Revision of STRATEGIC MANAGEMENT.
Latest episodes of the podcast Strategic Management
- 6.6.3.2 Strategic role of Human Resource manager
- 6.6.3.2 Strategic role of Human Resource manager
- 6.6.3Role of human resource Management in achieving Competitive Advantage
- 6.6.2Major strategic decisions or concerns related to human resource management
- 6.6.1 Role of Human Resource in Strategic Management
- 6.5.2 R&D approaches to implement strategic decisions
- 6.5.1 Strategic Decisions in RESEARCH AND DEVELOPMENT
- 6.4.4.4.1 implementing supply chain management system for effective strategic implementation
- 6.4.4 Supply Chain Management
- 6.4.3 Logistics Management
- 6.4.2 Production or Operations Planning and Control
- 6.4.1 Understanding Production System
- 6.4 PRODUCTON or OPERATION STRATEGY
- 6.3.1 The major components of Financial Strategy are
- 6.3 FINANCIAL STRATEGY
- 6.2.4 demarketing
- 6.2.4 concentrated marketing
- 6.2.4 synchro marketing
- 6.2.4 differential marketing
- 6.2.4 enlightened marketing
- 6.2.4 place marketing
- 6.2.4 Organisation Marketing
- 6.2.4 services marketing
- 6.2.4 relationship marketing
- 6.2.4 direct marketing
- 6.2.4 Augmented Marketing
- 6.2.4 Social Marketing
- 6.2.3 Perquisites for formulation of marketing strategy
- 6.2.2 marketing mix
- 6.2.1 Marketing
- 6.2 MARKETING STRATEGY
- 6.1 introduction
- 5.5 BEST COST PROVIDER STRATEGY
- 5.4.3 FOCUS STRATEGIES
- 5.4.2 DIFFERENTIATION STRATEGY
- 5.4.1 COST LEADERSHIP
- 5.4 MICHAEL PORTER'S GENERIC STRATEGIES
- 5.3 BUSINESS LEVEL STRATEGIES
- 5.2.5 Threat of Substitutes
- 5.2.4 Nature of Rivalry in Industry
- 5.2.3 bargaining power of suppliers
- 5.2.2 bargaining power of buyers
- 5.2.1 Threat of New Entrants
- 5.2 PORTER'S FIVE FORCES MODEL - COMPETITIVE ANALYSIS
- 5.1 Introduction
- 4.2.4 COMBINATION STRATEGY
- 4.2.3.3 LIQUIDATION STRATEGY
- 4.2.3.2 DIVESTMENT STRATEGY
- 4.2.3.1 TURNAROUND STRATEGY
- 4.2.3 RETRENCHMENT STRATEGY
- 4.2.2.3 B 2 STRATEGIC ALIANCE
- 4.2.2.3 B 1 d CONGLOMERATE MERGER
- 4.2.2.3 B 1 c COGENERIC MERGER
- 4.2.2.3 B 1 b VERTICLE MERGER
- 4.2.2.3 B 1 a HORIZONTAL MERGER
- 4.2.2.3 B 1 EXPANSION THROUGH MERGERS AND ACQUISITIONS
- 4.2.2.3 A 2 d CONGLOMERATE DIVERSIFICATION
- 4.2.2.3 A 2 c CONCENTRIC DIVERSIFICATION
- 4.2.2.3 A 2 b HORIZONTALLY INTEGRATED DIVERSIFICATION
- 4.2.2.3 A 2 a VERTICALLY INTEGRATED DIVERSIFICATION
- 4.2.2.3 A 2 EXPANSION THROUGH DIVERSIFICATION
- Strategic Management Chapter 4
- 4.2.2.3 A 1 Expansion through INTENSIFICATION
- 4.2.2.2 Major Reasons for Growth Strategy
- 4.2.2.1 Characteristics of Growth Strategy
- 4.2.2 GROWTH-EXPANSION STRATEGY
- 4.2.1.2 Major Reasons For Stability Strategy
- 4.2.1.1 Characteristics of Stability Strategy
- 4.2.1 STABILITY STRATEGY
- 4.2 TYPOLOGIES OF STRATEGIES
- Strategic Management Chapter 3
- 3.7.Stage 5 Strategic Evaluation and Control
- 3.7.Stage 4 Implementation of Strategy
- 3.7.Stage 3 Formulating Strategy
- 3.7.Stage 2 Environmental and Organizational Analysis
- 3.7.Stage 1 Strategic VISION MISSION and OBJECTIVES
- 3.7 Stages In Strategic Management
- 3.6 Strategic Management Model
- 3.5.3 Goals and Objectives
- 3.5.2 MISSION
- 3.5.1 VISION
- 3.4 Strategic Intent
- 3.3 Strategic Decision Making
- 3.2 Strategic Planning
- 3.1 Introduction
- 2.11.1 Why do Companies Go Global
- 2.11 GLOBALIZATION
- 2.10 Different Level Of Strategies
- 2.9 TOWS Matrix
- 2.8 SWOT Analysis
- 2.7.4 General Electric Matrix [Stop-Light Strategy model]
- 2.7.3 ADL Matrix
- 2.7.2 Ansoff's Product Market Growth Matrix.m4a
- 2.7.1.1 BCG Matrix - Post Identification Strategies.m4a
- 2.7.1 Boston Consulting Group (BCG) Growth-Share Matrix.m4a
- 2.7.0 Product Life Cycle
- 2.7.0 Experience Curve.m4a
- 2.7.0 SBUs.m4a
- 2.7 Portfolio Analysis.m4a
- 2.6.2 What is VALUE CREATION.m4a
- 2.6.1 Sustainability of Competitive advantage.m4a
- 2.6 COMPETITIVE ADVANTAGE Part 2.m4a
- 2.6 COMPETITIVE ADVANTAGE Part 1.m4a
- 2.5.4 SUSTAINABLE CORE COMPETENCIES.m4a
- 2.5.3 VALUE CHAIN ANALYSIS For developing Core Competency.m4a
- 2.5.2 How to build Core Competencies
- 2.5.1 How to identify and develop a Core Competency.m4a
- 2.5 CORE COMPETENCIES.m4a
- 2.4.7 Prospects and Financial Attractiveness of Industry.m4a
- 2.4.6 KEY SUCCESS FACTORS for Competitive Success.m4a
- 2.4.5 Likely Strategic Move of Rivals
- 2.4.4 Identifying the Strongest or Weakest Companies i.e. strategic group mapping.m4a
- 2.4.3 Triggers of change.m4a
- 2.4.2 Nature and Strength of Competition.m4a
- 2.4.1 Dominant Economic Features of the Industry.m4a
- 2.4 Methods of Industry and Competitive Analysis.m4a
- 2.3.1 Issues to consider for STRATEGIC ANALYSIS.m4a
- 2.3 Strategic Analysis.m4a
- 2.2 Competitive Landscape.m4a
- Competitive Strategy
- Governmental Agencies And Departments
- Medical Organizations
- Educational Institutions
- SM in Government and Not for Profit Organizations
- Limitations of Strategic Management
- Importance of Strategic Management
- Strategic Management
- Strategy is partly proactive and partly reactive
- Strategy not an Substitute
- Concept of Strategy
- Concept of Management
- Business Policy