near ora 1 INTRODUCTION TO STRATEGIC MANAGEMENT 1.1-1.3 2 STRATEGIC ANALYSIS : EXTERNAL ENVIRONMENT 21-24 3 STRATEGIC ANALYSIS : INTERNAL ENVIRONMENT 3.1-3.3 4 STRATEGIC CHOICES 41-43 5 STRATEGY IMPLEMENTATION & EVALUATION. 5.1-5.5Introduction to Strategic Management (Chart 1.1) fer aa oar Tsetse ate Megaman — | [Unto of rea lcmmon ted amg erent’ cv 8 Mangement | hTaubemogenentte df asi] | Manoyement lrauermarte the dees eset! naareaf | l)Toeate compete |[obetvena ges whch aren line wth_| 6] Enon ae foo ee Ee eer Se |= Gente rewntttemmnrane |e ei Sire mer aca beracrreimareement ese See hea scatman SS ees charac fs ew ne Macoten [Petco gamnenaee [Saeeee” esti Perea beomteny |fesermmecmemnamomen [Pees teen fame Remco |pocemecresin CESS |p [Tnsefeneneet once ||°?#merket postion & front! performance & |p Serves ese corporate defence \enevi, where a Ressgey [fomiacntccomcstt fmentemnee | teat aa |lecompony es tet rome recive een fe sie acy [semeaieomestocroa Bemewese, [ome Esra maaan btn, |nscptiveveacon to changing cheumstances et suring on ck fstesier | ep ort deep crs core[Mierke cet a eu ue) = Lelia idapullapistsle lalla bean Vesela alana da Se = coe aie penn ne fas ome ae eT [emma [Sera ee pmemey pea Eset fsa : [eccrine ee lovee on [ieetenervees |fivararea ne] pTeaTiemertammn psi mene [essen int Exirentorm |poweren |hramoema |prasa orem lrmeemgee Fiiact ctaeien [Mtcncna|fergacmalfany pS secs ry me cena Lr aay Smee [smn frstewswerimese” [oscar frm | occa fees, [feared ene ent rtrd Jas obsecmer ere |fecwor ating foevepment [sire evan [sizevonlmrcconcre’” |lomemawesmute |Pecawsametaarnc Jownceantne [pgm [yap famatonsennsh lrsseseeana fimeraciin [fowmcaant soos |Prosmrt wena ten footie [eccracc® larity [rateerte feraenc won fratement ery turner sen aa fos pir achat perform Joi atictnes re frome [rls mente wt thon the Feet fia eee y commen [tse [Elman Lessa Fen —|oamamuincs cred Peers eaccparw [ttc Leese eerie Ee Ei art pee Linas sheer fee lftIntroduction to Strategic Management (Chart 1.3) a eaporate tel TBannes Cee Funeral ce [7 const of C20, her eorwortestef |) these induce [prtipate in sree fa) Tie nt enfring mien & goo, Jnsineses shoud ben, Jemangaferent Joneses, formatting & |moiementng nota leadership frre ov Lycans dione |nanogers tft lp Busnertevel manage, lead of ivaion ly strtep role ofthese Imenegers isto earslote [penerl statements of lirection |») usinesievel mangers lnet are specfcto [ir eonste Functional la rerponnbe for specie Jousines functions or li whereas general Jrertionofatle co. or ron J provide mos of nfo enor moter penne for Jwsiner & corporate evel Pormaiote restated -tcncbeserateaie J may oenerte [mperont ieee that Jbeguenty may become Jrciorstreepie force a Farstanal Baars TW voronar ‘Tat Raa [Wivan independent [sleonein, where each lun independently headed | Yuetionion heed Imanager reperna Jaret to busines heed, who ic corporte evel |r Functions meybe he [Resource Marketing ete IyAtrpations ramon Inanagement to na [nv employees, a7 0 Josion ewe et, leverone i considered ky re ype of [etetionship berween lets more table |wth peed more [Wefeotores 09a Jrctare of evelsin an cams formed with [pepe fom various [department thot oe [nut for temporary tok | Te reetionhip Ini monoge nage Jcrciomeretes with [ese where ery [imposible to wack and |nenage everysinae [com independetiyStrategic Analysis: External Environment (Chart 2.1) Sn = aT aaa [ta a {= ote | ae a [ive Pd [can ema [nceaen none ae = moe ar ote [cenafan nnocn,« | aasomatcnenelS er = fs mene ct, [stoner nace mey_|loncrinmsan ype or = Pemop aoc [tetonen ers rom | Croince nhc om | [ae aaa | octet eS re, [erm