INSTRUCTIONS: SUMMARIZE THIS TOPIC FOR MY REPORT. EXPLAIN FURTHER IN YOUR O-WN WO-RDS AND GIVE EXAMPLES. YOU CAN ALSO EXPLAIN IT IN TAGALOG / TAGLISH THANK YOU

creation of the new business was a tactical plan developed to contribute to the achievement of an overarching strategic goal." More recently, as discussed earlier in this chapter in "Tough Times, Tough Choices," the firm eventually reacquired its largest franchised bottling operation. Second, although strategies are often stated in general terms, tactics must specify resources and time frames. A strategy can call for being number one in a particular mar- ket or industry, but a tactical plan must specify precisely what activities will be under- taken to achieve that goal. Consider the Coca-Cola example again. Another element of its strategic plan involves increased worldwide market share. To facilitate additional sales in Europe, managers developed tactical plans for building a new plant in the south of France to make soft-drink concentrate and for building another canning plant in Dunkirk. The firm has also invested heavily in India." Building these plants repre- sents a concrete action involving measurable resources (funds to build the plants) and a clear time horizon (a target date for completion). Finally, tactical planning requires the use of human resources. Managers involved in tactical planning spend a great deal of time working with other people. They must be in a position to receive information from others within and outside the organiza- tion, process that information most effectively, and then pass it on to others who might use it. Coca-Cola executives have been intensively involved in planning the new plants, setting up the new bottling venture noted earlier in this chapter, and exploring a joint venture with Cadbury Schweppes in the United Kingdom. Each activity has required considerable time and effort from dozens of managers. One manager, for example, crossed the Atlantic 12 times while negotiating the Cadbury deal.Executing Tactical Plans Regardless of how well a tactical plan is formulated, its ultimate success depends on the way it is carried out. Successful implementation, in turn, depends on the astute use of resources, effective decision making, and insightful steps to ensure that the right things are done at the right times and in the right ways. A manager can see an absolutely bril- liant idea fail because of improper execution. Proper execution depends on a number of important factors. First, the manager needs to evaluate every possible course of action in light of the goal it is intended to reach. Next, he or she needs to make sure that each decision maker has the information and resources necessary to get the job done. Vertical and horizontal communication and integration of activities must be present to minimize conflict and inconsistent activities. And, finally, the manager must monitor ongoing activities derived from the plan to make sure they are achieving the desired results. This monitoring typically takes place within the context of the organization's ongoing control systems.TACTICAL PLANNING As we noted earlier, tactical plans are developed to implement specific parts of a strategic plan. You have probably heard the saying about winning the battle but losing the war. Tactical plans are to battles what strategy is to a war: an organized sequence of steps designed to execute strategic plans. Strategy focuses on resources, environment, and mis- sion, whereas tactics focus primarily on people and action. Developing Tactical Plans Although effective tactical planning depends on many factors, which vary from one situa- tion to another, we can identify some basic guidelines. First, the manager needs to recog- nize that tactical planning must address a number of tactical goals derived from a broader strategic goal." An occasional situation may call for a stand-alone tactical plan, but most of the time tactical plans flow from and must be consistent with a strategic plan. For example, top managers at Coca-Cola developed a strategic plan for cementing the firm's dominance of the soft-drink industry. As part of developing the plan, they identi- fied a critical environmental threat-considerable unrest and uncertainty among the independent bottlers that packaged and distributed Coca-Cola's products. To simultan neously counter this threat and strengthen the company's position, Coca-Cola bought several large independent bottlers and combined them into one new organization called Coca-cola Enterprises. Selling half of the new company's stock reaped millions in profits while effectively keeping control of the enterprise in Coca-Cola's hands. Thus, the