Strategic decisions and strategic processes. Development and adoption of strategic decisions

1. Characteristic features of strategic decisions:
innovative in nature
aimed at solving specific problems
indefinite in nature
subjective in nature
objective in nature
many alternatives are well defined

2. The most common mistake when implementing a new strategy
lack of necessary resources
inability and lack of desire to carry out strategic planning
poor knowledge of the foreign market
the new strategy is automatically superimposed on the old structure

3. Factors that the concept includes strategic management:
organizational
social
economic
legal
political
research of the situation and development of the company

4. The guiding philosophy of the business, the rationale for the existence of the firm, is not the goal itself, but rather, the sense of the main purpose of the firm is ...
politics
tactics
mission
vision
plan

5. Strategic management includes elements of all previous management systems - budgeting, long-term and strategic planning.
Yes
No

6. The most important questions, the answer to which is the essence of strategic management:
What is the current state of the company?
which competitors have a stronger position in relation to the enterprise
Are the goals set realistic?
Where would you like to be in three, five, ten years?
how to achieve what you want

7. Paraphrasing P. Drucker, I. Ansoff writes: “Strategic planning is management according to plans, and strategic management is management according to…”
landmarks
goals
programs
results
projects

8. Determine the sequence of stages in the development of corporate governance:
1. budgeting
2. long term planning
3. strategic planning
4. strategic management

9. The main differences between strategic management on commercial enterprise and in public institution
strategic management can be organized in a commercial enterprise, but not in a public institution
a commercial enterprise has a mission, but a government agency does not
no difference
there are differences in the ways of forming the mission and goals, in the ways of monitoring and control, in the nature of responsibility, in the ways of evaluating activities

10. Functional analysis of the external environment of the enterprise should be carried out ...
meeting of shareholders
planning and economic service
marketing service
CEO
accounting

11. Strategic decisions include:
enterprise reconstruction
introduction of new technology
revision of the terms of delivery
entering new markets
acquisition, merger of enterprises
implementation new system staff motivation
revision of criteria for final product quality control

12. The highest level of strategic management is ... level.
business
corporate
functional
13. Who is considered the forerunner of strategic management and the first strategist
military strategists and thinkers
ancient philosophers and military strategists
German military strategists
Chinese philosophers

Introduction
1. Theoretical basis strategic decisions in the activities of the enterprise
1.1. The concept and essence of strategic decisions, the role and significance in the strategic process
1.2. Comparative characteristics strategic decisions with operational decisions
1.3. Technology for the development and implementation of strategic decisions
2. development and adoption of strategic decisions in the activities of Gazobezopasnost LLC
2.1. Analysis and evaluation of the activities of Gazobezopasnost LLC	17
2.2. Technology for the development and implementation of strategic decisions of Gazobezopasnost LLC
Conclusion
List of used literature applications

Introduction

The relevance of the research topic lies in the fact that modern strategic management ensures the coordination of the goals and capabilities of the enterprise with the interests of all parties interested in its activities. It involves not only determining the general course of enterprise development and organizing business on this basis, but also increasing the motivation and interest of all employees in its implementation. This involves setting up a new set of processes that reflect the priority of goals and dynamics of development, ensuring the timeliness of decisions and actions, foreseeing the future, analyzing the consequences of control actions and innovations.

The adoption and development of strategic decisions in Russian enterprises as a whole is becoming increasingly important. This concerns the issues of prioritizing the problems to be solved, determining the structure of the firm, the validity of capital investments, coordinating and integrating the strategies developed by the production departments.

The purpose of writing a test is to study strategic decisions in the activities of the organization.

In accordance with the stated goal in control work the following tasks are defined:

To study the concept and essence of strategic decisions, their role and significance in the strategic process;

Give a comparative description of strategic decisions with operational decisions;

Explore the technology for developing and implementing strategic decisions;

Analyze the process of making and developing strategic decisions on the example of a particular organization.

1. Theoretical foundations of strategic decisions in the activities of the enterprise

1.1. The concept and essence of strategic decisions, the role and significance in the strategic process

Strategic management can be defined as a set of fundamental decisions designed to ensure the compliance of the company with its development environment (and, therefore, the viability of the enterprise in a fairly long term).

A management decision is the result of analysis, forecasting, optimization, economic justification and choosing an alternative from a variety of options to achieve a specific goal of the management system.

