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1. Strategic Management

1.1. Business Mission and Vision

  • Business Mission – What is Our Business?
  • Business Vision – What Do We Want to Become?
  • Benefits of Vision and Mission
  • Characteristics of a Mission Statement
  • The Process of Developing Vision and Mission Statements

1.2. Business Objectives and Strategies

  • Business Objectives
  • Strategies

1.3. Strategic Management Essentials

  • What is Strategic Management?
  • Strategic Management Benefits
  • Basic Model of Strategic Management
  • Maturity Phase in Strategic Management
  • Challenges in Strategic Management
  • Guideline to Effective Strategic Management

2. External Environment

2.1. Business External Environment Components

  • What is External Environment in Strategy?
  • Why Does External Environment Matter?
  • The 2 Components of External Environment
  • Component 1: Macro-Environment (General Environment)
  • Component 2: Micro-Environment (Industry Environment)

2.2. Macro Environment Forces (Fully Explained)

  • Force 1: Environmental Force
  • Force 2: Social Force
  • Force 3: Political Force
  • Force 4: Economic Force
  • Force 5: Technological Force
  • Force 6: Legal Force

2.3. Industry Environment Analysis

  • Understand Industry Competitive Forces
  • The 5 Competitive Forces Model in Brief
  • Industry Life Cycle Affects Nature and Strength of Forces
  • Strategic Types of Firms Competing in an Industry
  • Strategic Groups of Firms Competing in an Industry

2.4. Industry Competitive Forces Theory

  • Force 1: Rivalry among Existing Firms
  • Force 2: Threat of New Entrants
  • Force 3: Threat of Substitute Products or Services
  • Force 4: Bargaining Power of Buyers
  • Force 5: Bargaining Power of Suppliers

2.5. Legal and Ethical Competitive Intelligence

  • What is Competitor Analysis?
  • Why is Competitive Intelligence Important?
  • What is Competitive Intelligence?
  • What Makes a Successful CI Program?
  • Misconceptions about CI and CI Programs
  • Legal and Ethical Competitive Intelligence Practices
  • Competitive Intelligence, Spying, or Corporate Espionage?

2.6. External Strategic Factors Analysis

  • Identifying External Strategic Factors
  • External Strategic Factors Analysis Process
  • Process Step 1: Scanning
  • Process Step 2: Forecasting
  • Process Step 3: Assessing
  • Industrial Organization (I/O) View

3. Internal Organization

3.1. Business Internal Environment Analysis

  • The Analysis of Internal Environment
  • Internal Strategic Factors
  • Internal Environment Scanning Process
  • The Challenge of Analyzing Internal Environment
  • Resource-Based View (RBV)
  • Beyond RBV: Other Views on Internal Organization

3.2. Business Internal Environment Factors

  • Resources
  • Capabilities
  • Core and Distinctive Competencies

3.3. Organizational Capabilities

  • Organizational Structures
  • Organizational Culture
  • Management

3.4. Functional Resources and Capabilities

  • Strategic Marketing
  • Strategic Finances
  • Strategic Research and Development
  • Strategic Production/Operations
  • Strategic Human Resource
  • Strategic Information Systems and Technology

3.5. Business Value Chain Theory

  • What is a Value Chain?
  • Value Chain Analysis (VCA)
  • Industry Value Chain
  • Corporate Value Chain
  • Elements of the Value Chain
  • From Value Chain to Supply Chain

3.6. Competitive Advantage Key Concepts

  • Competitive Advantage & Creating Value
  • Building Blocks of Competitive Advantage
  • Competitive Advantage Sustainability
  • Process to Gain Competitive Advantages

3.7. Competitive Advantage Generic Blocks

  • Block 1: Increasing Efficiency
  • Block 2: Quality as Excellence and Reliability
  • Block 3: Increasing Innovation
  • Block 4: Achieving Superior Customer Responsiveness

4. Business Strategy

4.1. Business Strategy Formulation

  • What is Strategy Formulation?
  • Review Organization Mission during Strategy Formulation
  • Process to Identify and Evaluate Strategies
  • Formulation Tool 1: SWOT Analysis
  • Formulation Tool 2: TWOS Matrix
  • Formulation Tool 3: SPACE Matrix

