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Table Of Contents

Technological Changes
Definition
Vision Statement
Mission Statement
Importance of Vision and Mission Statements
External Opportunities and Threats
Internal Strengths and weaknesses
Long Term Objectives
Strategy
Strategy formulation issues
Strategy Implementation
Implementing Strategies
Strategy Evaluation
Types of Plans
Levels of Planning
Who Does the Planning?
How to Develop a Plan
WELL CONCEIVED PLANS MUST HAVE
Nonfinancial Benefits
Benefits of Strategic Planning
Reasons For No Strategic Planning By Firms
Forward Integration
Situations when forward integration may be an effective
strategy;
Backward Integration
Situationswhen backward integration may be an effective
strategy
Situations when backward integration may be an effective
strategy (contd)
Horizontal Integration
Situationswhen horizontal integration may be an effective
Market Penetration
Situations when market penetration may be an effective
Market Development
Situations when market development may be an effective
Product Development
Situations when Product development may be an effective
Concentric Diversification
Situations when Concentric diversification may be an
effective strategy
Horizontal Diversification
Situation when Horizontal Diversifications may be an
effective strategy
Conglomerate Diversification
Situations when conglomerate diversification may be an
effectivestrategy
Retrenchment
Situations when retrenchment may be an effective
strategy
Divestiture
Situations when Divestiture may be an effective strategy
Liquidation
Situations when liquidation may be an effective strategy
to pursue
Cost Leadership Strategy
Differentiation Strategy
Focus Strategies
Joint Venture / Partnership
Common Problems Leading To Failure Of Joint
Ventures
Merger / Acquisition
Takeover/Hostile Takeover- When a merger or
Reasons for Mergers and Acquisitions
First Mover Advantages
Out Sourcing
The Organizational Environment
The Industrial Organization (IO) View
Organization¶s Operating Environment:
Economic Forces
Social, Cultural, Demographic and Environmental
forces
Political, Governmental and Legal Forces
Technological Forces
Competitive Forces
Competitive Analysis: Porter¶s Five-Forces Model
The External Factor Evaluation (EFE) Matrix
The Competitive Profile Matrix (CPM)
The Importance of Internal Analysis
The Resource-Based View (RBV)
Three Basic Resources
Physical Resources
Human Resources
Organizational Resources
Organizational Abilities
Core Competence
What Makes a Resource valuable?
Easy to imitate
Can be imitated (but may not be)
Difficult to Imitate
Cannot be Imitated
Using Resource-Based View in Internal Analysis
Methods to identify resources with strategic value
Disaggregating a Restaurant¶s Customer Service Resource
Organizational Culture
Cultural Products or Dimensions
Planning
Organizing
Motivating
Business Ethics and Social Responsibility
Ethics
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Integrated Management

Integrated Management

Ratings: (0)|Views: 3,514|Likes:
Published by Nauman Khalid

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Published by: Nauman Khalid on Sep 04, 2010
Copyright:Attribution Non-commercial

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01/06/2013

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