Essays on Strategic Management Concept Coursework

Download full paperFile format: .doc, available for editing

The paper "Strategic Management Concept" is a great example of management coursework.   I disagree with the argument because the strategic management process is actively involved in the firm’ s objective to attain market competitiveness. Businesses use aims and goals to form a business strategy when creating a strategy for their success and survival in the market. When firms carry out this, they are always clear of what objectives they want to achieve. The business focus on how they are going to turn their visions into realities amid the steep local and global competition.

Therefore through strategic management businesses come up with specific aims and goals important for the firm to compete favorably on the market. Businesses become aware of why they strive to be different from other businesses operating in the same market. A good example of how a business uses strategic management to stand out of the rest is portrayed by Kellogg. It has a strategy that has been proved to be successful by its unique brand that has been developed by its aims and goals. According to Flint (2008), any firm that wants to be successful in the market uses its brand as a powerful tool to compete.

A brand designs that describes the identity of a given product belonging to a certain organization or firm. Holland (2004) points out that the reason to why a brand is important is because whenever a given consumer recognizes a given product or service brand, the brand itself communicates the desired value to the consumer. The consumer makes a decision to purchase based on the information that the brand communicates. Brand position is acquired through the strategic management process. Caster (2009) argues that all departments and all members of staff in an organization are consulted about the kind of design that can communicate the desired message that the consumers would want to get.

This is what we refer to product positioning. Flint (2005) suggests that a well-delivered product brand makes the consumers differentiate from the rest of the brands. Focusing on Kellogg, aims and objectives have been created to deliver a strategy which has given the company a unique positioning in their consumer's minds.

In the UK Kellogg has around 42% market share of the total breakfast cereal production which is estimated to be around 1.1 billion pounds per annum. The company has come up with various product ranges for different market segment targeting age groups starting from three. The product ranges include cereal bars and 38 cereal brands. According to the consumers in the UK and around the globe, they perceive Kellogg to be a market leader producing high-quality cereals. Kellogg has a differentiated and excellent position within the cereals market. This implies that it has won the confidence of its consumers.

Coming up with an aim for business in the current times is a more vital part of a business. According to Gilman (2007), point out that lifestyle has changed and therefore businesses need to restructure their strategies to match the needs of the people. Kellogg has captured this concept very well. Capturing such a concept does not come from the leaders alone; the staff is also involved to give their opinion. Through strategic management, Kellogg has understood the fact that nowadays people want to eat something that will contribute to their bodies being healthy.

They, therefore, adjust their lifestyles to eat a healthy balanced diet. Kellogg took the initiative to give the consumers exactly want they want; well-balanced diet cereals. In order to attain this goal, the Kellogg managers noticed that it was necessary for it to be a part of the debate that was awakening concerning health and lifestyle.

References

Caster, W. (2009). Three Strategic Framework, Business Strategy Series, 10 (1): 68-76

Chen, J, (2006) of Business Management, A Guide for Management, A Journal of Management Science, 12 (5): 36-41

Flint, D. (2005). Strategic Management Definitions, Comparisons and Pursuit of Advantages. Journal of Business Inquiry 14 (5): 52-59

Foss, J. (2007). The Resource Based Tangle. Towards a Sustainable Explanation of Competitive Advantage. Managerial and Decision Economics, 24 (5): 201-209

Gilman, O. 2007. Strategic Management and Competitive Advantage. Academy Of Management Review, 32 (2): 411-417

Gogh, A.(2006) Enhancing Organizational Performance through Knowledge Innovation: A Proposed Strategic Management Framework. Journal of Knowledge Management Practice, 10 (2): 45-47

Gupta, A. (2005). Creating Competitive Advantage by Effective Management. A Management Journal, 17 (6): 56-59

Hamm, C.(2005). Business Strategies and the Competitive Advantage, Academy Of Management Review, 33 (1): 32-54

Holland, J. (2004). Use of Strategic Management in Organization Decision Making. Strategic Management Journal, 18 (2): 19-26

Johansson. (2007). Effective Strategic Management for Business Success: A Guide to Business Management, A Journal Of Business Management, 177 (6): 55-63

McDaniel, S. (2009). Knowledge, Strategy and the Theory of the Firm. Strategic Management Journal, 17 5 112-116

Morrison, B. (2005). Entrepreneurial Strategies for Business Success. Strategic Management Journal, 22 3 477-49

Nag, R. (2007). What is Strategic Management? Strategic Management Journal, 28 (9): 96-101.

Peterson, W. (2004). Geographic Scope and Multinational Enterprise Performance. Strategic Management Journal, 24 8 (1): 14-118

Robertson, N, (2008). Effective Management of Knowledge for Competitive Advantage, A Journal of Knowledge Management Practice, 14 (3): 114-115-7.

Whittington, K. (2008). Exploring Corporate Strategy. FT Prentice Hall: Essex.

Download full paperFile format: .doc, available for editing
Contact Us