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International Journal of Commerce and Management Research
139
The process is well illustrated by Johnsons & et al. (2011) [9]
is summarised as
 Strategic Analysis
 Strategic Choice
 Strategy Implementation
Strategic analysis involves analysis of environment, culture,
capability and purpose while, strategic choice involves
making choices at the two levels of the organisation that is
the corporate level and the business level as well as
evaluation of the best strategic decision. The strategic
management process involves firstly the owners defining the
vision and mission, management then translating the mission
into goals and objectives, crafting the strategies and ensuring
that the formulated strategies are implemented and executed.
Then evaluation and correction of the processes follow. All
these processes are outlined in the five tasks of a Strategic
Manager.
2. Tasks of Strategic Management
The strategy making process involves performing five
interrelated tasks and these include: developing a strategic
vision, mission, setting objectives, crafting strategies or
tactics to help achieve the objectives, implement, execute and
evaluate all the tasks or activities outlined under each strategy
or plan of action (Chaneta, 2015) [2]
.
2.1 Developing a strategic vision and business mission
Chibamba (2011) [4] notes that throughout history, the
greatest political and business leaders have been visionaries,
whether the vision is as grand as Martin Luther King Jr’s “I
have a dream” speech or as simple as Ray Krocs devotion to
quality, service, cleanliness, and value at Mc Donald’s, the
purpose is the same: to focus everyone’s attention on the
same target and to inspire them to reach it. A vision is future
oriented and touches everyone associated with the company
such as employees, investors, lenders, customers, and the
community. It is an expression of what an organisation stands
for and believes in. Developing a strategic vision and mission
is the starting point and most important task in the strategic
management process. ‘Vision’ in one hand is the desired
future picture of what the owners of the organisation
envisage, addressing the question, ‘what do we want to
achieve’. It represents what its leaders want to accomplish
obviously in line with their mission which is simplified in the
strategic goals.
‘Mission’ on the other hand gives the organisation’s
distinctive reason for their existence, addressing the question
what business are we in? The mission is accomplished
through the strategic goals which act as a barometer an
organisation uses to accomplish its mission that is, being able
to measure organisation’s performance results or indicator
(Giuseppe 2015) [7]
. Establishing the purpose of the business
in writing must come first in order to give the company a
sense of direction. As a declaration of a company’s purpose,
a mission statement is the mechanism for making it clear to
everyone the company’s touches “why we are here” and
“where we are going”. In a nutshell, vision provide the future
picture, long term direction and indicate organisational intent
a business mission declares distinctive purpose for existence.
Once an organisation establishes who they are and what they
do then an issue of setting objectives comes in.
2.2 Setting Objectives
Once the vision and mission is set, it is the responsibility of
management to set strategic objectives which are focussed to
achieve the mission statement. Strategic goals represent
management commitment to achieving specific outcomes
and results. In a business environment setting of objectives is
a very important exercise because it enables the organisation
to achieve its plans and goals. Goals are the long range
attributes that a business seeks to accomplish; they tend to be
general and sometimes even abstract. Goals are not intended
to be specific but rather to simply state the general level of
accomplishment.
Objective is a specific result that an organisation aims to
achieve within a time frame and with available resources
(Ibid, 2015) [7]
. Objectives are more specific targets of
performance. Common objectives concern profitability,
growth, efficiency, sales, financial resources etc. Therefore,
it is important to ensure that the set objectives follow the
SMART criteria. SMART is an acronym that stands for
specific, measureable, achievable, realistic and timely. For
example, a specific objective shows a pattern of direction and
a measurable being able to accomplish tasks and achieve
results. Therefore, objectives are the ‘end’ and strategy is the
‘means’ of achieving them.
2.3 Crafting a strategy
Davide (2011) [5] defined strategy as determination of the
basic long-term goals and objectives of an organisation and
adoption of courses of action and allocation of resources
necessary to carry out these goals. Crafting of well-fitting
strategies will help an organisation to reach their intended
destination, addressing the issue of the means to get there.
Strategy should be both proactive that is intended and
reactive (adaptive). A successful strategy is comprehensive
and well integrated, focusing on establishing the KSF (Key
Success Factors). For instance, if maximum shelf space is a
KSF for a small manufacture’s products, the strategy must
identify techniques for gaining more in store shelf space.
Micheal porter defines three strategies in his book
competitive strategy including; cost leadership,
differentiation, and focus (Porter, 1985). [12]
2.4 Strategy Implementation and Execution
Michael Porter in his writing sees Strategy implementation as
involving looking at how best the strategy can be put into
action in terms of the organisational structure, processes,
resourcing, and strategy development and managing the
strategic changes. Managers must convert strategic plans into
operating plans that guide their companies on a daily basis
and become a visible, active part of the business. No small
business can benefit from a strategic plan sitting on shelf
collecting dust. The lesson is that even sound strategies,
unless properly implemented, will fail.
2.5 Evaluating Performance
Planning without control has little operational value;
therefore, a sound planning programme requires a practical
control process. The strategic process is organic and changes
all the time, never at a constant rate. There has to be fine
tuning, adjustment and reappraisal. The Buddhist believe that
the only constant is change.
3. Benefits of Strategic Approach to Management
According to Huru (2001) [8] strategic management is
dispensable for a company to be more proactive and reactive
in moulding its own future. It makes an organisatio