4.2. Business Level Strategy

  • What is a Business-Level Strategy?
  • The Purpose of a Business-Level Strategy
  • How to Create a Business-Level Strategy
  • Customers: The Foundation of Business-Level Strategies

4.3. Competitive Positioning by Industry Stages

  • Strategies in Fragmented and Growing Industries
  • Strategies in Mature Industries
  • Strategies in Declining Industries

4.4. Business-Level Competitive Strategies

  • The Nature of Business-Level Competitive Strategies
  • Variations of Competitive Business-Level Strategies

4.5. Cost Leadership Strategy

  • What is the Cost Leadership Strategy?
  • Cost Leadership also Requires Differentiation
  • Advantages and Disadvantages of Cost Leadership
  • Cost Leadership Strategy in Five Force Model
  • Risks of the Cost Leadership Strategy
  • What Firms Need for Cost Leadership Strategy

4.6. Differentiation Strategy

  • Concept of Differentiation Strategy
  • Differentiation also Requires Cost Control
  • Advantages and Disadvantages of Differentiation
  • Differentiation Strategy in Five Force Model
  • Risks of the Differentiation Strategy
  • What Firms Need for Differentiation Strategy

4.7. Focus Strategy

  • Concept of Focus Strategies
  • Two Types of Focus Strategies
  • Advantages and Disadvantages of Focused Strategies
  • Risks of Focus Strategies

4.8. Integrated Best Cost Strategy

  • Concept of Integrated Best-Cost Strategy
  • Stuck in the Middle
  • What Firms Need for Integrated Best-Cost Strategy

4.9. Strategic Competitive Moves

  • Strategic Timing Moves
  • Strategic Market Location – Offensive Tactics
  • Strategic Market Location – Defensive Tactics

4.10. Business-Level Cooperative Strategies

  • Concept of Business-Level Cooperative Strategy
  • Types of Business-Level Cooperative Strategies
  • Managing Cooperative Strategies

5. Corporate Strategy

5.1. Corporate Level Strategy

  • What is a Corporate-Level Strategy?
  • Corporate Strategy in Value Creation
  • Corporate Strategy vs. Business Strategy
  • The 3 Key Issues in Corporate Strategy
  • Key Issue 1: Directional Strategy
  • Key Issue 2: Portfolio Analysis
  • Key Issue 3: Corporate Parenting

5.2. Corporate Directional Strategies

  • Directional Type 1: Growth Strategies
  • Directional Type 2: Stability Strategies
  • Directional Type 3: Retrenchment Strategies
  • Directional Type 4: Restructure Strategies
  • Directional Type 5: Exit Strategies

5.3. Vertical Integration Growth Strategies

  • Concentration Growth – Vertical Integration Strategy
  • Advantages of Vertical Integration
  • Disadvantages of Vertical Integration
  • Vertical Integration vs. Vertical Disintegration
  • Vertical Integration vs. Outsourcing
  • Types of Vertical Integration

5.4. Horizontal Integration Growth Strategies

  • Concentration Growth – Horizontal Integration Strategy
  • Benefits of Horizontal Integration
  • Limitations of Horizontal Integration

5.5. Basic Concepts of Diversification Strategies

  • The Nature of Diversification Strategies
  • Levels of Diversification
  • Types of Diversification Strategies
  • Resources and Diversification

5.6. Value in Diversification Strategies

  • Value-Creating Diversification
  • Value-Neutral Diversification
  • Value-Reducing Diversification

5.7. Creating Value with Diversification

  • Creating Value with Related Diversification
  • Creating Value with Unrelated Diversification

5.8. Strategic Alliance Strategy

  • What is Strategic Alliance?
  • Reasons Firms Develop Strategic Alliances
  • Market Types in Strategic Alliances
  • Types of Strategic Alliances
  • Form of Major Strategic Alliances
  • Strategic Alliance Advance Landscape

5.9. Merger and Acquisition Strategy

  • The Nature of Mergers and Acquisitions Strategy
  • Reasons for Merger and Acquisitions
  • Effective Acquisitions