The impulse of the managerial decision is the need to eliminate, reduce the relevance of the problem by solving it, i.e., bringing the actual parameters of the object (phenomenon) closer to the desired, predicted ones in the future.

Examples of strategic-type decisions are, in particular, the choice of markets and the range of products produced, the scale and geography of activities, methods of competition and business partners, sources of supply of materials and marketing concepts, technologies and structure of production capabilities, organizational structure, legal form and management system ( including the selection and education of leaders of the required types), the formation of an adequate organizational culture, etc.

The above solutions are interrelated. Assume that, due to changes in demand and other environmental conditions, the firm is forced to re-formulate its product-markets strategy. It goes without saying that the new strategy must also correspond to the business capabilities of the company - the structure of production capacities, the composition and quality of personnel, the potential of the research and development service, available sales channels, special skills that are a source of competitiveness, etc. (despite the fact that in all these aspects, perhaps, serious shifts are also inevitable). (Any strategy in this sense is the organization's reaction to external conditions, but the reaction is not arbitrary, but limited by the competence and competitiveness of the enterprise, as well as the means at its disposal.)

Further, a new business strategy can lead to the reorganization of the company (recall the well-known formula of A. Chandler that the structure follows the strategy) and to the reconstruction of the management system (up to the change of top managers, due to the fact, for example, that the profile of the former does not correspond to new conditions). Finally, all these changes cannot but depend on the level of aspirations, enterprise and values ​​of the leading shareholders and managers (and in a broader sense, they will necessarily be mediated by a specific organizational culture that determines the behavior of the company and, as experience shows, is extremely inert).

Ultimately, the quality of strategic management is judged by the degree to which it ensures the balance of the organization with the external environment, as well as the internal balance and stability of the firm itself. At the same time, it is one of the key factors in the competitiveness and profitability of an enterprise, as well as in its successful fulfillment of the various requirements that its numerous accomplices-consumers, investors, managers, executive personnel, trade unions, business counterparties, government agencies, interested social movements, etc., place on a modern company. .

The definition of strategic decisions as fundamental means that there are also non-strategic decisions - current or operational. This division is fundamental for management. At the same time, it cannot be strict and rather depends on the context. Let's say the decision to hire an ordinary employee is not strategic. On the other hand, hiring a senior executive or inviting a highly qualified researcher may be of strategic importance to the firm.

The following points can be noted as essential features of strategic decisions: they are often unique and take the form of entrepreneurial initiatives; taken relatively rarely and without pronounced periodicity; relatively long-term; concentrated in more on the problems of the firm's interaction with its future environment; multidimensional; are based on incomplete, inaccurate and highly generalized information and therefore involve high uncertainty and ignorance, as well as significant risks.

The current solutions are opposite in their characteristics: they are more standard and repeatable; are taken fairly regularly; more short term mainly related to maintaining current competitiveness; focused more on internal processes; based on more accurate and detailed information; less risky, etc.

By themselves, strategic decisions and the choice of a particular strategy are not something fundamentally new: from time immemorial, a good leader had to think and act in accordance with changes in environmental conditions, as if anticipating future dangers and opportunities and promptly carrying out the necessary changes. At the same time, the emergence of systematic strategic management dates back only to 50-70 years. of the last century and is considered a product of the development of Western (primarily American) practice and theory of management of large corporations.

1.2. Comparative characteristics of strategic decisions with operational decisions

Let's consider the main characteristics of strategic decisions. There are nine of them:

1) reflecting the point of view of management, what the organization should be like and what it should do;

2) designed to assist the organization in ensuring interaction with the external environment. (The organization is constantly adapting to a changing environment.);

3) also taking into account own resources organizations and facilitators to ensure the exact match between business activity and available resources;

4) including the idea of ​​a big change in the system of work of the organization;

5) extremely complex, including various degrees of uncertainty; they imply that an organization must make assumptions about upcoming events based on information that is not very reliable;

6) requiring a comprehensive approach to managing the organization; successful strategic decisions include the work of managers outside their functional areas, as well as consultations with other managers who may have different views on the future activities of the organization;

7) having a long-range sight; they are long-term and have long-term value;

8) involved in the assessments and expectations of key company participants within the organization; many authors argue that the organization's strategy is a reflection of the attitudes and opinions of influential internal participants in the company;

9) severely impacting resources and operations; they influence the organization's resource base and cause waves of lower-level organizational decisions.

