INTRODUCTION TO STRATEGIC MANAGEMENT
STRATEGIC ANALYSIS: INTERNAL ENVIRONMENT
STRATEGIC IMPLEMENTATION AND EVALUATION
Three. IMPORTANCE AND LIMITATIONS OF STRATEGIC MANAGEMENT
Importance of Strategic Management:"
The major benefits of strategic management are:
Limitations of Strategic Management:
Why do businesses opt for strategic management even with its limitations?
Component of Strategic Intent
Essentials of a strategic vision
Why should an organisation have a mission?
Following points are useful while writing a mission of a company:
What is our mission? And what business are we in?
Long-term objectives in seven areas:
Intent versus Values - Which is a broader concept?
Eight. Strategic Levels in Organisations
Which is better - Top Down Approach or Bottom-Up Approach?
Nine. Network of Relationship between the Three Levels
MULTIPLE CHOICE QUESTIONS
Answers to Multiple Choice Questions
ANSWERS TO SCENARIO BASED QUESTIONS
ANSWER TO DESCRIPTIVE QUESTIONS
ISSUES TO CONSIDER FOR STRATEGIC ANALYSIS
STRATEGIC ANALYSIS: EXTERNAL ENVIRONMENT
Three. STRATEGY AND BUSINESS ENVIRONMENT
Four. MICRO AND MACRO ENVIRONMENT
Elements of Macro Environment
One. Demographic Environment
Two. Socio-Cultural Environment
Political-Legal Environment
Technological Environment
Five. PESTLE - A TOOL TO ANALYSE MACRO ENVIRONMENT
Six. INTERNATIONALIZATION OF BUSINESS
Characteristics of a global business
Developing internationally
The steps in international strategic planning are as follows:
Why do businesses go global?
Seven. INTERNATIONAL ENVIRONMENT
Eight. UNDERSTANDING PRODUCT AND INDUSTRY
Ten. VALUE CHAIN ANALYSIS
Eleven. Industry Environment Analysis
Twelve. Porter's Five Forces Model
One. The Threat of New Entrants
Two. Bargaining Power of Buyers
Three. Bargaining Power of Suppliers
Four. The Nature of Rivalry in the Industry
Five. Threat of Substitutes
Thirteen. ATTRACTIVENESS OF INDUSTRY
Fourteen. EXPERIENCE CURVE
Experience curve has following features:
Sixteen. Market and Customer
Eighteen. Competitive Strategy
Nineteen. Competitive Landscape
Steps to understand the Competitive Landscape
Twenty. Key Factors for Competitive Success
MULTIPLE CHOICE QUESTIONS
Seven. All are elements of Macro environment except:
Eight. The emphasis on product design is very high, the intensity of competition is low, and the market growth
ANSWERS TO SCENARIO BASED QUESTIONS
ANSWER TO DESCRIPTIVE QUESTIONS
Two. UNDERSTANDING KEY STAKEHOLDERS
Example of Key Stakeholders and their requirements for an OTT Platform
Developing a Grid of Stakeholders
Five. Industry and markets
Analysing Industry and Markets
Explanation of Diagram (Strategic Group Mapping)
Nine. Role of Resources and Capabilities: Building Core Competency
Ten. Criteria for Building a Core Competencies?
Eleven. Combining External and Internal Analysis? SWAT Analysis
Sustainability of Competitive Advantage
Fourteen. Cost Leadership Strategy
Achieving Cost Leadership Strategy: To achieve cost leadership, following actions could be taken:
Disadvantages of Cost Leadership Strategy
Fifteen. DIFFERENTIATION STRATEGY
Achieving Differentiation Strategy
Advantages of Differentiation Strategy
Disadvantages of Differentiation Strategy
Sixteen. FOCUS STRATEGIES
Achieving Focused Strategy
Advantages of Focused Strategy
Disadvantages of Focused Strategy
Seventeen. BEST COST PROVIDER STRATEGY
Activity for Michael Porter's Generic Strategies
MULTIPLE CHOICE QUESTIONS
Six. 'Strategic group mapping' helps in-
Seven. In Michael Porter's generic strategy emphasizes producing standardized products at a very low
Eight. Differentiation Strategy can be achieved by following measures: One.
Which of the above is true:
Nine. What are the three different bases given by Michael Porter's Generic Strategies to gain competitive advantage?
