It is true that a company’s realized strategy is the product of whatever planned strategies that are actually put into action (the company’s deliberate strategies) and of any unplanned or emergent strategies (Haines, 2004, p. 22). This is because planned strategies will play an important role in coming up with the right cross functional decisions that will enable the company achieve its long term objectives. Planned strategies will ultimately lead to a good strategic approach in the market. There are cases where a company can come up with these strategies in advance with a well laid out plan, but in other occasions there might be need to involve unplanned or emergent strategies (Kotler, 1986, p. 17). Unplanned or emergent strategies are necessitated by circumstances. The situation in the market might demand that the company comes up with new strategies to succeed. One of these unforeseen circumstances might be increased competition in the market. Although competition can be seen coming, its intensity always shifts in different times and this can force the company to come up with new strategies. These strategies will enable the company to come up with the right avenues to survive in the market. So, a good strategy will be a product of whatever strategies that the management has put in place to advance its goals (Drucker, 1954, p. 13). In cases where the market (competitors included) changes its strategies, the company will be forced to come up with new emergent strategies to succeed in its operations. A normal planned strategy should be initiated by the management. The long term effect will be a strategic management process that will enhance the company’s ability to achieve the set strategies. A good strategic management process should also cater for unplanned or emergent strategies as this is the only way that the company can be guaranteed flexibility (Senge, 1990, p.13). A good strategy needs a strategic plan which is done by a strategic management process. Strategic planning is the process by which an organization defines its strategy thereby coming up with the right direction to pursue their goals (Ansoff, 1965, p.5). In the process, they will be able to make the right decisions on how resources will be allocated to achieve these strategies (Naisbitt, 1982, p. 7). Resource allocation involves the necessary capital that will be used in implementation together with the human resource that will enforce the strategy and make it practical. There are various business techniques that need to be used to ensure that a strategic plan is effective as this will ultimately lead to an appropriate business strategic position (Drucker, 1954, p. 5). In a broad perspective, strategic planning seems to be the consideration of an organizations future course of direction (Christensen, 1997, p. 27). This gives the organization a framework that they will use to achieve their long term objectives. It should be concerned on how the whole process will be done (Chandler, 1962, p. 12). A strategic plan should be having a major concern on why the company is coming up with it (Kotler, 1986, p. 11). This means that there should be a viable intention of coming up with a strategic plan. With this in place, the company will have a good framework of withstanding competition (Tracy, 2000