The presented characteristics clearly show how strategic decisions differ from operational ones. Table 1.1 presents the differences between strategic decisions and operational ones.

Table 1.1

Differences between strategic decisions and operational ones

Strategic decision making is not just about proposing, evaluating, and selecting options. This process takes place in conditions of unstable external environment, which imposes certain restrictions and creates difficulties for planning and increases the risk of risk. Bowman and Ash (1987) give the following considerations that determine the complexity of decision-making, predetermining the occurrence of shortcomings in strategic plans.

The dynamic nature of the external environment quickly invalidates the corporate plans of many firms, except when they are formulated in the most general terms.

1. strategic management and strategic planning

   Report >> Management

   A non-market economy was not set. Strategic plan that characterizes activity organizations working in market conditions, ... in case of unforeseen circumstances. To the number strategic decisions, for example, it can be attributed: - reconstruction ...

2. Acceptance mechanisms strategic decisions in organizations

   Coursework >> Management

   adoption mechanisms strategic decisions in organizations…………………………………………………………… 18 2.1. Characteristics of JSC "Kaluga Engine" ………………….18 2.2. Analysis activities enterprises...

3. Marketing activities organizations

   Thesis >> Marketing

   Theoretical foundations of marketing activities 1.1 Essence and purpose of the marketing activities Organization marketing activities in the enterprise is ... marketing is strategic

Strategic decisions are characterized by the fact that they:

1. innovative in nature, and since it is common for a person and an organization to reject

all novelties, then special measures are required to overcome rejection (persuasion, training, involvement of performers in the process of developing a strategy, and, finally, coercion). Such decisions should be open and understandable to employees, which can be implemented through the use of internal marketing;

2. directed towards the long-term goals of the enterprise, towards opportunities, not tasks, towards the future, not the present;

3. differ from tactical decisions in that the set of alternatives is not defined, the procedure for their formation plays an important independent role;

5. require knowledge - the result, as a rule, depends more on the quality of the decision than on the speed or timeliness of its adoption.

There is no hard time frame for them;

1. subjective in nature, not amenable, as a rule, to an objective assessment;

2. are irreversible and have long-term consequences.

In practice, the managers of many enterprises act quite successfully on the basis of

intuitive strategy that replaces them with formal planning.

However, an extensive study by B. Henderson of the Boston Consulting

group indicates that an intuitive strategy cannot be successful when:

1) the size of the corporation is increasing;

2) the administrative apparatus grows;

3) the external environment changes significantly.

Increasing commercial risks are forcing managers to turn to strategic

management as a means of maintaining the competitiveness of an enterprise in a dynamic external

environment. In general, we can say that the effectiveness of the strategic management system

is defined as:

Provides a comprehensive, systematic view of the enterprise and its external environment;

Facilitates the adoption of strategic decisions based on the use of special concepts,

methods and approaches to the collection and processing of information;

Provides coordination and communication, both horizontally and vertically;

Helps to cope with changes and implement changes;

Provides an opportunity to anticipate business development trends;

Helps to make strategic choices and implement the strategy.

Stimulate strategic changes, for example, such events:

Change of company management;

Intervention external organizations. In Russian conditions, most often such an organization

is not a bank, as happens abroad, but tax office and the office of

insolvency and bankruptcy, which force the enterprise to develop an anti-crisis

program;

The threat of a change of ownership or takeover of the enterprise;

Awareness by managers of the need for a "breakthrough" in the process of functioning of the enterprise in

if this enterprise does not reach the expected results (for example,

sales and earnings).

Strategic decisions are at the heart of strategic management.

Strategic Decisionsare management decisions that:

1) are future-oriented and lay the foundation for the adoption of operational management decisions;

2) are associated with significant uncertainty, since they take into account uncontrollable external factors affecting the enterprise;

3) are associated with the involvement of significant resources and can have extremely serious, long-term consequences for the enterprise.

Strategic decisions include:

Reconstruction of the enterprise;

Introduction of innovations (new products, new technologies);

Organizational changes(changes in organizational and legal enterprise forms,

structures of production and management, new forms of organization and remuneration, interaction

with suppliers and consumers);

Entering new markets;

Acquisitions, mergers, etc.

Prerequisites for the development of corporate planning.