enn! | ener ey = oe | btn bre lecorncmieaiy [renews [enn S| Mme fem! Jaca | |etomenn hho fr opto Fer ete oo fon cane! ong froin ey a frsear ono eprarin [reenter frase oot z, [romnaa chow yan lm re ee eT [eon "ec mrs been stb ni [etree w [enone mc a Ty on lroremiverennina | fone a SS ian en ote fee || | esc, | mes cee [ve in fo pont : ‘ne ‘we ‘mone eg [Seminary = teen [aerate ! Tomapren | some [iseraneonesin | mere oe [ono nomenBeco External Environment (Chart 2.2) aaa aaprslaenacesalpkeplsruaepreraey ‘Scere stg meron tf tnetrpro Jrmmieccsn ant nr fre sons [acres entomenTesins mete cn a FR |ceeomome ofr goon sp ae [Sennen nes hv ttre ben nme ten fos ¢ meee, [nn woryamesome no froberentar macy poeStrategic Analysis: External Environment (Chart 2.3) Corer ry Ped Tiesto Rew Error Trying Pama Sapien | np eto on which he menogenert 7 [ae can renine | oA roaster tobe opp con conrad ergeina pow [to ones se |netiodefexanng ech ||gherohen other rms are Bcd |loner fm wens ly tie nr roth pe lyin af | rm ecg nay her rod or coca oar | tray vale? sini ardent | 5 eaon Bri tw REE ore a vale ls wheter competion ure prte fcetermeronement | capt repuremene in reyeon erect ih etching conte | devote profit & wheter compete ae eaten cae |la Economies of ele Th re moe concentrated thon their _| ores ilbecome stronger or weer? [nw cock ste nthe proce || Produ dferentoon bye ls whether industry pros wi be jase btacr vale fom | Switching conte vourebly or unfoourebiy effected by he ne end raducterservee,” ||) Srand identity TT tar of Rvaly dry —] feeling eevig forces? laiAcceestosrbutin chonnes [la] Ray among compettor tends tobe ||) The compete poston af an orponston in FERET STREET] | vocab of orsrenive ration ||etvoot & aay profit ow nder | the duty and whether spetion ely fr ibeund eae [exiting ployer lous condtions explained atfoliows” | |rowstrongeror weaker |) operation nasty Leader le) te pote to coptlze onthe |) outtound ogitie TH targenng Power Tapers i) umber of campetors fainerabtes of weaker ioe lr merteting 8 la) Bapers of on ndursyx products or |i) Fixes Coste Whether te company able to defend osinet le) Sersce [ees can sometime exert ext Borns [rcountract the facta thet moke the nr, Seppo Ar produc ferentinon |ietrctve?| le Procaremert i sow Groweh J) te decree of ond uncertainty inthe J) Tecnica development | [i Thr Teverge i prtelary eden [naurry' fare 1 management when Trea of Sb lyme every of problems confronting the la inforactare [Tyr have ToT nowiedee of | Rubtate products rea tentvouree af || nd ox ole [cures ofprducte& ther nbetetes ||eampetion nan intr In many cee ||) whether contin portiption inthe intry ly they spend clot of money on | hey Become major content of [ces impercomty to he fms aity tobe ln producte eometion Subttte products offering | |cenain ether industries in with may have |i) industry's product is nat perceived ae [|iC* odvantape and/or [business interests? rma tu cee re seca [teen bina tabu a atasudéen |Ee Competitive Strategy tart a place, barnes rretepnt work on marking = |mprove the chonces of succes The term “marketing” lencompanter a wide range of perationy Including research, [eizatout berating 5 understanding mits the comprehension of their [ion mision, core voles niche [perience carve has folowing features As busines orgniaton grow, thay [experiance may provide an advantoge over fener. ly targe and cessful organisation ponent [ronger “experience affect” Jom another orgennaion Cotomer re important because [ivan oat or performance by em [rete atu thet nereares the worth of goods, lercen busines processes Pe iets target cre, determines thee want, & hen