Welcome to Scribd, the world's digital library. Read, publish, and share books and documents. See more
Download
Standard view
Full view
of .
Look up keyword or section
Like this
13Activity

Table Of Contents

STRATEGY - DEFINITION
STRATEGIC MANAGEMENT - DEFINITION
DEFINITION
PILLARS OF STRATEGIC MANAGEMENT
STRATEGIC MANAGEMENT - FRAMEWORK
FRAMEWORK
STRATEGIC MANAGEMENT - FEATURES
STRATEGIC MANAGEMENT – MYTHS
STRATEGIC MANAGEMENT - IMPERATIVES
IMPERATIVES
STRATEGY - ORIGIN
SOME PARALLELS
EVOLUTION OF MANAGEMENT
EVOLUTION OF STRATEGIC MANAGEMENT
MANAGEMENT
ENVIRONMENTAL CHANGE
APPROACHES TO STRATEGY
STRATEGIC MANAGEMENT - PROCESS
PROCESS
STRATEGIC INTENT
STRATEGIC INTENT - HIERARCHY
DOMINANT LOGIC
VISION
VISION - CHARACTERISTICS
VISION - ADVANTAGES
MISSION
MISSION – SOME IDEAS
GOALS & OBJECTIVES
PLANS
STRATEGIC DRIFT
STRATEGIC DRIFT FRAMEWORK
ORGANIZATIONAL POLITICS
INTENDED & REALISED STRATEGIES
LOGICAL INCREMENTALISM
IMPLEMENTING INCREMENTALISM
STRATEGIC TRANSFORMATION
LEARNING ORGANIZATION
ENVIRONMENTAL CONDITIONS
PLANNING & STRATEGIC PLANNING
ENVIRONMENTAL SCANNING
PESTEL
ECONOMIC LIBERALISATION
DISCONTINUITY
ASSUMPTIONS
PORTERS FIVE FORCES ANALYSIS
FIRM ENVIRONMENT
EXPERIENCE CURVE - TRADITIONAL VIEW
EXPERIENCE CURVE - STRATEGIC VIEW
VULNERABILITY ANALYSIS - SWOT
SWOT ANALYSIS - FRAMEWORK
SOURCES OF STRENGTH
SOURCES OF WEAKNESSES
SOURCES OF OPPORTUNITIES
SOURCES OF THREATS
ETOP
PROFIT IMPACT OF MARKET STRATEGY
STRATEGY
PIMS - LIMITATIONS
KEY SUCCESS FACTORS (KSF)
CORPORATE - GRAND STRATEGY
CORPORATE STRATEGY MATRIX
STABILITY
GROWTH - ANSOFF’S MODEL
MARKET PENETRATION
MARKET DEVELOPMENT
PRODUCT DEVELOPMENT
DIVERSIFICATION
HOW DIVERSIFICATION REDUCES RISK?
RISK?
DIVERSIFICATION STRATEGY
HORIZONTAL INTEGRATION
DIVERSIFICATION SUCCESS ?
QUASI & TAPERED INTEGRATION
A CASE OF TAPERED INTEGRATION
CONGLOMERATE DIVERSIFICATION
DIVESTMENT
DIVESTMENT - ROUTES
COMBINATION STRATEGY
STRATEGIC CHOICE
SELECTIVITY IS THE KEY
BUSINESS GROUP - DEFINITION
RESOURCE SHARING ACROSS FIRMS
STRATEGIC CHOICE – MACRO TIMING
STRATEGIC CHOICE – MICRO TIMING
PORTFOLIO ANALYSIS
BCG GROWTH MODEL
BCG - LIMITATIONS
GE - MATRIX
ARTHUR’ D. LITTLE
SHELL – DIRECTIONAL POLICY MATRIX
MATRIX
TERMINOLOGIES
COMPETITIVE STRATEGY
BUSINESS STRATEGY - FRAMEWORKS
FRAMEWORKS
PORTERS – COST LEADERSHIP
PORTERS – PRODUCT DIFFERENTIATION
DIFFERENTIATION
PORTERS NICHE OR FOCUS
COMPETITIVE POSITIONS
HYBRID STRATEGY
STUCK IN THE MIDDLE
EMERGING INDUSTRY
GROWTH / FRAGMENTED INDUSTRY
MATURED INDUSTRY
