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Table Of Contents

Objective
Global Economy
The march of Globalization
Role of technology
Role of Technology
Compaq failing against technology
Competitive Advantage
Strategic Management Process
Strategic Environment
External Environment
Assumption of I/O Model
Strategic intent and strategic Mission
Industrial Organization Model
Dell’s win win model in china
Vision or Intent
Mission
Corporate philosophy and Values
Goals and Objectives
Outcome of environment analysis
The context of internal analysis
Internal Analysis
Component of internal analysis
Resources
Resources- Tangible
Resources- Intangible
Capabilities
Core Competencies
Sustainable competitive advantage
Business-Level Strategy
The Purpose of a Business-Level Strategy
Types of Business-Level Strategies
CostLeadership
How to Obtain a Cost Advantage
Differentiation Strategy
Competitive Risks of Differentiation
Focus Strategies
Factors That Drive Focused Strategies
Risks of the Integrated Cost Leadership/ Differentiation Strategy
Drivers of Competitive Behavior
Competitive Rivalry
Factors Affecting Strategic Response
Competitive Dynamic
Corporate level Strategy
Ansoff Matrix
Corporate level strategy
Level of diversification
Reason for diversification
Corporate relatedness
Unrelated diversification
Incentive to diversify
Resources and diversification
Merger, Acquisition and Takeover
Acquisition: Increased market power
Market Power Acquisitions
Effective Acquisition Strategies
Types of Restructuring: Downscoping
Strategic Leadership
Firm Performance and Strategic Change
CEO and Top Management Team Power
Managerial Succession
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Published by Akku Chaudhary

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Published by: Akku Chaudhary on Apr 07, 2011
Copyright:Attribution Non-commercial

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