Strategic Planning and Development: An Analysis of Business Strategies

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ARTICLE JOURNAL

Table of Contents
Article 1: Crafting strategy.................................................................................................................3
Article 2: Development of an Integrated Model of Strategic Alliance.............................................5
Article 3: Linking individual performance to business strategy: the people process model..........7
References............................................................................................................................................9

Article 1: Crafting strategy
Planning out a strategy to carry on business is the first step to be taken and starting from
adopting from basic strategy structure, the planners and drafters of the company move
forward to adopt a more complex approach. To craft a strategy there are certain qualifications
which are to be met so that a better outcome is initiated, for example, skills in tradition,
craftsmanship, perfection attained due to detailed study, experience attained by long term
work. While planning strategy, apart from having knowledge of the internal facts it is also
equally important to have knowledge of the external facts as they will help in standing better
than other competitors. Also, future plans shall be foreseen and a review of the past outlines
and designs shall be done in order to ensure the desired result. The organisation’s objectives
shall also be taken into consideration for which the business strategy is made (Mintzberg,
1988).
Theories:
While making a strategic plan for a group of persons or an organisation there are two main
theories on which the strategy is based. Firstly, tacit knowledge is the essence of crafting. In
the process of crafting strategy, it is extremely important that the crafters must have
knowledge of the materials and resources they have in hand. And secondly, stages of crafting
are the tracking scheme which involves the steps to be taken while planning a strategy. These
steps start with developing a chronological list of the actions required to be taken. The next
step is of making a pattern of how the plan shall be implemented. These patterns can be made
in an innovative way in order to stand different in the world of competition. The third step
involves the lining up of all the strategies and to see whether any change is required or not.
And lastly, an in-depth study of the key points of the strategy is done.
Basic concepts of strategy are the key to craft. It is always not reliable to go for modern
strategy plans. Sometimes solutions to the problem are not solved by implementing modern
techniques but the solution lies in the history and the basic concepts. And the first basic
concept to be followed is to establish a connection between thought and action (Mintzberg,
1988).
Strategies are formed as well as formulated. Sometimes a strategy is formed because there is
a requirement to do so but sometimes a strategy is formulated due to any modification. It is
not necessary that the crafters always have a plan to craft a strategy. Due to implementation

of other action plans also sometimes there is the formation of a new strategy or if
modification of the existing strategy is done, a new strategy is then formulated.
Strength and weakness observed:
The key areas and relevant theories are identified well and this has contributed to the research
academic and managing. Modification of strategies is yet another aspect of crafting strategy.
The existing strategy plan sometimes fails to meet the desired need and hence there is a need
for some modification in order to meet the anticipated results.
Further, discontinuity or breakage is a challenge in crafting a strategy. In such cases, the
important point to be considered is the detection of the reason for such discontinuity. For this
detection, there is no separate strategy or technique. All that is needed is a sharp mind which
is developed from experience and skills.
Conclusion:
Thus, to conclude, it is submitted that every organisation is required to look at the past in
order to manage the future. Quality of knowledge about the organisation is required in order
to craft the best-suited strategy for the same. Thus, crafting strategy is a mixture of an
organisation's past present and future.