DECLINING INDUSTRY
COMPETITIVE STRATEGIES
RESOURCE BASED VIEW
CAPABILITIES & COPMPETENCIES
COMPETITIVE ADVANTAGE
STRATEGIC ADVANTAGE PROFILE (SAP)
(SAP)
VALUE CHAIN ANALYSIS
STRATEGIC FIT – THE PORTER WAY
CORE COMPETENCE
GAME THEORY
BIASED AND UNBIASED GAME
PURE STRATEGY GAME
TYPES OF GAMES
CHANGING THE RULES OF THE GAME
DELTA MODEL & LOCK-IN
THE THREE STRATEGIC POSITIONS
LOCK-IN PAYOFFS
LOCK-IN SUSTAINABILITY
STRATEGY IMPLEMENTATION
IMPORTANCE OF STRATEGIC FIT
FORMULATION Vs
ROLE OF TOP MANAGEMENT
RESOURCE ALLOCATION
CAPABILITIES & COMPETENCIES
STRATEGY & STRUCTURE
TYPES OF STRUCTURES
FACTORS INFLUENCING STRUCTURE
INERTIA
STRATEGY EVALUATION
STRATEGY CONTROL
STRATEGY CONTROL - IMPLEMENTATION
IMPLEMENTATION
BARRIERS TO STRATEGY EXECUTION
7S FRAMEWORK OF Mc KINSEY
BACKGROUND & ORIGIN
THE 7’S
STRATEGIC FIT
A CRITIC OF THE 7S MODEL
STRATEGY IMPLEMENTATION - ROUTES
ROUTES
ORGANIC GROWTH
STRATEGIC ALLIANCE
JOINT VENTURES
TAKE OVERS
WHY MANAGEMENT TOOLS?
SOME BEST PRACTICES
TYPES OF BENCHMARKING
HOW TO BENCHMARK?
WHOM TO BENCHMARK?
BENCHMARKING - ADVANTAGES
BENCHMARKING - LIMITATIONS
RE-ENGINEERING
REENGINEERING – KEY TENETS
REENGINEERING - LEVELS
REVERSE ENGINEERING
STAGES IN REVERSE ENGINEERING
WHAT IS QUALITY?
TOTAL QUALITY MANAGEMENT
TQM – KEY TENETS
TQM - STRATEGIES
BALANCED SCORE CARD
BSC - CONCEPTUALISATION
CUSTOMER PERSPECTIVE
BUSINESS PERSPECTIVE
LEARNING PERSPECTIVE
FINANCIAL PERSPECTIVE
BSC - IMPLEMENTATION
BSC - ADVANTAGES
EFFICIENCY Vs EFFECTIVENESS
EFFECTIVENESS + STRATEGY
CORPORATE RESTRUCTURING
MOVING CLOSER TO THE CUSTOMER
ASSET RESTRUCTURING
HIVE OFF
DIVESTITURE
CAPITAL RESTRUCTURING
BUSINESS RESTRUCTURING – TATAS
ORGANIZATIONAL RESTRUCTURING
STRATEGIC CHANGE
FORCES AGAINST STRATEGIC CHANGE
CHANGE
SUCCESSFUL TRANSFORMATION
FORCE-FIELD ANALYSIS
RESTRUCTURING - OUTCOMES
NUMERATOR & DENOMINATOR MGT
WHY TURN AROUND MANAGEMENT?
TURN AROUND MANAGEMENT
TURNAROUND INDICATORS
TURNAROUND ILLUSION
TURNAROUND STAGE THEORY
DECLINE
RESPONSE INITIATION
RESPONSE DICHOTOMY
TRANSITION
OUTCOME
COOPERATIVE STRATEGIES
FRANCHISING
LICENSING
CONSORTIA
SUPPLY CHAIN PARTNERSHIP
STRATEGIC ALLIANCE - TYPES
PARTNER SELECTION CRITERIA
PARTNER CHARACTERISTICS
MANAGING ALLIANCES
JOINT VENTURE
JOINT VENTURE – GENERIC MOTIVES
OTHER MOTIVES
RISKS INVOLVED
PRE-REQUISITES FOR SUCCESS
MERGERS & ACQUISITION
TYPES OF MERGERS
MERGERS & ACQUISITION - MOTIVES
MERGERS & ACQUISITIONS - PITFALLS
PITFALLS
MERGER TYPE & PLC
INTERNATIONAL M&A - FRAMEWORK
INTEGRATION - BLUEPRINT