5.10. Obstacles to Successful Acquisitions

  • Problem 1: Integration Difficulties
  • Problem 2: Inadequate Evaluation of Target
  • Problem 3: Large or Extraordinary Debt
  • Problem 4: Inability to Achieve Synergy
  • Problem 5: Too Much Diversification
  • Problem 6: Managers Overly Focused on Acquisitions
  • Problem 7: Too Large

5.11. Corporate Portfolio Analysis Techniques

  • Technique 1: BCG Growth-Share Matrix
  • Technique 2: The Internal-External (IE) Matrix
  • Technique 3: GE Business Screen
  • Technique 4: The Grand Strategy Matrix
  • Technique 5: The QSPM

6. Strategy Implementation

6.1. Strategy Implementation Essentials

  • What is Strategy Implementation?
  • Who Implements Strategy?
  • Divisional/Functional Objectives
  • Developing Programs, Budgets, and Procedures
  • Achieving Synergy for Better Strategy Implementation
  • Managing Conflict in Establishing Objectives
  • Resource Allocation in Strategy Implementation

6.2. Functional Strategy Implementation

  • Production/Operations
  • Human Resource
  • Marketing
  • Finance/Accounting
  • Research and Development (R&D)
  • Management Information System (MIS)

6.3. Organizational Structure in Strategy Implementation

  • Essentials of Organizational Structure
  • Organizational Structure in Strategy
  • Related Concepts to Organizational Structure

6.4. Building Blocks of Organizational Structure

  • Components of Organizational Structure
  • Vertical Differentiation in Organizational Structure
  • Horizontal Differentiation in Organizational Structure
  • Integration in Organizational Structure

6.5. Fundamental Forms of Organizational Structure

  • Simple Structure
  • Functional Structure

6.6. Divisional Structure of Organization

  • What is a Divisional (Multidivisional) Structure?
  • Divisional–Corporate Authority Relationship
  • 4 Types of Divisional Structure
  • Advantages of a Divisional Structure
  • Disadvantages of a Divisional Structure

6.7. Modern Forms of Organizational Structure

  • Strategic Business Unit (SBU) Structure
  • Matrix Structure
  • Network Structure (Virtual Organization)
  • Cellular (Modular) Structure

6.8. Staffing in Strategy Implementation

  • What is Organizational Staffing?
  • Key Concepts in Organizational Staffing

6.9. Leadership in Strategic Implementation

  • What is Strategic Leadership?
  • Leading in Strategy Implementation
  • Who is Responsible for Strategic Leadership?
  • Skills of Strategic Leaders
  • Transformational Leadership

6.10. Keys to Strategic Leadership

  • Key 1: Determining Strategic Direction
  • Key 2: Effectively Managing the Firm’s Resource Portfolio
  • Key 3: Emphasizing Ethical Practices
  • Key 4: Establishing Balanced Organizational Controls

6.11. Organizing Top Leadership

  • Top Management Team
  • Executive Succession
  • Selecting Leaders from Labor Markets
  • Relative Power of CEO and Top Management Team

6.12. Organizational Culture in Strategy Implementation

  • Organizational Culture in Supporting Strategies
  • Key Concepts in Managing Strategy-Culture Relationship

6.13. Strategy Implementation Programs

  • Program 1: Business Process Reengineering
  • Program 2: Six Sigma
  • Program 3: Total Quality Management
  • Program 4: Management by Objectives

7. Strategy Evaluation

7.1. Strategy Evaluation and Control

  • Evaluation and Control in Strategic Management
  • The Process of Strategy Evaluation and Control
  • Characteristics of an Effective Evaluation System
  • A Strategy Evaluation and Control Framework
  • Contingency Plan in Strategy Evaluation and Control

7.2. Nature of Organizational Controls

  • Organizational Controls
  • Strategic Controls (Output Controls)
  • Financial Controls
  • Behavioral Controls
  • Clan Controls

7.3. Strategy Performance Measurement

  • Measuring Strategy Performance
  • Measures Performance of Corporate-Level Strategy
  • Measure Performance of Divisions and Functions
  • Evaluation of Top Management
  • Strategic Incentive Management
  • Problems in Measuring Performance
  • Guidelines for Proper Control