Curriculum
- 10 Sections
- 333 Lessons
- 10 Weeks
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- Introduction to Strategic Management27
- 1.11- Definition and Importance of Strategic Management
- 1.2Definition of Strategic Management
- 1.3Importance of Strategic Management:
- 1.42- Evolution of Strategic Management
- 1.5Early Concepts of Strategic Planning
- 1.6Modern Approaches to Strategic Management
- 1.7Shift towards Strategic Management
- 1.8Current Trends and Future Directions
- 1.93- Strategic Management Process
- 1.10Environmental Analysis
- 1.11Strategy Formulation
- 1.12Strategy Implementation
- 1.13Strategy Evaluation
- 1.14Importance of the Strategic Management Process
- 1.154- Levels of Strategy (Corporate, Business, Functional)
- 1.16Corporate Level Strategy
- 1.17Business Level Strategy
- 1.18Functional Level Strategy
- 1.19Importance of Aligning Strategies
- 1.205- Role of Strategic Management in Organizational Success
- 1.21Anticipation and Adaptation
- 1.22Capitalizing on Opportunities
- 1.23Risk Mitigation
- 1.24Efficient Resource Allocation
- 1.25Achieving Competitive Advantage
- 1.26Case Studies
- 1.27Rest
- External Analysis53
- 2.11- Industry Analysis
- 2.2Market Size and Growth
- 2.3Key Players and Market Share
- 2.4Competitive Analysis
- 2.5Regulatory Environment
- 2.6Technological Trends
- 2.7Supply Chain Analysis
- 2.8Consumer Behavior and Preferences
- 2.9Economic Factors
- 2.102- Porter’s Five Forces Framework
- 2.11Threat of New Entrants
- 2.12Bargaining Power of Buyers
- 2.13Bargaining Power of Suppliers
- 2.14Threat of Substitute Products or Services
- 2.15Rivalry Among Existing Competitors
- 2.163- Industry Life Cycle
- 2.17Introduction Stage
- 2.18Growth Stage
- 2.19Maturity Stage
- 2.20Decline Stage
- 2.214- Competitive Analysis
- 2.22Identifying Competitors
- 2.23Evaluating Strengths and Weaknesses
- 2.24Analyzing Strategies
- 2.25Market Share and Positioning
- 2.26Capabilities and Resources
- 2.27SWOT Analysis
- 2.285- Competitor Identification and Analysis
- 2.29Direct and Indirect Competitors
- 2.30Thorough Analysis
- 2.31SWOT Analysis
- 2.32Continuous Monitoring
- 2.336- Competitive Advantage
- 2.34Unique Strengths and Capabilities
- 2.35Cost Leadership
- 2.36Differentiation
- 2.37Focus Strategies
- 2.38Sustainable Competitive Advantage
- 2.39Dynamic Nature
- 2.407- Environmental Scanning
- 2.41Monitoring the External Environment
- 2.42Opportunities and Threats
- 2.43Factors Considered
- 2.44Continuous Process
- 2.458- PESTEL Analysis
- 2.46Political Factors
- 2.47Economic Factors
- 2.48Social Factors
- 2.49Technological Factors
- 2.50Environmental Factors
- 2.51Legal Factors
- 2.52Rest
- 2.53Case Studies
- Internal Analysis27
- 3.11- Resource-Based View (RBV)
- 3.2Valuable Resources
- 3.3Rare Resources
- 3.4Inimitable Resources
- 3.5Non-Substitutable Resources
- 3.6Tangible Resources
- 3.72- Core Competencies and Capabilities
- 3.8Core Competencies
- 3.9Capabilities
- 3.10Significance and Relationship
- 3.113- Value Chain Analysis
- 3.12Framework Overview
- 3.13Primary Activities
- 3.14Support Activities
- 3.15Analysis and Insights
- 3.164- SWOT Analysis Revisited: Internal Factors
- 3.17Framework Overview
- 3.18Internal Strengths
- 3.19Internal Weaknesses
- 3.20Analysis and Insights
- 3.215- Organizational Culture and Strategic Capabilities
- 3.22Organizational Culture
- 3.23Strategic Capabilities
- 3.24Relationship between Organizational Culture and Strategic Capabilities
