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 |