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: Long-term future direction of the organization is an
important aspect of strategic decisions. Strategic decisions often emerge
from the perspective views about the company and society, including
regulatory environment, prospects of different business, industry
structure, competitive environment, etc.
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: As it is implicit in the point mentioned above,
strategic decision are affected by the value system, including business
ethics and philosophy.
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: The long term direction and value
orientation influence the definition of the scope of the activities of the
organization. The business/businesses the organization should be in is
key decision in strategic management.
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%: Strategy is the means to achieve the end, i.e., the
mission and goals.
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  : Strategic decisions being long term in nature
and having to do with the scope of the business of the organization, may
imply major resource commitments, including reallocation of existing
resources.
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  : Strategic decisions seek to establish a sustainable
organization environment fit. The quintessence of strategic management is
the effective deployment of organizational resources or strengths to exploit
the environmental opportunities and to combat the environmental threats.
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  : Strategy is also viewed as a stretch emanating from
strategic intent.
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: Strategic decisions aim at gaining a sustainable
competitive edge of the firm.
9. ' 
 : Strategic decisions may affect operational and
administrative decision.
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) : As strategic decisions encompasses mission, long-term
direction, scope of the organization, and establishment of organization
environment fit, they are often complex in nature.
11. *
 : Because of the long term future perspective of the strategic
decisions, they can involve considerable uncertainty as future can hardly be
predicted exactly.
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 : a strategy is normally comprehensive
and highly integrated.
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: The Scope refers to scope of activities or, in other words, the
portfolio strategy of the company. The scope would reflect the
mission and objectives of the organization.
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+  : The place of mission and objectives in the
strategy is clear from the fact that strategy is a mean to achieve the
mission and objective of the organization.
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  , : This is a
very critical factor in formulation of the strategy. SWOT analysis
plays a highly important role here.
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: The company must have an organizational structure
suited for effectively carrying out the strategy. Alfred Chandler¶s
well known research had revealed that ³structure follows strategy´.
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 : A strategy can be powered and properly
implemented only if it is backed by the right organization and timely
deployment of the required resources.
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: Synergy exists when the firm¶s businesses, product-
markets, resource deployments and competencies complement and
reinforce one another. Synergy enables the total performance of the
related businesses to be greater than it would otherwise be: The
whole becomes greater than the sum of its parts. Consequently,
strategies should be designed to exploit potential sources of synergy
across the firm¶s businesses and product-markets as a means of
improving the organization¶s overall efficiency and effectiveness.
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1. Its helps to envision organization¶s future.
2. Helps people to understand what the organization stands for.
3. Its facilitate better delegation, coordination, monitoring,
performance evaluation and control.
4. It helps in taking measures to overcome / minimise the
weakness and reinforce the strengths.
5. Helps a company to adopt suitable strategies for exploiting
opportunities and combating threats.
±. Helps in constantly monitoring the environment.
7. To meet competition more effectively.
8. It makes the management dynamic, appropriate to the
environment and results and future oriented.
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1. If the premises do not hold valid.
2. If SWOT analysis goes wrong.
3. Companies become over-ambitious and resultant failure.
4. The future vision gets tunneled so several opportunities may be
overlooked.
5. Can make the whole approach very rigid.
±. If the implementation of a strategy is not effective, even a good strategy
will not hold.
7. Lack of commitment.
8. Internal resistance.
9. Good human force.
10. There is no universal strategy which holds good.
11. Cultural differences.
12. Adaptability.
13. Misjudged with Strategic planning.