In the economic practice of Russia, the mechanism of strategic management is at the stage

becoming. Russian market entered the stage when the lack of a developed strategy

significantly complicates the dynamics of the development of enterprises. Development of strategic management

contributes to a number of preconditions.

In contrast to a planned, command economy, in a market environment, an enterprise must itself

determine and predict the parameters of the external environment, the range of products and services, prices,

suppliers, markets, and most importantly, their long-term goals and strategy to achieve them.

Rapid changes in the external environment of domestic enterprises also stimulate the emergence of new

methods, systems and approaches to management. If the external environment is practically stable, then there is no special

need for strategic management. However, at present most

Russian enterprises operate in a rapidly changing and difficult to predict environment,

therefore, need methods of strategic management.

An important prerequisite is the process of globalization of business, which has also affected Russia.

Global firms view the world as a single entity in which national

differences and preferences, there is a standardization of consumption. Resist, the onslaught of goods

global firms can only develop a strategy for working in a competitive environment.

Thus, modern leaders growing awareness of the importance of forming

long-term goals and long-term development planning. Things get complicated

the fact that many Russian enterprises found themselves in a kind of information vacuum. From one

hand, an abundance of disordered external information, on the other hand, the absence

systematized guidelines for choosing directions for development. In addition, the tools

development and implementation of their own strategy differ significantly from the previously adopted system

planning and so far relatively little is known about them, since in practice they have not become

generally accepted planning methods. Most of domestic manufacturers only

come to understand what is called strategic management.

Stages of development of corporate planning.

The emergence of strategic management techniques and their implementation in the practice of firms is easier

understand everything in a historical context. Business historians usually distinguish four stages in

development of corporate planning:

· Budgeting

long-term planning

· strategic planning

strategic management.

Logistics strategy

Logistics strategy- this is a long-term direction in the development of logistics, concerning the forms and means of its implementation in the company, inter-functional and inter-organizational coordination and integration, formulated by the top management of the company in accordance with corporate goals.

Allocate the following types strategies:

1) Minimization of overall logistics costs.

The strategy can be implemented following scheme:

Reducing operational logistics costs in individual logistics functions;

Optimization of stock levels in the logistics system;

Choice best options warehousing/transportation;

Optimization of decisions in certain functional areas according to the criterion of "minimum logistics costs";

Use of logistics providers.

When using this strategy, the company should pay special attention to the quality of logistics services. The higher the requirements of consumers to the level of quality of the logistics service, the higher should be the costs to ensure this level. Therefore, the natural constraint that is set by corporate strategy is the limitation on a basic level of consumer service quality.

2) Improving the quality of logistics service.

Strategic improvement in the quality of service involves improving the quality of logistics operations, logistics support for pre- and after-sales services, value-added logistics services, the use of logistics support technologies life cycle products, creation of a quality management system for logistics services, use of the benchmarking procedure.

In this case, the implementation of this strategy is constrained by logistical costs.

3) Minimization of investments in logistics infrastructure.

Includes:

Optimization according to the configuration of the logistics network / system;

Direct delivery of goods to consumers, bypassing warehousing;

Use of public warehouses;

Involvement of logistics intermediaries in transportation, warehousing, cargo handling;

Implementation of logistics technology JIT (just-in-time);

Optimization of the location of logistics infrastructure facilities.

4) Logistics outsourcing strategy.

Includes:

Definition of main activities;

Selection of sources of external resources;

Choice of logistics service providers;

Leveraging supplier investment and innovation;

Optimization of the service of logistics intermediaries.

Recently, it has become a necessity for most companies to achieve a cost-service balance.

The chosen logistics strategy predetermines the choice of a logistics network, in which key business processes are designated (identified), supply chain links are included as independent legal entities, or as separate divisions.

Strategic decisions on the configuration of the logistics network include determining the prospective structure of logistics channels and chains, dislocating the logistics infrastructure (own and rented warehouses, terminals, distribution centers, transport divisions, road infrastructure, etc.)

The logistics network is the foundation logistics system, which determines the efficiency of the company's logistics.

The logistics network includes:

infrastructure divisions;

Vehicle fleet (own, own, rented);

Where are the suppliers located?

Where are the consumers located?

Are the logistics intermediaries(forwarding companies, etc.);

What possible procurement channels are covered.

