Episode Synopsis "2.5.3 VALUE CHAIN ANALYSIS For developing Core Competency.m4a"

2.5.3 VALUE CHAIN ANALYSIS For developing Core Competency.m4a

Listen "2.5.3 VALUE CHAIN ANALYSIS For developing Core Competency.m4a"

More 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