1. Strategy is not response to shor

1. Strategy is not response to short-term fluctuations in operations or the environment, nor is it the response to the frequent short-term reports on, for example, sales, labor turnover, weekly output, or competitors' prices that every manager receives.
2. Strategy is not a set of numbers merely projected out three to five years; it is not an extrapolation exercise based on this's years balance sheet and profit-and-loss statement. Rather, the emphasis in strategy is on the quality and texture of the business.
3. Strategy is not a rationalization of what we did last year or of what appears in next year's budget. An actual strategy, in contrast, as a longer-term plan that set the direction and tone of the shorter- range plan.
4. Strategy is not a statement of pious intentions or optimistic wishes. Instead, a strategy must identify ways by which at least some form of superiority over competitors is to be achieved.
5. Strategy is not a cluster of ideas in the minds of a few select leaders of the company - ideas labelled strategy if and when they are voiced because they come from key individuals. Rather, the concepts are disseminated and understood by all managers to at least the middle levels of the organization and perhaps below.
Above all, strategy is an expensive process both in terms of money and managerial time.
Levels And Types Of Strategy
Organizations are complex entities. Every organization must address several levels, types, or areas of strategic management. Moreover, for firm competing in more than one business area or market, a strategy of integration and interrelationships between these areas must be developed.
Various authors have described these areas, types, or levels of strategies differently, but the essential issues can be addressed using three levels: a corporate-level strategy, a business-unit strategy, and functional/operational strategies.
Corporate strategy
Corporate strategy defines what business or businesses the firm is in or should be in, how each business should be conducted, and how it relates to society. This strategy is for the company and all of its business as a whole. Corporate strategies are established at the highest levels in the organization; they generally involve a long-range time horizon and focus on the entire organization. At the corporate level the concern revolves around the definition of business in which the corporation wishes to participate and the acquisition and allocation of resources to these business units. (Christensen, Andrew and Bower, 1987; Andrews, 1971).
Business strategy
Business strategy defines how each individual business will attempt to achieve its mission within its chosen field of endeavour. This strategy referred to each separate business unit (SBU) or strategic planning unit (SPU). At this level strategy two critical issues are specified: (1) the scope or boundaries of each business and the operational links with corporate strategy, and (2) the basis on which the business unit will achieve and maintain a competitive advantage within its industry (Wheelwright, 1984).
Functional strategy
Functional strategy focuses on supporting the corporate and business strategies. This strategy is the a strategy for each specific functional unit within a business. Functional strategies primarily are concerned with the activities of the functional areas of a business (i.e., operations, finance, marketing, personnel, etc.) will seaport the desired competitive business level strategy and complement each other.