- 3.25Implications for Strategic Management
- 3.26Rest
- 3.27Case Studies
- How to Use SWOT Analysis12
- 4.1Introduction to SWOT Analysis
- 4.2Understanding Internal Factors (Strengths and Weaknesses)
- 4.3Identifying External Factors (Opportunities and Threats)
- 4.4Conducting a SWOT Analysis
- 4.5Strategic Planning and Decision Making
- 4.6SWOT Analysis Applications and Best Practices
- 4.7SWOT Analysis Tools and Software
- 4.8Integration with Other Strategic Management Tools
- 4.9Evaluating and Monitoring SWOT Analysis Results
- 4.10Final Project and Assessment
- 4.11Rest
- 4.12Case Studies
- How to Use PESTEL Analysis10
- Corporate-Level Strategy36
- 6.11- Corporate-Level Strategy
- 6.2Determining Business Portfolio
- 6.3Resource Allocation
- 6.4Synergy Management
- 6.5Diversification
- 6.6Overall Value Maximization
- 6.72- Corporate Strategy Formulation
- 6.8Environmental Analysis
- 6.9Internal Assessment
- 6.10Stakeholder Analysis
- 6.11Goal Setting
- 6.12Identifying Strategic Alternatives
- 6.13Evaluation and Selection
- 6.14Implementation Planning
- 6.15Monitoring and Review
- 6.163- Types of Corporate Strategies
- 6.17Growth Strategy
- 6.18Stability Strategy
- 6.19Retrenchment Strategy
- 6.204- Diversification Strategies
- 6.21Related Diversification
- 6.22Unrelated Diversification
- 6.235- Mergers and Acquisitions
- 6.24Mergers
- 6.25Acquisitions
- 6.26Purpose and Benefits
- 6.27Challenges and Risks
- 6.286- Strategic Alliances and Partnerships
- 6.29Joint Ventures
- 6.30Licensing Agreements:
- 6.31Strategic Alliances
- 6.32Distribution Partnerships
- 6.33Benefits and Advantages:
- 6.34Challenges and Considerations
- 6.35Case Studies
- 6.36Rest
- Business-Level Strategy41
- 7.11- Business-Level Strategy
- 7.2Definition
- 7.3Competitive Advantage
- 7.4Market Positioning
- 7.5Value Creation
- 7.6Sustainable Growth and Profitability
- 7.7Flexibility and Adaptability
- 7.82- Competitive Strategy
- 7.9Definition
- 7.10Competitor Analysis
- 7.11Customer Needs and Preferences
- 7.12Differentiation
- 7.13Pricing Strategy
- 7.14Product Development
- 7.15Marketing and Distribution
- 7.16Continuous Improvement and Adaptation
- 7.173- Generic Competitive Strategies
- 7.18Cost Leadership
- 7.19Differentiation
- 7.20Focus
- 7.214- Blue Ocean Strategy
- 7.22Definition
- 7.23Red Oceans vs. Blue Oceans
- 7.24Innovation and Value Creation
- 7.25ERRC Framework
- 7.26Value Innovation
- 7.275- Competitive Dynamics
- 7.28Nature of Competitive Dynamics
- 7.29Competitive Actions
- 7.30Competitive Reactions
- 7.31Strategic Implications
- 7.326- Strategic Positioning
- 7.33Customer Segmentation
- 7.34Differentiation
- 7.35Value Proposition
- 7.36Competitive Analysis
- 7.37Brand Identity
- 7.38Sustainable Competitive Advantage
- 7.39Adaptability and Flexibility
- 7.40Rest
- 7.41Case Studies
- Functional-Level Strategy41
- 8.11- Functional-Level Strategy
- 8.2Definition
- 8.3Alignment with Business Strategy
- 8.4Resource Allocation
- 8.5Capabilities Development
- 8.6Performance Measurement and Evaluation
- 8.7Coordination and Collaboration
- 8.8Adaptation and Flexibility
- 8.92- Functional Strategies and Integration with Business Strategy
- 8.10Development within Departments
- 8.11Alignment with Business Strategy
- 8.12Coherence and Synergy
- 8.13Maximizing Resources
- 8.14Cross-Functional Collaboration
- 8.15Flexibility and Adaptability
- 8.16Measurement and Evaluation
- 8.173- Marketing Strategy
- 8.18Identifying Target Markets
- 8.19Understanding Customer Needs and Preferences