defines Jno product meets those needs. Thus, involves the Jexemination& evaluction of consumer need, dene, & want, Ie includes the administration of custome surveys, the study of |snsumer dete, the evolution of market paataning wreteaat, [velopment of cuatomer profes, & the selaction ofthe best lmerketangmentetion techniques ey denty the compattor +) Understand the compettors |. Determine the strengthe of the |) ostermine the weaknes [ep a ofthe formation tonether ofthe fr the vote customers place onthe company’s |b) ehe price that @ company charges forts [consrner behaviour may be nie hese elements con be categored ints the folowing conceptual ler excernainfvences bs neemaiftuences |.) becatn toting lr Post deculon Processes Of whet bev do eitemers choose J wher resource compete succesful, beter Jnumeon copa, qvoty of product or [tained forlong term?Strategic Analysis: Internal Environment (Chart 3.1) ¢ 7 Be eS es == Tee a jcreator em Jerre wel ere er ae seme et Ug fn et lmnnan ah brash tx te uzonenie nate [ene eran [ao aot aes ethos ocr | Wed Mabon Pon & ro Impact Tyabb ems sie, mages tey whi etree aa spl, mas epsitaandan Ta || npr Maras de he mpc bg ‘efimtincoett heater venient or | gh Power Hg tre wih monapnet ol authentic | ero menage oy we eng tof tne — a x ptt ibn rom met ones oi tna es oreo lett rahe “Tana ae [enamer sr id ye [ssn fata E mateo eeeeney impor jen [nr hie hortorsranyondis te cnptan whee ei [re aloha erent Bev Aso! ere ee Catia re }| (a fate anes ees Icsanecntee Diesen feet de 4) | seco [isaterroncige ene pmn me A ST mee sen ce ont 1 Tenshginth tg pape me Bee snot tn : [acer chance tierra ey Taare ly pres piya gnshemetaer a frre sere wre estan vbr | Sere [raster hn & gf wereld (ime ee [om rene Reet rete fs on atte eins ie he ste at Pc Ben faernstn sce sve ferme sae tenet son sath cms aay fonenenresen Taipei wc omndeh age pi si es sty ferme prints of eee he of el Peo rarer [sree[rede and forthe conbnaton of geodata the ompany afer tat eter tea thee hjecver at be bgt in id law satanecerne ope Iie mating ord bi roduce free rose fectonable marinero fi tcrenig rte shee Terktng Soar Strategic Analysis: Internal Environment (Chart 3.2) [campeon eee ore lontinton of air Thera aay thee ena bat_| | igarcareompson ae shoud be conser || "dented inthe rec. Ties carel || omer efron he pedi cho! ||- camer ee end ‘rer forge comptes) |} auzmened arene tense Mereing | sercr Meets + renoe Meeting |} crsosstn erating ee Marketing nighened Martin | ciferentl Marteng | srcrometg | cooenated Marketing cat tomtate [WoT ans ana ef users smo netomat ae] bi = Tea ony sts | enon [ran |p ests sores | es ara ea] ~ sta wor] or [orem External Origin |r | ose ct |oponene] rns |]¢| mor amen] ome for [ns | onan et ‘non cae Stmmmeneme Ef | mau | Saar imeem ee | ea [ora it lonerunter rivet rer! onias copes [nore foe on andertndng te evting frre & competence te bse, [hs iphghig te sng end wens whie Era Ane dering on prepa for lorerantes orate therefore, SWOT Arava tol whch is [ed foot nen Externe AnaInternal Environment (Chart 3.3) fresbwcorcnpeie any Bo eioean | teeter ees] — od ethno [1 rr fo ket eat spcdlyeonen [Fb a | roe per [sete stenmeetosmpetef ne |e ttre attorney fret ater orev ot | anne ete Feige ip [Pore ne poise fiteeronan | educt «Preg penton fn ns fimemenmt eran Te a i ay | — gas |e et] Rap oe noe rr | ry ne birstincsngacmatf | arabes] | See (ly Taine ar frees bantee ieger | aaa — ones |iaig panne Pisemntcenrmen lee ronment mone fn sen [mn ee stewassg fttnas [Piairnice”piems—Ypenomurinaicecigmtntemins (nn Paeiwrnonatel |icormaepe |Uiticrinnoe SR —_ crac mn sempeyeerane cea mene sem Peano