Strategic Planning 

Strategic Management Made Simple is a book that responds to the global reality of hyper competition. It presents a complete perspective of strategic management in the context of the prevailing competitive environment. It combines the traditional aspects of strategic management with realistic, smart, and differentiated views of being strategic.

The differentiated features of this book are explicitly illustrated through an exposition of the history ot strategy. It looks at strategy from a deeper context and in a richer perspective, elucidating strategy as & mindset, & tool, and people. Furthermore, the book emphasizes strategy from the standpoint oi war and game. The economics of strategy is likewise elaborated and enhanced, and the relationship of strategy and national development is expounded. It also includes & chapter on competitive management of intellectual property ownership, human resource, marketing, and infrastructure assets.

Strategic Management Made Simple presents strategic management in a clear and straightforward manner. It discusses the salient issues and concerns in the corporate and business world, and addresses these challenges through practical and well-tested approaches that are constructive, functional, and valuable. As a response to the global reality of hyper competition, strategic management has become one of the major focuses of every organization. It hinges on strategies that are described as cutting-edge, smart, timely, and relevant. These strategies need to be formulated, designed, and implemented in the context of the prevailing external, internal, and organizational environments, thus the word, "strategic."

Part I of this book primarily presents the importance of the external, internal, and organizational environments to any organization. The external environment includes a confluence of social, political, technological, economic, environmental, and legal forces that influence organizational direction and strategic decision-making. The internal environmental variables consist of the government, culture, the stakeholders, competitors, suppliers, customers, and the community. In addition, management, employees, facilities and equipment, financial resources, and organizational culture make up the organizational milieu.

Part II categorizes two types of strategies, namely, business strategies and corporate strategies. Forms of business strategies include growth strategies, competitive strategies, ' life cycle strategies, and turn around strategies. In integrative growth strategies, the Boston Consulting Group and General Electric Models are examples of corporate strategies.

Part III concentrates on the mechanics of strategy implementation. Topics include organizational components, organizational structure, and organizational systems. It also includes a chapter on competitive asset management of intellectual property ownership, human resource, marketing, and infrastructure.

Part IV emphasizes the undeniable value of deliberately carrying out strategic control and monitoring mechanisms, while Part V peruses the history of strategy and looks at it from a deeper context and a richer perspective, elucidating strategy as a mindset, a tool, and people. Furthermore, this section of the book emphasizes strategy from the standpoints of war and game. The economics of strategy is likewise elaborated and enhanced.

Part Vl discusses strategy and national development. It revisits and aptly sums up strategic management through a simple, complete, but capsulized model. Lastly, Part VII presents the steps on how to conduct a case analysis and a strategic analysis.

This book is essentially outcome-based, in that it aims to achieve student learning competencies that will develop cognitive, affective, and psychomotor learning. Particularly, at the end of the course in strategic management, the students should be able to: identify and describe the current corporate strategies; describe the process of strategy implementation; explain the steps in conducting control and monitoring; analyze the perspectives of strategy; evaluate the role of strategy in national development; and lastly, conduct a strategic case analysis. 

Illustration ; Newsprint ; 26 cm
Includes bibliographic references and index