enterprise is; (ii) what its mission, purpose, and intent is to be; and (iii) how its performance should be measured and evaluated. The strategic management process provides the framework for the process of planning for the enterprise as a whole into the medium to long term future. It is concerned with anticipating that future, establishing a vision and framework by which to reach it, and giving leadership and direction to the implementation of its achievement. The process of strategic management comprises four interrelated elements. These are strategic analysis, strategy formulation and strategic decision-making, strategy choice, and strategy implementation. The strategic management approach places emphasis on issues of leadership, management process, and operational implementation. Strategic plan - is a long-term plan (for instance lasting for between two to five years in duration) which is used to shape, and to act as a blueprint for the implementation of the achievement of the broad strategic purpose or intent of the organization over that time scale. Strategic plans are sometimes termed “corporate” or “long-range” plans. Strategic time management - in which time is managed by the enterprise variously as (i) a critical success factor; (ii) a finite resource; (iii) a limiting factor; (iv) a contingency or constraint; (v) a management variable subject to short and long-term interpretations; (vi) a linear, sequential, or cyclical construct; (vii) a concept capable of synchronization and leverage; (viii) a key national cultural variable; and (ix) a potential source of competitive advantage. Strategies - may be defined in terms of the means (or “rules of the game”) by which the enterprise attempts to achieve its objectives. Strategies indicate the path, route, or method by which the organization will go about attempting to attain its desired goals. Strategies act as “ground rules” or guides for action, and define the nature and occasion of the decisions needed to achieve and to implement enterprise objectives. Strategies provide the focus by which the enterprise will attempt to deal with or to manage the impact of the various internal and external forces that are likely to impinge upon it. Strategy is defined by Mintzberg as comprising five elements, namely perspective, plan, pattern, position and ploy. Issues of power and politics may be added to this list of components. Strategies have their risk content and their time scale. In summary, strategies determine how the enterprise intends to carry out its business during the time horizons to which it is working. Strategy choice - the process of strategy choice identifies the alternative courses of action that, given its critical success factors, constraints and limiting factors, its available resources, its capability and its sources of competitive or comparative advantage, are likely to be available to the

DOI link for enterprise is; (ii) what its mission, purpose, and intent is to be; and (iii) how its performance should be measured and evaluated. The strategic management process provides the framework for the process of planning for the enterprise as a whole into the medium to long term future. It is concerned with anticipating that future, establishing a vision and framework by which to reach it, and giving leadership and direction to the implementation of its achievement. The process of strategic management comprises four interrelated elements. These are strategic analysis, strategy formulation and strategic decision-making, strategy choice, and strategy implementation. The strategic management approach places emphasis on issues of leadership, management process, and operational implementation. Strategic plan - is a long-term plan (for instance lasting for between two to five years in duration) which is used to shape, and to act as a blueprint for the implementation of the achievement of the broad strategic purpose or intent of the organization over that time scale. Strategic plans are sometimes termed “corporate” or “long-range” plans. Strategic time management - in which time is managed by the enterprise variously as (i) a critical success factor; (ii) a finite resource; (iii) a limiting factor; (iv) a contingency or constraint; (v) a management variable subject to short and long-term interpretations; (vi) a linear, sequential, or cyclical construct; (vii) a concept capable of synchronization and leverage; (viii) a key national cultural variable; and (ix) a potential source of competitive advantage. Strategies - may be defined in terms of the means (or “rules of the game”) by which the enterprise attempts to achieve its objectives. Strategies indicate the path, route, or method by which the organization will go about attempting to attain its desired goals. Strategies act as “ground rules” or guides for action, and define the nature and occasion of the decisions needed to achieve and to implement enterprise objectives. Strategies provide the focus by which the enterprise will attempt to deal with or to manage the impact of the various internal and external forces that are likely to impinge upon it. Strategy is defined by Mintzberg as comprising five elements, namely perspective, plan, pattern, position and ploy. Issues of power and politics may be added to this list of components. Strategies have their risk content and their time scale. In summary, strategies determine how the enterprise intends to carry out its business during the time horizons to which it is working. Strategy choice - the process of strategy choice identifies the alternative courses of action that, given its critical success factors, constraints and limiting factors, its available resources, its capability and its sources of competitive or comparative advantage, are likely to be available to the

enterprise is; (ii) what its mission, purpose, and intent is to be; and (iii) how its performance should be measured and evaluated. The strategic management process provides the framework for the process of planning for the enterprise as a whole into the medium to long term future. It is concerned with anticipating that future, establishing a vision and framework by which to reach it, and giving leadership and direction to the implementation of its achievement. The process of strategic management comprises four interrelated elements. These are strategic analysis, strategy formulation and strategic decision-making, strategy choice, and strategy implementation. The strategic management approach places emphasis on issues of leadership, management process, and operational implementation. Strategic plan - is a long-term plan (for instance lasting for between two to five years in duration) which is used to shape, and to act as a blueprint for the implementation of the achievement of the broad strategic purpose or intent of the organization over that time scale. Strategic plans are sometimes termed “corporate” or “long-range” plans. Strategic time management - in which time is managed by the enterprise variously as (i) a critical success factor; (ii) a finite resource; (iii) a limiting factor; (iv) a contingency or constraint; (v) a management variable subject to short and long-term interpretations; (vi) a linear, sequential, or cyclical construct; (vii) a concept capable of synchronization and leverage; (viii) a key national cultural variable; and (ix) a potential source of competitive advantage. Strategies - may be defined in terms of the means (or “rules of the game”) by which the enterprise attempts to achieve its objectives. Strategies indicate the path, route, or method by which the organization will go about attempting to attain its desired goals. Strategies act as “ground rules” or guides for action, and define the nature and occasion of the decisions needed to achieve and to implement enterprise objectives. Strategies provide the focus by which the enterprise will attempt to deal with or to manage the impact of the various internal and external forces that are likely to impinge upon it. Strategy is defined by Mintzberg as comprising five elements, namely perspective, plan, pattern, position and ploy. Issues of power and politics may be added to this list of components. Strategies have their risk content and their time scale. In summary, strategies determine how the enterprise intends to carry out its business during the time horizons to which it is working. Strategy choice - the process of strategy choice identifies the alternative courses of action that, given its critical success factors, constraints and limiting factors, its available resources, its capability and its sources of competitive or comparative advantage, are likely to be available to the book