M&A - VALUATION
VALUING OPERATIONAL SYNERGY
VALUING CORPORATE CONTROL
LEVERAGE BUYOUT (LBO)
TO GO PUBLIC OR NOT?
RATIONALE FOR HIGH LEVERAGE
EFFECT OF HIGH LEVERAGE
REVERSE MERGER
ANNOUNCEMENT
GETTING OFF THE TREADMILL
THE PAST OF COMPETITION
THE PRESENT OF COMPETITION
THE FUTURE OF COMPETITION
ABOUT THE TRANSFORMATION
ABOUT THE EMPOWERMENT
THE FUTURE OF STRATEGY
HOW DOES THE FUTURE LOOK LIKE?
MORE ABOUT CORE COMPETENCE
ROOTS OF COMPETITIVENESS
RESOURCE STRETCH & LEVERAGE
CONCENTRATING RESOURCES
ACCUMULATING RESOURCES
COMPLEMENTING RESOURCES
CONSERVING RESOURCES
RECOVERING RESOURCES
EMERGING MARKETS
DIVERSITY - PERFORMANCE (I)
DIVERSITY - PERFORMANCE (II)
INTERNATIONAL IDENTITY
GLOBAL BUSINESS ENVIRONMENT
GATT
SINGLE Vs MULTIPLE CURRENCY
FII Vs FDI INVESTMENT
INTERNATION MARKETING
INTERNATION FINANCE
INTERNATIONAL OPERATIONS
INNOVATION
TYPES OF INNOVATION
BUSINESS MODEL
NINE BUILDING BLOCKS
REVENUE MODEL
HOW TO MAKE INNOVATIVE CO’S
HOW TO PROTECT INNOVATION?
CORPORATE GOVERNANCE
AGENCY THEORY
ORIGIN & CONTEXT
GOVERNANCE PRINCIPLES
GOVERNANCE STRATEGIES
GOVERNANCE & PERFORMANCE
SHAREHODER – STAKE HOLDER THEORY
THEORY
CORPORATE SOCIAL RESPONSIBILITY
RESPONSIBILITY
GROWING CONCERN FOR CSR
CSR STRATEGIES
BOTTOM OF THE PYRAMID
MARKETSPACE - TWO WORLDS
WHAT IS RED OCEAN?
WHAT IS BLUE OCEAN?
RED OCEAN Vs BLUE OCEAN
BLUE OCEAN STRATEGY - IMPERATIVES
CONCEPTUAL UNDERPINNINGS
IMPLEMENTATION SEQUENCE
SOME GLARING EXAMPLES
WHAT THEN IS THE HANDICAP?
0 of .
Results for:
No results containing your search query
P. 1
Business Strategy

Business Strategy

Ratings: (0)|Views: 487 |Likes:
Published by anandgupta512

More info:

Published by: anandgupta512 on Dec 28, 2010
Copyright:Attribution Non-commercial

Availability:

Read on Scribd mobile: iPhone, iPad and Android.
download as PPT, PDF, TXT or read online from Scribd
See more
See less

06/22/2013

pdf

text

original

You're Reading a Free Preview
Pages 4 to 49 are not shown in this preview.
You're Reading a Free Preview
Pages 52 to 334 are not shown in this preview.

Activity (13)

You've already reviewed this. Edit your review.
1 hundred reads
1 thousand reads
Adolfo Conceicao liked this
Tony Rizk liked this
Maninder Kaur liked this
ptbanerjee4079 liked this
arkonin_cl liked this
didu liked this
Satyabrata Sahu liked this
Ovidiu liked this

You're Reading a Free Preview

Download
scribd
/*********** DO NOT ALTER ANYTHING BELOW THIS LINE ! ************/ var s_code=s.t();if(s_code)document.write(s_code)//-->