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在今天激烈的竞争环境下，战略管理计划是相当重要的，能够确保企业的不断发展，激发企业发展潜力。战略管理取决于识别核心竞争力,获得竞争优势，以更好地打败的竞争对手。不仅如此,战略管理的推行，需要利用内部和外部环境的机会，消除威胁，以提高核心竞争力，促进可持续发展，维持竞争优势。本文就对战略管理计划进行了简要的分析和概述。

The Key Strategic Issues Facing 'Task Systems' in Generating and Sustaining a Competitive Advantage

Abstract

Organizations in today's competitive environment need defined strategic management plans to ensure their missions and visions are materialized. Strategic management depends on identification of core competencies, and gaining competitive advantage over competitors. Not only this, but it requires consistent evaluation of the external and internal environment for exploiting opportunities and eliminating threats. The following research endeavours to investigate the nature of strategic management by focussing on core competencies and sustainable competitive advantage.

Moreover, the researcher endeavours to investigate how the theories related to core competencies and competitive advantage are applicable in real life by using a case study on Task Systems, a London based office furniture firm. The purpose is to identify the challenges that hinder or promote the development of core competencies required for sustainable competitive advantage at Task Systems. The research first sets out by introducing the concept of strategic management, and the elements that constitute it followed by a literature review to investigate models and theories that are commonly used by managers to develop strategic plans and implementation. The aim is to analyse which model is the best fit for Task Systems' to generate and sustain competitive advantage.

Chapter 1 Introduction

Introduction

Doing business in today's competitive environment requires complex consideration for assets, resources, skills and strategic vision. As an organization expands and grows its need for strategic management increases with even more complex plans and implementation processes. Strategic management involves consideration of the environment based on situation analysis. It involves evaluation of current objectives by crafting mission and vision statements to reflect future business. Based on these analyses, the organization then devises strategic plans based on its business core competencies and business concept. Strategic management does not stop here.

The next phase is to determine the action plan by utilizing its resources to construct its internal infrastructure to serve its external structure. Individual groups are assigned tasks with accountability and they are monitored against benchmarks or standards to see whether they are meeting the organizational objectives or not, and to check whether any improvement program is required for implementation. In the above context Hugh Macmillan and Mahan Tampon (2000) define strategic management as follows:

“…is about envisioning and realizing the future....strategy should both provide an idea about the future and generate the action necessary to realize that idea... Ideas and actions to conceive the future”.

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