When determining the key logistics business processes, it is necessary to decide the following tasks:

1) reduction of irrational expenses and loss of time;

2) optimization of the use of resources in order to achieve compliance with the requirements of consumers of a certain market segment;

3) prompt response to changes in the external and internal environment.

At the same time, a logistics business process is understood as an interconnected set of operations and functions that translate the company's resources into a result set by the company's logistics strategy, which is determined in accordance with the key indicators of logistics efficiency.

Key business processes include:

1) development trademark(brand management);

2) logistics business processes in the supply chain (including procurement, production, distribution, logistics network design);

3) information and knowledge management,

4) human resource management.

Once the key business processes have been identified, modeling and reengineering can begin.

The concept of strategic decisions

In the process of managing the logistics system, any organization makes important decisions that can be divided into four main classes:

1. Strategic decisions top level are the most important determining general direction economic activity enterprises; they are long-term high costs resources and are considered the most risky. Top level solutions include:

Mission Statement - A statement that sets out the organization's overall goals, typically related to improving the way it works with partners and customers in an integrated supply chain. For example, the mission of the German transport group Schenker states that “our future is our customers”, and the mission of the English supermarket chain Tesco is “creating value for consumers in order to achieve their lifetime loyalty”;

A corporate strategy is a plan for the implementation of a mission, for example, making long-term investments in production and logistics; continuous implementation of new approaches and innovative ideas in the strategic areas of quality, cost, differentiation and focus, as well as forecasting consumer demand;

Business strategy - a set of measures to develop the type of activity of a particular division of the enterprise (business unit).

2. Strategic logistics solutions determine the main goals and directions of the supply chain in the long term and relate to the interaction of logistics with other business areas; as an example, the following main objectives of the organization can be given: the desire to be a high-performance manufacturer with low production costs and world-class product quality; development of new projects for the release new products; use of modern production and information technologies; application modern methods planning and management.

(adsbygoogle = window.adsbygoogle || ).push(()); Strategic logistics solutions include:

Functional strategy - a plan for the implementation of each function of the organization: logistics, marketing, investment and production;

Logistics strategy - sets overall structure logistics system, or supply chain and the direction of logistics activities; it consists of all the strategic decisions, practices, plans and culture associated with managing efficient logistics in the supply chain: "purchasing-production-distribution". Logistics strategy deals with actual movement material and related flows, contributing to the implementation of corporate and business strategies, as well as optimizing the supply and demand of products, reducing overall logistics costs, minimizing investments in logistics and improving logistics services. The overall goal of a logistics strategy is to provide customers with the volume and quality of service they require at the lowest cost in the supply chain. It is no coincidence that the motto of a perfect ECR (immediate response to market needs) logistics strategy is “Required, timely and accurate”.

3. Tactical logistics solutions related to the implementation of the strategy at a more detailed level in the medium term. These include:

The organization's capacity utilization plans to ensure long-term customer demand is met;

Generalized calendar plans- in which all types of work are reduced for all types of activities of the supply chain, as a rule, on a monthly basis;

Main chart - detailed description all activities for the week;

4. Operational logistics decisions concern specific types activities in the short term; their implementation requires a small investment of resources with a minimum level of risk. These include short-term schedules, which are the detailed execution of work and the resources required for this, as a rule, for each day. This avoids many logistical problems.

AT real life the boundaries between these solutions are sometimes very blurred. For example, when choosing a distribution system finished products reserves is a strategic aspect, but it moves to the tactical level, when it is necessary to decide how much Money need to invest in reserves, and operating level when it is necessary to decide on the change in the volume of stocks.

There is no universal standard procedure for developing a logistics strategy applicable to any organization. .

The concept of forming a logistics strategy involves, first of all, the search for answers to the following key questions:

1. What type of organization do we represent today and what kind of organization do we want in the future?

2. What are the features of our activity and opportunities for its development?

3. Who are our consumers (buyers) and competitors?

4. What are our strengths and weak sides compared to competitors?

5. What is the most suitable marketing (product) strategy for us?

6. What are the main goals and objectives of the logistics strategy?

8. What budget is needed to implement the logistics plan and where to get new investments?

9. How to organize monitoring of the implementation of the strategic plan?

10. What should be the most relevant programs to achieve the goals of the logistics strategy?

11. What are the risks associated with the implementation of a logistics strategy?

12. How to quantify the implementation of the logistics strategy?

Now consider the main characteristics of strategic decisions. We identify nine such characteristics.

