What Is Strategic Management Patterns Of Every Organization?

Strategic management is the art and science of formulating, implementing and evaluating cross-functional decisions that will enable an organization to achieve its objectives. It involves the systematic identification of the firm 's objectives, nurturing policies and strategies to achieve these objectives, and acquiring and making available these resources to implement the policies and strategies to achieve the firm 's objectives. Strategic management, therefore, integrates the activities of the various functional sectors of a business, such as marketing, sales and production to achieve organisational goals. It is the highest level of managerial activity, usually

See Chapter 1, Exhibit 01: Strategic management consists of the analyses, decisions, and actions an organization undertakes in order to create and sustain competitive advantages:

Nowadays, businesses endeavor to achieve a competitive advantage and so an outstanding performance by applying different strategies and examining various strategic analyses. Key role for this strategy is the manager’s contribution, as he is the one to defy the company’s objectives. The manager is responsible in order to exploit the firm’s available resources and strengthen its competencies in order to produce competitive goods and services. The resources and capabilities are among the fundamental sources a manager can use, when he structures the strategic management.

Pearce, J. A. II, & Robinson, R. B. (2009). Strategic management: Formulation, implementation, and control (11th ed.). [University of Phoenix Custom Edition e-text]. New York: McGraw-Hill. Retrieved August 20, 2011, fr

Strategic Management and Competitiveness, are two separate but related topics that play a vital part of business organizations worldwide. Competitiveness relates to the effectiveness of an organization in the marketplace to

Five major passenger airlines dominate their industry by size (Grant, 2013, p. 479). But their size, legacy costs and hub and spoke business model created significant exit barriers (Grahm & Vowles, 2006, p. 108). New competitors not only started with no entry barriers but also few if any exit barriers. Legacy carriers had to identify new innovative strategies to augment their core business models to profitably compete.

The purpose of my assignment has been done in terms of strategic analysis, its formulation and implementation of Ryanair organization. The assignment is developed by three parts which includes variety of questions in the each part.

     The purpose of this report is to inform airline executives about the external forces affecting their industry and what they can do to keep up with the changing business atmosphere. The terrorist attacks of 9/11 had a grueling effect on the economy, and while most industries are almost back to their pre-9/11 financial status, the airline industry is lucky to break-even. This report will explain three leading trends that are forcing the airline industry to re-think their stance on strategic planning.

In ‘Competitive Strategy’ Porter introduced the concept of generic strategies – differentiation, cost leadership and focus (Harvard Business Review, 2011). Using these possible alternative strategic positions to analyse AA and AWE, they clearly fall under the focus strategy; neither was a cost leader in their field, nor did they differentiate their product significantly from other Legacy competitors. They both targeted their business model at the whole market of airline travelers, catering to all classes of the market and delivering a similar product.

JetBlue airlines does hold a competitive advantage in the airline industry. They provide customers with low-cost flights, great customer service, and a memorable experience. In our current economy traveling is growing, between personal and business flights, the need for the airlines is always going to be present. JetBlue’s tends to its shareholders which include but are not limited to the customers, employees, investors, and suppliers. By providing the shareholders with a great experience at JetBlue airlines, success will be easier to obtain. According to Wolff, Jones, Lee (2006), “While many organizations are using innovation to drive organic growth, a number of leading companies have been using value-driven innovation as a key source of sustainable advantage” (pg. 5). By

To deal effectively with the wide array of factors affecting the ability of a business to grow and prosper, managers need advanced processes they feel will facilitate the optimal positioning of the business in its competitive environment. Such positioning is possible with strategic management because this process improves preparedness for unexpected internal or competitive demands.

Alfred Chandler(1963) defines strategy as ‘ the determination of the long-run goals and objectives of an enterprise and the adoption of courses of action of an enterprise and the adoption of courses of action and the allocation of resources necessary for carrying out these goals’. And Michael porter(1996) sees it as ‘Competitive strategy is about being different. It means deliberately choosing different set of activities to deliver a unique mix of value’.

The purpose of this report is to inform airline executives about the external forces affecting their industry and what they can do to keep up with the changing business atmosphere. The terrorist attacks of 9/11 had a grueling effect on the economy, and while most industries are almost back to their pre-9/11 financial status, the airline industry is lucky to break-even. This report will explain three leading trends that are forcing the airline industry to re-think their stance on strategic planning.

The airline industry is an area facing immense competition and with high fuel and maintenance costs, the margins in this industry are proportionately very low. As a result of this it is an area undergoing constant consolidation through a number of mergers and acquisitions. This means every airline is fighting tooth and nail to stay afloat and not go bankrupt, yet at the same time they need to find a method to create competencies for itself. On the basis of this it would create competitive advantages for itself and become a market leader.

The airline industry has one of the highest barriers to entry, due to associated investment needed and high competition. For a newcomer, a unique position in relation to the competitive environment has to be established to gain foothold in the market. For JetBlue, their unique position was low-cost and high-frill offerings (Brennan & Morgan, 2007).