| 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 | |