Article 2: Development of an Integrated Model of Strategic Alliance.
Companies, firms and organisation need to face competition and so they have felt a necessity
rather than having a choice of collaboration with other companies. By this, they can share
resources with other companies to achieve a beneficial goal altogether. This collaboration is
done keeping in mind resource-based view and collective use of resources in which they can
also exploit environment opportunities. Further, the immense growth in technology has
proved that there is a need for corroboration rather than having a choice. Multinational
companies (MNCs) give the opportunity to local companies to grow their business by
forming an alliance with them. But there are challenges which are to be faced while forming
the alliance (Bhattacharyya, 2019).
Theories:
The alliance is a need rather than a choice. There has been an increase in technology and its
specialisation which has made companies ally with local companies in order to expand their
production. They mutually decide as to in which set of technologies they are going to deal
with. Some deal in one set of technology while the other deals in a separate technological
process.
Another theory on which this alliance is based is that companies ally with those companies
which own high technology as their base. Utilizing high technology as knowledge base make
them bring their knowledge in practice. This would create value for alliancing companies.
Further, the companies ally keeping in mind environmental perspective. This includes various
external factors like political and legal factors, social and technological factors, economic and
cultural factors, environments factors and ethical factors. Sometimes these factors stand as a
challenge before the company and so the company has to deal with all these factors
accordingly without hampering their common objectives (Bhattacharyya, 2019).
Strength and weakness observed:
The article depicts the importance of the alliance strategy and also points out the theories on
which this strategy is based. Also, it is mentioned as to how the research has contributed to
the theoretical aspect. But there is focus seen only on the benefits of parenting firms which
are initiating the alliance. There is no discussion done about the benefits of the local company
with which the alliance is done.

The article argues about the need of alliance and also the need of integration required to stand
in the competitive world but there is no discussion done on the process of integration and also
discussion regarding options available for integration is missing.
Various theoretical perspectives are looked in the article in order to provide assistance to new
companies and also regarding how they can proceed with the process of integration.
Conclusion:
Thus, to conclude it is submitted that the strategic alliance is done in order to mitigate the
factors and challenges which the companies has to face while growing. The basic idea of
forming the alliance is to share the resources and proceed towards achieving a common goal.
A better approach and decision making are required while proceeding with strategic alliances
as this requires skill and experience. Further, the strategic alliance should be done with those
companies and partners which are in possession of emergent technologies as these
technologies will become a significant source of profits and earnings.

Article 3: Linking individual performance to business strategy: the people process
model
The success of any organisation does not depend only on the external resources available but
also on the internal resources. It has become challenging for corporations and companies to
make the optimum use of resource in a very short span of time. So, the companies are equally
reliable on internal resources such as human resources (HR) for its development and success.
Hence, the proper management of human resources is required by forming a proper model for
this purpose.
The companies also have to see how the working of the human resource management will be
carried on and how these resources shall give guidelines for the best results (Gratton, et. al.,
1999).
Theories:
One of the most important theories on which resource management is based on the business
strategy which is to be adopted and how this strategy would work in order to achieve business
goals.
Also, planning regarding the strategy for the management of human resources is done which
involves a proper commitment of managers and HRs towards achieving the strategic goals. It
is also planned as to what initiatives shall be taken by human resources in order to set an
example for juniors and encourage them towards quality performance.
The company also looks towards forming a healthy employee relationship amongst all. The
employees are made aware of succession and career planning. Further, equal opportunities
shall be given to every employee to put forward their view before seniors (Gratton, et. al.,
1999).
Strength and weakness observed:
It is observed that the article emphasises on the propositions which evolved after the detailed
study is conducted. These propositions include a link which is established between business
strategy and performance of the individual. The people process model is evolved which in
turn leads to transformational change. And the link between strategy and performance vary
and is different for different organisations. But it is observed that the research has focussed
only on a limited outcome. These outcomes are a result of a detailed study which is done on
the organisation and its types. The research is based on a bit of a narrow perspective.

Conclusion:
Thus, to conclude it is submitted that every company has to establish a strong linkage
between its employee’s performance and the company’s business strategy. If the performance
is in accordance with the business strategy, the desired goal shall be easily achieved and there
shall be coordination between different resources of the company.

References
 Mintzberg, H., 1988. Crafting strategy. The Mckinsey Quarterly. Pp. 71-90.
 Bhattacharyya, S.S., 2019. Development of an Integrated Model of Strategic Alliance.
The Indian Journal of Industrial Relations, Vol. 54(3). Pp. 441-457.
 Gratton, L., Hailey, V.H., Stiles, P. and Truss, C., 1999. Linking individual
performance to business strategy: the people process model. Human Resource
Management Vol. 38(1). Pp. 17-31.