• 1. Strategic decisions reflect the management's view of what the organization should be like and do.
• 2. Strategic decisions are designed to assist the organization in ensuring interaction with the external environment. The organization is constantly adapting to a changing environment.
• 3. Strategic decisions also take into account the organization's own resources and help to ensure accurate matches between business activities and available resources.
• 4. Strategic decisions involve imagining a big change in how the organization works.
• 5. Strategic decisions are extremely complex and involve varying degrees of uncertainty. They imply that an organization must make assumptions about upcoming events based on information that is not very reliable.
• 6. Strategic decisions require a comprehensive approach to managing an organization. Successful strategic decisions include the work of managers outside their functional areas, as well as consultations with other managers who may have different views on promising activity organizations.
• 7. Strategic decisions are long-term. They imply long-term perspectives and have long-term value.
• 8. Strategic decisions are related to the assessments and expectations of key company members within the organization. Many authors believe that the strategy of an organization is a reflection of the attitudes and opinions of influential internal participants in the company.
• 9. Strategic decisions have a significant impact on resources and operations. They influence the organization's resource base and cause waves of lower-level organizational decisions.

The presented characteristics clearly show how strategic decisions differ from operational ones. In table. 2.1 systematizes these differences.

Table 2.1

Differences between strategic and operational decisions

Strategic decision making is not just about proposing, evaluating, and selecting options. This process takes place in conditions of instability of the external environment, which imposes certain restrictions and creates difficulties in planning, which increases the danger of risk. Bowman and Ash give the following considerations that determine the complexity of decision-making, predetermining the occurrence of shortcomings in strategic plans:

• - dynamic nature for many firms external environment quickly devalues ​​corporate plans, except when they are formulated in the most general terms;
• - information can never be obtained in the quantity and quality required to perform a comprehensive analysis of the internal and external environment or to allow an exhaustive study of alternative strategies;
• - Decision makers are able to capture little more than a very limited and simplified set of interrelated variables. In fact, they consciously simplify the complexity of the problem, using, for example, dividing it into separate manageable parts and then considering them sequentially;
• - systematic formalized planning procedures can exclude the emergence of radical "dissident", but potentially fruitful ideas;
• - where the corporate plan is drawn up by planners, ordinary managers (who must execute it) often show dissatisfaction with decisions in which they did not participate. In addition, planning departments often do not have access to the vital information that ordinary managers have;
• - Problems often arise when introducing a new corporate planning process. If several so-called universal management practices are vigorously advocated (e.g., management by objectives, quality circles, management by deviations), then the preparation of a new planning system is likely to pay insufficient attention to both the development of the organization and the development of management methods.

These considerations can form the basis for explaining the fact that even in fairly large organizations often there are no specific formal strategic planning procedures and structures responsible for this process. Sometimes corporations define the boundaries of strategic planning, believing that it is not economically feasible to extend it to all areas of activity. management resources. For example, the McDonald's Corporation, in its Marketing Planning Handbook, states that the amount of formal planning is determined by the degree of market diversification and the size of the organization. Small organizations that work with one product use less formal planning methods, and large organizations that expand their market use more. Numerous non-profit, charitable, municipal and other similar organizations either do not need or do not have the practice of formal strategic planning. But this does not mean that they do not consider strategies for their own development and do not develop ways to implement them. It’s just that they often act situationally, developing for the specific circumstances of their existence during external environment ad hoc methods, i.e. methods that are considered the most appropriate for a given organization in a given situation. However, in government organizations, even highly specialized, there are highly formalized planning systems.

Consider the differences between strategic planning and annual budgeting and forecasting. Although these are interrelated, but significantly different processes. We can distinguish the following number of differences between them.

Period of time. Budgeting and forecasting are usually limited to a period of one year, while strategic management operates over a longer period, usually three to ten years.

Accents. Estimated planning and forecasting are usually related to the achievement of specific short-term goals. Strategic Management associated with the implementation of strategies that have long-term objectives.

financial details. Budget planning and forecasts have a lot of financial detail and provide comparison of results from month to month. Strategic plans are much less detailed than budgets.

Influences of the external environment. Strategic management is associated with the most important trends in the external environment over a significant period of time and the organization's response to them. Estimated planning and forecasting are more internal processes that provide strategic planning information.