| Unit 1 [Book] | ||
| Business Policy as a field of study | VIEW | |
| Objectives in knowledge, skills and attitudes | VIEW | |
| Top management Functions, Roles and Responsibilities | VIEW | VIEW |
| The concept of Strategy Meaning and Importance | VIEW | |
| Deducing Strategy and articulating a Summary statement of strategy | VIEW | |
| Strategic Intent: Vision, mission, business definition | VIEW | |
| Strategic and financial objectives | VIEW | VIEW |
| Components of Strategic formulation process | VIEW | VIEW |
| Unit 2 [Book] | |||
| Analysis of External environment | VIEW | VIEW | |
| PESTLE | VIEW | ||
| Industry analysis using Porter’s model | VIEW | VIEW | VIEW |
| Analysis of Competitive environment | VIEW | ||
| ETOP Analysis of Internal capability: | VIEW | ||
| Functional | VIEW | ||
| PLC | VIEW | ||
| Value Chain approach to Internal analysis | VIEW | ||
| Mckinsey’s 7S framework | VIEW | ||
| Resource audit | VIEW | ||
| SWOT analysis | VIEW | VIEW | |
| Relevance of Social Responsibility | VIEW | VIEW | |
| Power politics in Strategy formulation | VIEW | VIEW | |
| Unit 3 [Book] | |
| Business Strategies | VIEW |
| Corporate strategies | VIEW |
| External Vs. Internal growth options, Their conditions and Prerequisites | VIEW |
| Five Generic Competitive strategies business strategies | VIEW |
| Growth strategies: Concentration, Concentric, Horizontal, Vertical | VIEW |
| Retrenchment: Turnaround, Divestment and Liquidation strategies | VIEW |
| Modes of entering foreign markets | VIEW |
| Multi-Domestic and Global strategy | VIEW |
| Unit 4 [Book] | ||
| Strategic Choice | VIEW | |
| Concept of Portfolio balance | VIEW | |
| Display matrices: | VIEW | |
| BCG | VIEW | |
| Directional policy | VIEW | |
| GE | VIEW | VIEW |
| Factors contributing to Business Strength as well as industry attractiveness | VIEW | VIEW |