LE _ hints [rsmicir sree enesiveab | ope pep Sea eh pone Jc production toyed lower cot |facies volume Jrecivt/ service for buyer eee ot le Fre eyes by Be ens fe er wey ond fatures ne | cetiecdentondt | lanacon fess ce procs, Invest in cst saving technologies keep thet cats low Jo) charging too higho||b) Que to the remen tie it and seve tht the | f isi fctersmer | fticpecinnnte fPOnamenahs Piece opt, ning advence technology for |fmniriin crt of | les hegpup with dynamic [nin flog forsee fer, era ondnewentronts Ye iat fewrtentig sway nett _| een eens ht fd i fora omens own meee [iene seme a mr Tit Nernst steno |e enemas [ar Irma secre oe jlferetreass [peso see thse frtecnmae ete | rgd a tye [ptt deme ro ih ft Supe [ie eve ised bythe which can cause problems — [tet oder hap caper of fl ln he fong ran, the iche coud dvoppear or be token ove by ("emer [serene aes) luton e leper competitors by acquiring the some datnctive competences Ls estrone et ove‘Strategic Choices (Chart 4.1) on | lal oeaineSove-Retrenchment/TuraroundSrteey Tava Singer oT Bonne Ue Cre Compaen Orarted ‘apres Laval] Evt/ivodiron Ste Markt PenetretonSieny | la) Carpeive Svatogly ~ Cov Leeder, Dereon, otar Dusines Ln! |b) cronch Stoge ~Growth/ExpaaianSteteny |b) collaboration Seaton - don Ventre, Marge & Acguitian, Stree le runcionai ve lf) wore stone - tabi Srotegy [atience mere) Crem) [Rotrenchment Strategy Combination Strategy A abi segy npn Bye TD] Ghenctratn Laer svar or aby ey Fi sap wh sr ane, sae produc mare poste Juncone | Endeavour toanhance functors efsences man meremental way, Jebsugh eer deployment & asin of resource lay dean not inva a redefinition of nines of corporation |) bes 2 sfey-orante, stun qu. |e doesnot warant much of res investments rst et concentrating enires atertin on exiting buinenin/ produ Imorkete le rm mth eden orowthobiectve choose his rteny |DAprodect han reached te mati ose arth product fe oe le Ths fees comfortable withthe status lve ort ater nr changer nd le risk lin eped when te emironmentin whch an ergansetion i operating rletivey fs) Whee ot advice to expand ot nay be perceived ex thvestening peat cen fm wont Wy dot Searape a Torso ep ir an errepraneual entre he ary eso enn &UevTona_weneraly eed far sig eT fe proven Uoush ecnoloay. Forse low nsortant fate are speed ond ot, becauee af beng ine nescent sage of operations Sabi en the athe had moe mecrirafl rte) when he oe lr operetins expended to fll opocy and business amature stoge. Thereby, Frey ee arcs cing fr bit.Strategic Choices (Chart 4.2) Em + ewig —— [Warnes fr | [oper row par ee eS fetan bes —]|_ rw ron z ¢ (enterseetstestg) (aggre) cry opens Taye) [aT we tg Ea Cw facacrcmene | frown oe | laoreet Jnetnetinbanen |lentemen toro || tecapeatn seperate [reo npc [sce [Taetereweion Vor Rr ara tet | pret et Tama [ag meye |lamonrcencanent — || rowene!strer —Yportettatonacun anges a ase [tent bane se | Crone | cere rer |i mtn dy one ln opens af cay | eect goth case hero bee nearing epee snr fereticet |B ipomre fi vnampiove edeser [ening st eh enue feng ie Suectn Tagen Ypres fier me inrendnsont | cmeapees | senugessone fy ong matte [yan tren f lnm ae Ong 0 mento [seine vey pte Tear I) een etal | Reve gnrton Jivspnan (fearon | ton Fomor ft Ao etn JveinesBnew [PEO | ethene [ene torte nal eran cine Pane, | 2a rlow |) Sr seege mentee feompetitors |e} Horizenta integrated |e Political “d) ls Turnaround strategy only jeu boy vrsie_|f)atemge om te] wteton aaa Jerr Jey tof sal Fics anor Te Fae Tee Jem Fimester [ase ers |arand ea |sombinations + Helps to solve complex |i) Anaiyre situation & develop 0 — sine lowe nen iti mcrae [iereretngen