While (Figure)<\/a><\/strong> presents strategic management as an orderly process. However, most top managers deal with all of the steps simultaneously; they engage in environmental scanning to update their analytical view of the firm, they are executing strategies formulated in the past, they are formulating strategies to execute in the future, and so on. While it is useful to discuss the strategic management process in a stepwise fashion, it\u2019s important to point out that the cycle occurs such that everything is being done at once.<\/p>\r\n \r\n Exercises<\/p>\r\n\r\n<\/header>\r\n Key Takeaways<\/p>\r\n\r\n<\/header>\r\n In the previous chapter we focused on analyzing and understanding a firm\u2019s competitive environment. In this chapter, we see how the information strategic analysis provides gets put to work. The strategic management process<\/span> is the set of activities that firm managers undertake in order to try to put their firms in the best possible position to compete successfully in the marketplace. Strategic management is made up of several distinct activities, shown in (Figure)<\/a><\/strong>. This chapter will detail the role each activity plays in developing and sustaining a successful competitive position.<\/p>\n<\/div>\r\n
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Glossary<\/h3>\r\n
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The Strategic Management Process<\/h2>\n