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Industry and Sector Analysis in Strategic Management
1. IntroductionOrganisations do not operate in isolation. Their performance and long-term success depend strongly on the industries and sectors in which they compete. Industry and sector analysis is therefore a central component of strategic management, enabling firms to understand market structures, competitive conditions, and long-term trends that shape profitability and growth. By systematically analysing industries and sectors, organisations can identify opportunities, assess risks, and develop strategies that align with external conditions (Johnson et al., 2017). Industry analysis focuses on the competitive environment within a specific...…
Porter’s Five Forces in Strategic Management: Analysing Industry Structure and Competitive Pressure
1. IntroductionOrganisations operate within industries that are shaped by competitive forces beyond their direct control. Strategic success therefore depends not only on internal resources and managerial decisions but also on the structure of the industry in which the organisation competes. Porter’s Five Forces framework provides a systematic method for analysing industry competitiveness and profitability by examining five key sources of competitive pressure: rivalry among existing competitors, threat of new entrants, threat of substitute products or services, bargaining power of buyers, and bargaining power of suppliers...…
PESTEL Analysis in Strategic Management
PESTEL Analysis in Strategic Management: Understanding the Macro-Environment 1. IntroductionOrganisations operate within complex environments that shape their opportunities and risks. Strategic success depends not only on internal resources and competitive positioning but also on external forces beyond managerial control. PESTEL analysis is a widely used framework for examining the macro-environment in which organisations operate. It enables decision-makers to systematically assess Political, Economic, Social, Technological, Environmental, and Legal factors that influence strategic choices (Johnson et al., 2017). In an era of globalisation, digital transformation, climate change,...…
Corporate Governance in Strategic Management
1. IntroductionCorporate governance refers to the system by which organisations are directed, controlled, and held accountable. It defines the relationships between shareholders, boards of directors, managers, and other stakeholders, and establishes the rules and processes through which strategic decisions are made (Tricker, 2019). In modern business environments, corporate governance is not only a legal requirement but a strategic necessity. Historically, corporate governance emerged in response to the separation of ownership and control in large corporations. As firms grew, shareholders became distant from daily management, creating...…
The UK Innovator Founder “Innovation Visa” (2026)
The UK Innovator Founder “Innovation Visa” (2026): A Practical Academic Guide to Law, Endorsement, Company Setup, Compliance and Settlement Innovator Founder Caseworker Guidance (PDF – official) 1. Introduction: what people mean by “Innovation Visa” in the UKIn everyday speech, “Innovation Visa” usually refers to the UK’s Innovator Founder visa route (sometimes confused with the older “Innovator visa”, which this route replaced). It is designed for entrepreneurs who want to set up and run an innovative business in the UK, with the defining feature being that...…
Stakeholders and Corporate Social Responsibility (CSR) in Strategic Management
1. IntroductionModern organisations operate in an environment that is shaped not only by markets and competition but also by social expectations, ethical standards, and environmental responsibilities. Strategic management has therefore expanded beyond a narrow focus on profit maximisation to include the interests of a wide range of stakeholder groups and the organisation’s responsibility towards society. Two concepts that reflect this development are stakeholder theory and corporate social responsibility (CSR). Stakeholders are individuals or groups that can affect or are affected by the achievement of an...…
Strategic Levels in Strategic Management: Corporate, Business and Functional Strategy
Strategic levels provide a structured framework for understanding how strategy is formulated and implemented within organisations. This article examines the three primary levels of strategy: corporate strategy, business strategy, and functional strategy, and analyses their roles in achieving organisational coherence and competitive advantage. Corporate strategy defines the overall direction and scope of the organisation, determining in which markets and industries it will operate and how resources are allocated across business units. It addresses long-term growth, diversification, governance, and stakeholder relationships. Business-level strategy focuses on competitive...…
Vision, Mission and Objectives in Strategic Management
Vision, mission, and objectives constitute the core elements of strategic intent within organisations and provide a foundation for coherent strategic management. Vision represents a long-term aspirational image of the organisation’s desired future state, offering inspiration and direction for stakeholders. Mission defines the organisation’s present purpose by clarifying what it does, for whom, and how it creates value. Objectives translate vision and mission into specific, measurable, and time-bound targets that guide managerial action and performance evaluation. Together, these components form a hierarchical structure of strategic intent...…
An Introduction to Strategic Management and Strategy Tools for Business Analysis and Decision-Making
Foundations of StrategyThis section introduces the fundamental concepts and theoretical foundations of strategic management. It explores the meaning of strategy, its historical development, and its role in shaping organisational direction and performance. Key themes include vision, mission, and objectives as guiding instruments for long-term planning, as well as the distinction between corporate, business, and functional levels of strategy. The section also addresses the growing importance of stakeholders, corporate social responsibility, and corporate governance in contemporary strategic decision-making. By establishing a conceptual framework, this category provides...…
External Viability Before Internal Design: Why Most Startup Frameworks Are Used in the Wrong Order
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