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Definition
Goals: -
Goal – Target
Objectives:
Decision Making.
1. Primacy of planning
2. Planning is a continuous process
3. Planning leads to higher efficiency
4. Planning contributes to objectives
5. Planning is an intellectual process
6. Planning is selective in nature
7. Planning is flexible in nature.
*Objectives of Planning*
* Strategic Planning*
1. Setting of objectives
2. Determining basic policies
3. Strategy
4. Long range plans
5. Operating plans
6. Strategic plans
7. Control mechanism
*Unit – II*
*Corporate Planning*
*Planning*
and opportunities.
proper plan.
*Objectives of Planning:*
*Mission*
*Objective*
*Mission*
<http://www.businessdictionary.com/definitio
n/mission.html>,
purpose, or
*standard*<http://www.businessdictionary.co
m/definition/standard.html>that can be
reasonably achieved within the expected
timeframe and with the
available
*resources*<http://www.businessdictionary.co
m/definition/resource.html>.
In general, an objective is broader in
*scope*<http://www.businessdictionary.com/d
efinition/scope.html>than a goal, and may
*comprise*
<http://www.businessdictionary.com/definitio
n/comprise.html> of
several different
*goals*<http://www.businessdictionary.com/d
efinition/goal.html>.
Objectives are the most basic
*planning*<http://www.businessdictionary.co
m/definition/planning.html>
*tools*
<http://www.businessdictionary.com/definitio
n/tool.html> underlying
all planning and
*strategic*<http://www.businessdictionary.co
m/definition/strategic.html>
*activities*
<http://www.businessdictionary.com/definitio
n/activity.html>.
They serve as the basis for
*policy*<http://www.businessdictionary.com/d
efinition/policy.html>and
*performance
appraisals*<http://www.businessdictionary.co
m/definition/performance-appraisal.html>,
and *act*
<http://www.businessdictionary.com/definitio
n/act.html> as glue
that *binds*
<http://www.businessdictionary.com/definitio
n/bind.html> the
entire
*organization*<http://www.businessdictionary
.com/definition/organization.html>together.
*Goal*
*Corporate Strategy*
1. *Stability Strategy *
When firms are satisfied with their current
rate of growth and profits,
they may decide to use a stability
strategy. This strategy is essentially a
continuation of existing strategies. Such
strategies are typically found in
industries having relatively stable
environments. The firm is often making a
comfortable income operating a business
that they know, and see no need to
make the psychological and financial
investment that would be required to
undertake a growth strategy.
No change strategies
- *Profit strategies*
1. *Expansion Strategies*
*Intermediate
Manufacturing*
*Assembly*
*Distribution*
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*End Customer*
*Backward Integration*
*Raw Materials*
*Intermediate
Manufacturing*
*Assembly*
*Distribution*
*End Customer*
*Forward Integration*
*Raw Materials*
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display of this image.]
*Intermediate
Manufacturing*
*Assembly*
*Distribution*
1.
1. *Retrenchment Strategies*
- Turnaround strategies
- Divestment strategies
- Liquidation strategies
1. *Combination Strategies*
- Simultaneous strategies
- Sequential combination
- Combination of simultaneous and
sequential strategies
1. *Stability Strategies*
1. *Technological Environment - *
Technological environment are those
environment which consists of factors
that are related to knowledge applied
and the material and machine used in
production of goods and services which
have an impact on business of an
organization.
4. Economic Environment -
Introduction : -
Environment :
SWOT ANALYSIS:
S – Strength
O- Opportunity
W – Weakness
T – Threats
S – Strength
O- Opportunity
W – Weakness
T – Threats