Today we answered your question:

“How do you settle on a start-up strategy when what you need to know in your start-up changes every day?”
 
I understand your dilemma completely and you are not alone. Since 2015 I have worked with start-ups and established businesses of all sizes to scientifically identify and develop capabilities and big picture strategies that include both consistency and adaptability.  However, without a solid business foundation or blueprint from which to launch, an effective strategy can appear elusive.   
Each business day is a day of learning and change. Technology advancements and the pandemic have also created a business environment that requires change and adaptability to occur more frequently, from day to day, week to week, to every 12 to 18 months. What worked for a business longer than 7 months ago does not work today. There are three science-based tools at your disposal that may help you create an effective start-up strategy. The tools are effective strategy, business model and knowledge.

Business model
As a simple exercise think back 7 months and reflect on  how you worked and lived just before COVID lock down, how you live and work now, and the changes you have had to make.  Those changes may include the daily use of available technologies you may only have used occasionally in the past such as Zoom. The way you interact with others on camera compared to face to face, and a new language you may have had to learn, such as ‘unmute yourself’. You have had to change and adapt quickly, yet your character or blueprint has not changed.
To create a business blueprint, a solid foundation, in these uncertain times, a science-based business model can be applied. Complete the different business model elements for your business in carefully thought out detail. Make it your own, because this blueprint can inform all strategies going forward. It also provides insight into the areas that can be adapted to business environment changes, and help you keep a competitive advantage.  

Find a business model template here.

Knowledge
Learn from each change you make. Make a hard copy note of the changes you are making in your start-up. Critically assess, that is note the good and not so good, reasons for what prompted the change, why you chose the specific new route, what are the good and not so good results from each route.  Next time, faced with similar decisions, you have the start of a database of valuable knowledge about what has and has not worked in the past. This way you understand your decision-making process, avoid repeating errors while continuously repeating the good decisions you made. This way the knowledge becomes a powerful tool that helps you formulate a more solid strategy. This process is called ‘codifying’, documenting valuable knowledge relevant to your business only.

Strategy
Learn more about formulating strategies then use the elements of a strategy to solve your question as a problem. What I mean is a strategy consists of at least three parts: the problem, guiding principles, and actions for overcoming the problem. It is a linear, or step by step process of identifying the problem, identifying guiding principles that influence the solution you select (such as those discussed as a business model), and the planned actions you take to solve the problem.  This approach could be used to answer your own question.
To learn more about strategy, try reading Good Strategy Bad Strategy: The Difference and Why It Matters by Richard P. Rumelt.
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If you like, you can learn more about business and technology management here. 

The quick answer is the business model(s) informs the business strategy.
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A business model is a scientific concept model turning the key elements in any business into a graphic model. Key elements present in any business are the target market, how you reach your target market, what value you are providing them unique to what’s on the market already (what problem you are solving), how the business will bring in revenue, the key activities of the business required to deliver the value, and the expenses. Combined, these elements drive strategic decision-making in the business. The decisions are turned into planned actions with expected outcomes and deadlines as a strategy. Business level strategies would be more focused on the delivery of the key elements of unique value, increasing reach and expansion of target segments.  
 
If you like, you can learn more about business and technology management here. 

Today, I answered your question:
 
“What are the common business strategy mistakes?”
 
Four common mistakes I have come across in businesses formulating strategies are:

• thinking a strategy is a To Do list, or a list of goals or objectives. Rather than a carefully planned, scheduled, accountable action plan with progress measures in place that takes into account many aspects of the business such as resources, processes, and capabilities.
• not correctly diagnosing the problem/situation so the strategy is ineffective.
• taking into account relevant guiding policies before formulating strategies so, again, the strategy is ineffective.
• not taking into account human behaviour, that is, the impact on the people who may be affected by the strategy, which may lead to difficulties executing the strategy.

Richard Rumelt’s book “Good strategy, bad strategy” is an old but good read and discusses in length about what is a good strategy and what is a bad one, and why template-based strategies are so bad. 

Business owners and leaders are adopting a strategy of inquiring and learning to facilitate decisions going forward.

Managing a business under the COVID 19 situation as the traditional, linear, project-like approach commerce favours cannot produce a successful outcome. Why?

1. Because there is no history or experience of this kind of situation to inform management the business how to progress the business. In other words, there is no safe ‘blueprint’ to follow for a successful outcome. Everyone is learning as the situation unfolds.

2. There are so many people involved, each experiencing different emotions that will explode if a decision is made that makes them feel more uncertain.

3. Everyone has different needs. If these needs are not addressed, riots can break out and civil unrest.

So, a different management approach is needed, one that captures, learns, and considers everyone’s emotions and needs within legislation so that outcomes are favourable (not necessarily ideal) for everyone.

The different management approach is a systemic approach, one that embraces change, uncertainty, is always acutely on the ball with the needs and emotions of their workers, customers, shareholders, legislation, technologies, and are insightful about the impact their decisions will have on all these factors.
To do this successfully organisations are continuously capturing feedback from these groups, and the wider society, and learning along the way as the situation unfolds. This collective knowledge informs the business owner/leaders what steps to take going forward. Both governments and employers provide weekly updates because they need to learn as the situation unfolds before making the next decisions going forward. 

The original question was “What are the three stages of strategic management?” but was merged and published under “How many types of strategic management are there?”  Each question has a different answer.

“What are the three stages of strategic management?”
From a technology, innovation and change management perspective, the three stages of strategic management are below in no specific order:
Stage 1: Diagnose the problem.
Stage 2: What is the guiding policy that will influence and impact any proposed solutions.
Stage 3: Coherent actions. A strategy is not a to do list, it is coherent set of precisely planned and scheduled actions for implementing and reviewing the strategy at pre-set intervals.
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“How many types of strategic management are there?”
There are too many to mention all, so here are a few examples:
Technology
Innovation
Change
Corporate
Horizontal vs vertical
International