Episode Synopsis "2.7.4 General Electric Matrix [Stop-Light Strategy model]"

2.7.4 General Electric Matrix [Stop-Light Strategy model]

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• 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