A brief investigation on knowledge networks and different articles related to strategic planning and the concept of strategy influenced the preparation of this brief work. In the concepts and works on the use and application of Strategic Planning, there is always a large volume of steps and documentation and it seems that the process becomes bureaucratic in some stages. It cannot be said that all these steps are unnecessary, but it may be possible to streamline them in some sense. The Strategic Plan is not being denied, plans are always important, but analysis is extremely vital when we are going to synthesize it, as well as the vision of what we want to achieve.
It is indisputable that in most of the articles and reviews analyzed, Strategic Planning has become more of a process of creating plans, programs or actions and not a creative or vision process. And in this context the arguments reflected by Henry Mintzberg have increasingly become a reality today when he expressed that the process of making the strategy must be to capture what the manager thinks. However, these concepts are largely related to companies and organizations that have already been created or that need a change because the life cycle of their initial strategy lagged behind the realities of the environment and the competition.
Knowledge and strategy
In the research work published in the Journal of Management Studies 48: 3 May 2011 entitled.- Research in Cognition and Strategy: Reflections on Two Decades of Progress and a Look to the Future-. Some considerations are noted that are worth highlighting.
In the first place, most researchers point out that the complexities and inconsistencies of the environment make decision makers fail or do not succeed in the analysis or implementation of the strategy. This statement could be applied to the process of "hit and miss or mistake and hit", in any case, in most of the interviews carried out this statement is very accurate and that is why looking for dynamic forms of analysis could be right at the top of the table. utility of the selected strategy and thus diminish to some degree the complexities of the environment and this could be more true in relation to the inconsistency about the client's preferences.
Second, some specialists point out that the omission of asymmetries in the different sectors of the industry make the work of strategic analysis inconsistent. That is why they say that it is more important to know the environment than to dedicate itself to analyzing the intersectoral relationships of the industry. Different analyzes of various case studies confirm this assertion.
If strategic analysis for large companies is vital above all due to competition or the entry of new products and the return of their research and development (R&D) activities, for medium and small companies their analysis capacity is one of the most important instruments, arguably essential, especially due to market dynamics and customer perceptions.
In a classic analysis of weaknesses, strengths, threats and opportunities, these companies may not have the time necessary to evaluate all the variables that affect each of these categories and therefore the opportunities and their stock of services and products could be the beginning of the implementation of your strategy, and in this sense analysis is essential.
The use of an Internet strategy that leads to clarify this potential of opportunities using different sources of information, visual and textual, would allow decision makers to conceive a more related or comprehensive analysis and create different catalogs of essential information for behavior and monitoring. From the market.
The strategy on the Internet. The swimsuits
The Internet strategy could be conceived as a model of analysis of what it is that is desired to be achieved as the vision of the problem.
Vision is a representation, idea or perception of what we want to achieve and its usefulness is in the physical and sensitive materialization of it and the Internet in this sense can help in what could be called the analysis or perception of vision.
Under this premise we will use something not so sophisticated, but extremely competitive, such as women's swimsuits. A conceptual model of this strategy can be seen in the following figure.
Swimwear sales strategy on the internet
When analyzing the use of the Internet for the conceptualization of this vision, it should be taken into account that you do not need a large software or hardware instrument to be able to conceive a product to be obtained based on the vision that responds to our demands for decision making and elaboration of a strategic plan. In this context, the market is implicit in formulating the vision, although we are not conducting an analysis of it.
For our vision, it is not necessary to think or waste time in what today abounds in the literature of networks and information technologies about what is called Big Data or databases of the SQL type, or similar things. Vision analysis does not require a million visits per day, or creating unstructured databases.
In the previous figure, the process could represent several modules that are related to each other, looking for a broad configuration of the vision. Here you can get different aspects of swimwear ranging from designs to fabrics and technologies. Each of these elements could be stored in catalog-type databases and this would allow the design of logical relationships, looking for different relationships, such as: design, fabrics, technologies.
Internet strategy analysis
This type of vision conception could allow a greater understanding of it and also optimize decision-making on what to achieve.
Bibliography
- The strategic process Concepts, contexts and cases. Henry Mintzberg. Pearson Education 1st ed., Mexico, 1997.The Fall and Rise of Strategic Planning by Henry Mintzberg. Harvard Business Review. 1994 The organizational structure and its adaptation to the growth strategy New evidence in the internationalization of Spanish companies. FERNANDO J. PERIS BONET JOSÉ PLA BARBER Department of Business Management. University of Valencia Strategic analysis for the development of small and medium enterprises: State of Veracruz. Antonio Aragón Sánchez (Dir.), Domingo García Pérez de Lema (Dir.) Ed. University of Cantabria, 2004 - 195 pages Strategic analysis of the company. Juan Ventura Victoria. Editorial Paraninfo, 2008 - 520 pages Strategic business analysis. Carlos by Carlos Stoltze. University Editions of Valparaíso.Pontifical Catholic University of Valparaíso.