Ten. A firm successfully implementing a differentiation strategy would expect:
Answers to Multiple Choice Questions
ANSWERS TO SCENARIO BASED QUESTIONS
ANSWER TO DESCRIPTIVE QUESTIONS
Characteristics of Stability Strategy
Major Reasons for Stability Strategy
Why don't Startups aim for stability?
Three. GROWTH/EXPANSION STRATEGY
Characteristics of Growth/Expansion Strategy
Major Reasons for Growth/Expansion Strategy
Types of Growth/ Expansion Strategy: The growth strategies can be classified into two main types:
Two. Expansion or Growth through Diversification
B. External Growth Strategies
II. Expansion through Strategic Alliance
Advantages of Strategic Alliance
Disadvantages of Strategic Alliance
Action Plan for Turnaround
Characteristics of Divestment Strategy
Major Reasons for Retrenchment/Turnaround Strategy
Six. ANSOFF'S PRODUCT MARKET GROWTH MATRIX
Eight. BOSTON CONSULTING GROUP (BCG) GROWTH-SHARE MATRIX
BCG Matrix: Post Identification Strategies
Is BCG Matrix really helpful?
Nine. GENERAL ELECTRIC MATRIX ["STOP-LIGHT" STRATEGY MODEL]
Understanding the GE Matrix
MULTIPLE CHOICE QUESTIONS
Answers to Multiple Choice Questions
ANSWERS TO SCENARIO BASED QUESTIONS
ANSWER TO DESCRIPTIVE QUESTIONS
One. STRATEGIC MANAGEMENT PROCESS
Two. STAGES IN STRATEGIC MANAGEMENT
Stage One: Strategic Vision, Mission and Objectives
Stage Two: Environmental and Organisational Analysis
Stage Three: Formulating Strategy
Stage Four: Implementation of Strategy
Stage Five: Strategic Evaluation and Control
Three. STRATEGY FORMULATION
Four. STRATEGY IMPLEMENTATION
Five. Difference between strategy formulation and implementation
Strategy formulation versus strategy implementation
Six. Linkages and issues in strategy implementation
Issues in strategy implementation
Seven. Strategic change through digital transformation
Eight. Kurt Lewin's model of change
Nine. HOW DOES DIGITAL TRANSFORMATION WORK?
How does change management work?
The role of change management in digital transformation
Ten. CHANGE MANAGEMENT STRATEGIES FOR DIGITAL TRANSFORMATION
The five best practices for managing change in small and medium-sized businesses are:
Eleven. HOW TO MANAGE CHANGE DURING DIGITAL TRANSFORMATION?
Twelve. ORGRANISATIONAL FRAMEWORK
Thirteen. Organization Structure
Fourteen. Types of Organization Structure (A) Simple Structure
Fifteen. Types of Organization Structure (B) Functional Structure
Sixteen. Types of Organization Structure (C) Divisional Structure
Way of organizing Divisional Structure
Seventeen. Types of Organization Structure (D) Multi Divisional Structure
Eighteen. Types of Organization Structure (E) Strategic Business Unit (SBU) Structure
The attributes of an SBU and the benefits a firm may derive by using the SBU Structure are as follows:
Nineteen. TYPES OF ORGANIZATION STRUCTURE (F) MATRIX STRUCTURE
Changing organizational design
Twenty. TYPES OF ORGANIZATION STRUCTURE (G) NETWORK STRUCTURE
Twenty-one. TYPES OF ORGANIZATION STRUCTURE HOURGLASS STRUCTURE
Twenty-two. ORGANIZATION CULTURE
Where Does Corporate Culture Come From?
Culture: ally or obstacle to strategy execution?
Role of culture in strategy execution
Twenty-three. STRATEGIC LEADERSHIP
Managers have five leadership roles to play in pushing for good strategy execution:
Twenty-four. STRATEGIC CONTROL
Types of Strategic Control: There are four types of strategic controls, which are as follows:
Twenty-five. STRATEGIC PERFORMANCE MEASURES
Managing the political aspects of implementing a strategy
Types of Strategic Performance Measures
Toward More Holistic Measures of Strategic Performance
The Importance of Strategic Performance Measures
Choosing the Right Strategic Performance Measures
MULTIPLE CHOICE QUESTIONS
Answers to Multiple Choice Questions
ANSWERS TO SCENARIO BASED QUESTIONS
Benefits of strategic business units:
ANSWER TO DESCRIPTIVE QUESTIONS
Disadvantages of Divisional Structure:
Four. Difference between transformational and transactional leadership
Six. Differences between Operational Control and Management Control are as under:
There are four types of strategic control: