defines strategy as ‘the long-term direction of an organisation’.

Strategy is the direction and scope of an organisation over the long-term which achieves advantage for the organisation through its configuration of resources within a challenging environment, to meet the needs of markets. A strategy is a plan of action designed to achieve a specific goal or series of goals within an organizational framework.

The strategic management process is sometimes improperly perceived as a unidirectional flow of objectives, strategies and decision parameters from management to the employees. In fact, the process should be highly interactive since it is designed to stimulate input from creative, skilled and knowledgeable people working at every level of the business.

Strategy is the direction and scope of an organisation over the long term, which achieves advantage in a changing environment through its configuration of resources and competences with the aim of fulfilling stakeholder expectations (Johnson, et al., 2009).

As a part of execution, company leaders translate strategy into measurable objectives. Communication plays an important role in sharing the strategy details with necessary external as well as to all internal employees. This communication mechanism allows creating a feedback system and also gives an opportunity for the leaders to align with the rewards and recognition process. It is necessary to use an effective way to communicate the strategy for a greater success. According to Everse (2011), effective ways of communication are, make it simple, keep the customer and market in mind and package the content that can be shared with everyone within the organization. Based on the purpose, prioritize and sequence the message, think deeper and use leads to deliver the messages at all levels, use relevance, inspire a person, and communicate directly with employees and customers.