This creates an unreliability in the strategical determination, therefore the particularitities, the opinions little based, at risk place the proper definition of the objectives to be reached. On the other hand, in the majority of the cases it does not exist force of management and ability technique capable to establish deliberate strategies. 2,4 Formularization of marketing strategies the marketing strategy presents a set of specific characteristics, many distinct times, as the degree of influence in the established objectives. The simple formularization of strategies does not imply in immediate actions. However, it establishes routes and efforts for the development of the business. A distance between strategical plan and strategical management exists, this explains the reason for which many companies do not obtain to alavancar ideas and actions important to obtain the necessary changes, engavetando a promising work. Before an excellent plan a consistent and pertinent management is necessary.
Therefore, she is necessary to understand that it is not enough to have a well elaborated plan if its execution goes to find impediments and diffidences, or lack of persistence on the part of people and directly involved sectors in the transformation process. The necessary implementation to be guaranteed for steady pillars of the base to the top of the pyramid. The strategical composition, after formularization and approval, needs a legitimated and competent management, that all provides resonance in the fabric organizacional. The strategical management is an ample concept that encloses the initial periods of training of determination of the mission and the objectives of a company, in the perspective of its environments external and internal. Thus being, the strategical management must be fulfilled in stages, such as: 1) analysis of chances and threats or limitations that exist in the external environment; 2) analysis of the strong and weak points of its internal environment; 3) establishment of the organizacional mission, objective and goals; 4) formularization of strategies (in the enterprise level, the level of business-oriented units and the functional level) that they allow to combine the strong and weak points of the organization with the chances and threats of the surrounding macro; 5) implementation of the strategical composition; 6) establishment of the forms of control to assure that the objectives are reached.
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