ren mao mance Irene ome Mircea sen fovetedeceh okey, enon [reo on et eb [eng tome wn“TumaroundSttegy Strategic Choices (chart 43) Tera Sty eae fst ets ems hy, fre mange tt finn bered iby ecm esc fied eh crn fen ex fone mneprtcerbten cece pn tle lena, ens eet feet fart, bse femptr bhe fet dt ba resp pens ftw atone fnitbto sie ae emai oh Mat Ie nangeer erase formant rt franisne Ramet mare wie ba scant cnt foun frstrosvescese rosie hope, cet ee | leet ofthe soe ety jks resonated fen trated ean, epee fests rein fs abnen hee eed freusetes mens ane eng ase + soto Te cot deen ge ae frst re om ie uns Senet mn ndsey ft berate eb or fee, anges epee 1s ro eed wel fee I ss i rts esis afar aia Jest mover ser Bey ano ected iy eget fsa a dp of rein hi reaper, iver onsed campo [eit effemtcpe wt my [Tvsegy no deeeetafnne lieaitrne pes bn sfimar tf one bench Jom b ier) eters tht ty fesse Peden ee bi wes: ejay snc, fms operStrategy Implementation & Evaluation (Chart 5.1) Cra ed = sae ge Sgn et Fr Keen gt ener glassy || Seen Sennen beige ape teresa dese are a pig ea [eee eT feast | aot ae gf seeostepmtaosey ie oes tei fence i Joni [Gcrsaetgepy [ata |] Seveieibenieoeymewit eee td eeceiin Hispwteopain ds [enn Perret le raapaetomeenon_ [Ra nnapg enon parse as mena Teast aot eg Eevee pinaster ana Fare inage ‘adrdnage [fst ica [ened opto ec pia crates (fie |Pmatemeiaeey —lieitedtast aine etna [pine aoe we Fesemetyatein [fmt sins Hoesen kan ade prop remind [Acucaatict fpeten first ft tegen fester sues {Mdenetaioatte [peers ae Ppratacie ses lian agen [ewhnceaain sag my jokes flowered wit telegsen ste ne iio ee [dca eile oe fer rms init Porro ser ars im es ii steeple Cen emeet fees iin Lee Ta Poe fee Teagcowrione Na | Paiva [eligi aie tomleapeas —[Paignnpeesn wr lea ing hea Pnedeyenestr |iicintrestn [siytresn fone lovee ooeindhetnys |ptenrerein eae agreeBUTE Miu) ice cou Ecc CHE A) Bree eon Cn Sm 4 (Twat Tow dou dia enon war [| ee aageme een any We easier fe Dianmaton|fwev ev etttaiesnpays fmt oper eo eles | on pep wh bt cro mgt cs sae rca an [fens nso meow ns | Sealed oatnate! sven aepre [amcreae|fresrneroney etc ntierpasan sate | apne fis dame were gga ref esigle coe mene | reanoweesnanicns hnmewencews |puteonenaginc ince poraeerte [cesta feo "él omarion [she snes main en lL amt pe eae fester lfc er fain vanish I fatter amen | ERSTE eo cease fimcgetatcgente [ee snes ft oboe ar ew lt] deal aati oi of [narm, atthe exception fo sructure fo Stl er * sy fertile: | Feng ge [espns fis [aa —Jlooagaeprad || soca ees | RISE lis anes ate bimevtte neato betta I portals aia frome |feman Pps dase | mc eae To ence can bien cr i gen staan kohea |i rine ign copia |teoemintinand—[hodaminewhhrentceid [hasan aap —lfewomecanidces ni tematcose [hy poner qeoctns) le ereton| tite [eile Jowmuncte jst wth canton ee, neg, wince inne eine fenlcenante at! pn dir rte lpoets frtnenietearensrprtemie (Lute sci 8 Lumines Jonata [vest neni cree Ny eer ne ascot [Pernt oneonsiy feiasine Jncivedinthebaoreaton poe! O¥eranitncendirabing tact mang, [inbreeding donee lect trnigcae rah Pein ee wos rere owcreen Jencoaptinnteecon eta, fii eo wik este tarlnemagene vehweanprd ef pg wr eh eres se en teh rere ar ee feerinrdyeo dey reson dhe ane rp ion rane iil ae 4) ng pete sn ac pani sna xe Echo wal he nn hoy oe nap wel be serene ers seria ton Amma ope fe twa diet ns temscateedeton be fnd erie foc canal at jesBune pear fied bnew lene enone fess reine Janssen Japs ates snes fen ici ben nse fete wey [nese tract? fare signer fatter ses nese wh fw nee lg tis mr ny lnsn fom trate fi pnsten Jehan ewe ef fare npr [ani sete Jones pee Jerrad tebe farting co REL