|
|
|
|
Home >>
Business
>>
Management
|
Strategic Management |
 |
|
NATURE OF STRATEGIC MANAGEMENT:Interpretation, Strategy evaluation
|
|
KEY TERMS IN STRATEGIC MANAGEMENT:Adapting to change, Mission Statements
|
|
INTERNAL FACTORS & LONG TERM GOALS:Strategies, Annual Objectives
|
|
BENEFITS OF STRATEGIC MANAGEMENT:Non- financial Benefits, Nature of global competition
|
|
COMPREHENSIVE STRATEGIC MODEL:Mission statement, Narrow Mission:
|
|
CHARACTERISTICS OF A MISSION STATEMENT:A Declaration of Attitude
|
|
EXTERNAL ASSESSMENT:The Nature of an External Audit, Economic Forces
|
|
KEY EXTERNAL FACTORS:Economic Forces, Trends for the 2000’s USA
|
|
EXTERNAL ASSESSMENT (KEY EXTERNAL FACTORS):Political, Governmental, and Legal Forces
|
|
TECHNOLOGICAL FORCES:Technology-based issues
|
|
INDUSTRY ANALYSIS:Global challenge, The Competitive Profile Matrix (CPM)
|
|
IFE MATRIX:The Internal Factor Evaluation (IFE) Matrix, Internal Audit
|
|
FUNCTIONS OF MANAGEMENT:Planning, Organizing, Motivating, Staffing
|
|
FUNCTIONS OF MANAGEMENT:Customer Analysis, Product and Service Planning, Pricing
|
|
INTERNAL ASSESSMENT (FINANCE/ACCOUNTING):Basic Types of Financial Ratios
|
|
ANALYTICAL TOOLS:Research and Development, The functional support role
|
|
THE INTERNAL FACTOR EVALUATION (IFE) MATRIX:Explanation
|
|
TYPES OF STRATEGIES:The Nature of Long-Term Objectives, Integration Strategies
|
|
TYPES OF STRATEGIES:Horizontal Integration, Michael Porter’s Generic Strategies
|
|
TYPES OF STRATEGIES:Intensive Strategies, Market Development, Product Development
|
|
TYPES OF STRATEGIES:Diversification Strategies, Conglomerate Diversification
|
|
TYPES OF STRATEGIES:Guidelines for Divestiture, Guidelines for Liquidation
|
|
STRATEGY-FORMULATION FRAMEWORK:A Comprehensive Strategy-Formulation Framework
|
|
THREATS-OPPORTUNITIES-WEAKNESSES-STRENGTHS (TOWS) MATRIX:WT Strategies
|
|
THE STRATEGIC POSITION AND ACTION EVALUATION (SPACE) MATRIX
|
|
THE STRATEGIC POSITION AND ACTION EVALUATION (SPACE) MATRIX
|
|
BOSTON CONSULTING GROUP (BCG) MATRIX:Cash cows, Question marks
|
|
BOSTON CONSULTING GROUP (BCG) MATRIX:Steps for the development of IE matrix
|
|
GRAND STRATEGY MATRIX:RAPID MARKET GROWTH, SLOW MARKET GROWTH
|
|
GRAND STRATEGY MATRIX:Preparation of matrix, Key External Factors
|
|
THE NATURE OF STRATEGY IMPLEMENTATION:Management Perspectives, The SMART criteria
|
|
RESOURCE ALLOCATION
|
|
ORGANIZATIONAL STRUCTURE:Divisional Structure, The Matrix Structure
|
|
RESTRUCTURING:Characteristics, Results, Reengineering
|
|
PRODUCTION/OPERATIONS CONCERNS WHEN IMPLEMENTING STRATEGIES:Philosophy
|
|
MARKET SEGMENTATION:Demographic Segmentation, Behavioralistic Segmentation
|
|
MARKET SEGMENTATION:Product Decisions, Distribution (Place) Decisions, Product Positioning
|
|
FINANCE/ACCOUNTING ISSUES:DEBIT, USES OF PRO FORMA STATEMENTS
|
|
RESEARCH AND DEVELOPMENT ISSUES
|
|
STRATEGY REVIEW, EVALUATION AND CONTROL:Evaluation, The threat of new entrants
|
|
PORTER SUPPLY CHAIN MODEL:The activities of the Value Chain, Support activities
|
|
STRATEGY EVALUATION:Consistency, The process of evaluating Strategies
|
|
REVIEWING BASES OF STRATEGY:Measuring Organizational Performance
|
|
MEASURING ORGANIZATIONAL PERFORMANCE
|
|
CHARACTERISTICS OF AN EFFECTIVE EVALUATION SYSTEM:Contingency Planning
|
| |
|
Related Documents:
|
|
|
| |
