MS209 Strategic Management

Unit 1 Introduction to Strategic Management [Book]
Strategic Management, Nature		VIEW
Dimensions of Strategic Management		VIEW
Need for Strategic Management		VIEW
Strategic Management Process, Vision, Mission and Business		VIEW
Models of Strategic Management		VIEW
Mintzberg		VIEW
Ansoff		VIEW
Porter	VIEW	VIEW
Prahalad and Garry Hammel		VIEW
McKinsey’s 7’S framework: A tool to evaluate and Control an Organization		VIEW

Unit 2 Strategic Management in Global Management [Book]
Need for Globalization	VIEW	VIEW
Different types of international companies	VIEW	VIEW
Development of a Global Corporation		VIEW
	VIEW	VIEW
Complexity of Global Environment		VIEW
	VIEW	VIEW
International Culture	VIEW	VIEW
Implementing Global Strategies	VIEW	VIEW
Competitive Analysis: Competitive Analysis framework		VIEW
	VIEW	VIEW
Rivalry Analysis, Competitive dynamics, Competitive rivalry
Industry analysis:		VIEW
Formulation of Strategy		VIEW
Five competitive forces that shape strategy		VIEW
PESTLE analysis		VIEW
Competition value		VIEW
Technology lifecycle		VIEW
Industry analysis in Practice		VIEW
Strategic Management Process: Purposes of Strategic Management Process		VIEW
Steps involved in a Strategic Management Process		VIEW
Strategic Management Process
Strategy formulation	VIEW	VIEW
Constraints and Strategic choice		VIEW
Strategy implementation	VIEW	VIEW
	VIEW	VIEW
Strategic control and assessment	VIEW	VIEW
Strategic control and assessment	VIEW	VIEW

Unit 3 Formulating Corporate level Strategy [Book]
Formulating Corporate level Strategy		VIEW
Balance Scorecard: A Balance Scorecard approach		VIEW
	VIEW	VIEW
Grand Strategic: Strategic Alternatives, Growth/Expansion Strategy, Diversification Strategy, Stability,		VIEW
		VIEW
Retrenchment Strategy, Turnaround strategies		VIEW
Combination strategies		VIEW
Formulating Business level Strategy		VIEW
Porters competitive strategies	VIEW	VIEW
Competitive advantages	VIEW	VIEW
Competitive Advantages factors		VIEW
How to build or acquire Competitive Advantages:
Acquire core competence, Low cost Strategies, Differentiation strategies, Focus Strategies		VIEW

Unit 4 Analyzing Resources and capabilities [Book]
Analyzing Resources and capabilities		VIEW
		VIEW
Factor affecting the Internal Environment		VIEW
Resources and Capabilities as Sources of Profit, Resources of the firm		VIEW
Organizational capabilities		VIEW
Appraising resources and capabilities		VIEW
Putting Resources and Capability analysis to work		VIEW
Developing Resources and capabilities		VIEW
Formulating functional level Strategy:		VIEW
Putting Strategy into action		VIEW
Structural design		VIEW
Information System		VIEW
Control System	VIEW	VIEW
Human Resources		VIEW
Corporate Goals and Strategic Gap:		VIEW
Porter’s generic Strategies		VIEW
Managing internal Organization for Strategy Implementation	VIEW	VIEW
Issues in Strategy Implementation	VIEW	VIEW
Strategy-Structure relationship	VIEW	VIEW
Divisionalisation:		VIEW
Product and Geographic forms		VIEW
Diversification	VIEW	VIEW
Strategic Business Units (SBUs)		VIEW
Project organization		VIEW
Matrix organization Structure		VIEW
New design options		VIEW
Factors influencing Organization Structure		VIEW
Structure and Strategy Implementation		VIEW