eer ence) Pf on SU eee fase eid of it bees oft ferent he he il setae nig li ingen tere vi of ener Jeeserbogbed a ertorlute fie pup of ted ues ttm beer per Jeep sboeg dom rtf he bene [aetna etd fo thsi of te ened petra dS J cmd esas pee mpd pg te baie on Svs hi hist [ming byron te gent onde Jee ste sso ste om seg aye [east wth om cee f empties sew mnie fin [pose maa coe fratonowiat sme Jeanie ess a lapel fous fanratinhobrowsed lap bier oer Pfr denne of mein fact De ere fonction fe fi Pecandmeopen later mie [tisaere faite So lth enced fe er races ler sore fstenesyeney fv byrne lenin eine ects Iron ‘wet feet ey leet sev witioesca fawn iors Phra snmp ber ttre orate amis vit rin cee Leiceree edness lent eh fstrmbtee sy tro ener nina effi sont. he fom ljorenstedtobercorgeersenecnpetve |feemecedreraese [ting free [xononf fests bt heat lepine wth cenee |reton Fit eit te ft peti ag patos acters ef ens ln openCons eam ate ree e908 es Ben pri, ats, eo ef cpg nd itl we enema er es arte care oe Fon? campy noses heals lessen ett epee ec lpi as ean afl! cs, nt eblerreaos, the soot eeeoen mea 8 fara mrs ees ln ahr ne gents eet lsat hapengsn ce eno pe rene tte he ener’ ftp eer etonnnt Jensen nanan citer oro said th era fei. Teele ti jects ad Jone eres end ocean Jay ewey mayor Jarviis [orale tain frrefseetegr care cone cing ag bt tay [se aroha ome eo | Strategy Implementation & Evaluation (Chart 5.4) [veers ears rs fsa piggy tot xd enesion. lacerertemntn fas indevepgompettey faticonpean an fare [tern ehedetip ant Jig et cement Jrstatster mdse J pang crac foes exec a fwrsrtpe etre, everson e Seep ese pes ces bitin wipes || pre See roman . raring pice on one ot pen a « : paige commit [coef Mes esr" omeagi han celeb ear i com fiserane Sarno listener ey cet rainy wens mete Mare Z mee Ent ns stag reno ‘ fe Ti nro ge rho Mee Tatar FA Oo rer ‘Hear ieaepcatee Treo oman ica iranian |) ct erent = pene oretmforvordt | cruel Aconany Seateomdiny —loveecin naman Tomfometntiaiensr |Cage Cee eee rm eal” || roomate femsco Spr etter laren rr [Timanomtaamipare —|proeeaitty birenrestony isos —][10%= ty Jciseenons mchovert|{govroew Tonia) [aad] re nee soa treme aprechn stot cert — et rere frStrategy Implementation & Evaluation (Chart 5.5) Rene It is function intended to ensure & make possible performance of planned activities & to achieve pre-determined goals & results 4 Elements ‘Types of organizational contro! la) Objectives & characteristics of ¥ + system which could be ‘Operational Contol_] | Management Control Strategie Control Joperationalized into measurable |e controllable standards |b) Mechanism for monitoring & |measuring characteristics of lsystem Je) Mechanism for comparing Jactual results with reference to |standards, detecting deviations from standards & learning new linsights on standards themselves ld) Mechanism feeding back |corrective & adaptive information |g instruction to system, for leffecting desired changes lit ison individual tasks lor transactions as Jogainst total or more Jeaaregative |management functions lt is more inclusive & Jmore agaregative in sense of embracing lintegrated activities of lcomplete department, division or even entire Jorg, instead or mere lnarrowly circumscribed lactvities of sub-unite ii) focuses on dual questions of whether: a) Strategy is being implemented as planned lb) Results produced by strategy are those intended J2) eis process of evaluating [strategy as itis formulated & limplemented [2) Types of Strategic Control a) Premise control [6) strategic surveillance |<) Special alert control 1) implementation control fi) Monitoring strategic thrusts fi) Milestone Reviews