- 8.20Developing Plans to Promote and Sell
- 8.21Market Research
- 8.22Product Development
- 8.23Pricing
- 8.24Distribution
- 8.25Promotion
- 8.264- Human Resource Strategy
- 8.27Recruitment Module
- 8.28Training and Development Module
- 8.29Performance Management Module
- 8.30Compensation and Benefits Module
- 8.31Employee Relations Module
- 8.325- Financial Strategy
- 8.33Budgeting
- 8.34Capital Investment
- 8.35Financing
- 8.36Risk Management
- 8.37Financial Reporting
- 8.38Maximizing Return on Investment
- 8.39Maintaining Financial Stability and Sustainability
- 8.40Cae Studies
- 8.41Rest
- Strategy Implementation46
- 9.11- Strategy Implementation Process
- 9.2Goal Setting Module
- 9.3Task Definition Module
- 9.4Resource Allocation Module
- 9.5Timeline Establishment Module
- 9.6Responsibility Assignment Module
- 9.7Communication and Coordination Module
- 9.8Monitoring and Evaluation Module
- 9.92- Organizational Structure and Design
- 9.10Hierarchy Module
- 9.11Division of Tasks Module
- 9.12Authority Distribution Module
- 9.13Information Flow Module
- 9.14Alignment with Strategy Module
- 9.15Flexibility and Adaptability Module
- 9.16Culture and Values Integration Module
- 9.17Continuous Improvement Module
- 9.183- Strategic Leadership
- 9.19Vision Communication Module
- 9.20Motivation and Inspiration Module
- 9.21Guidance and Support Module
- 9.22Decision-making and Problem-solving Module
- 9.23Culture Cultivation Module
- 9.24Change Management Module
- 9.25Performance Management Module
- 9.26External Stakeholder Engagement Module
- 9.274- Resource Allocation
- 9.28Strategic Priority Assessment Module
- 9.29Resource Availability Assessment Module
- 9.30Prioritization Module
- 9.31Budgeting Module
- 9.32Resource Allocation Decision-making Module
- 9.33Monitoring and Control Module
- 9.34Flexibility and Adaptability Module
- 9.35Performance Evaluation Module
- 9.365- Balanced Scorecard and Performance Measurement
- 9.37Objective Setting Module
- 9.38Metric Selection Module
- 9.39Measurement and Data Collection Module
- 9.40Performance Analysis Module
- 9.41Feedback and Communication Module
- 9.42Alignment and Integration Module
- 9.43Continuous Improvement Module
- 9.44Strategy Execution Review Module
- 9.45Case Studies
- 9.46Rest
- Strategy Evaluation and Control40
- 10.11- Strategy Review and Evaluation
- 10.2Objective Assessment Module
- 10.3Performance Measurement Module
- 10.4Identification of Deviations Module
- 10.5Challenges and Opportunities Module
- 10.6Stakeholder Feedback Module
- 10.7SWOT Analysis Module
- 10.8Strategy Alignment Module
- 10.9Decision-making and Adjustment Module
- 10.102- Balanced Scorecard Revisited
- 10.11Performance Analysis Module
- 10.12KPI Assessment Module
- 10.13Variance Analysis Module
- 10.14Trend Analysis Module
- 10.15Benchmarking Module
- 10.16Strategic Alignment Module
- 10.17Action Planning Module
- 10.18Communication and Reporting Module
- 10.193- Key Performance Indicators (KPIs)
- 10.20Strategic Alignment Module
- 10.21KPI Selection Module
- 10.22Measurement Definition Module
- 10.23SMART Criteria Module
- 10.24Data Collection and Analysis Module
- 10.25Performance Monitoring Module
- 10.26Feedback and Communication Module
- 10.27Continuous Improvement Module
- 10.284- Strategic Control Systems
- 10.29Standard Setting Module
- 10.30Measurement and Monitoring Module
- 10.31Variance Analysis Module
- 10.32Performance Reviews Module
- 10.33Management by Exception Module
- 10.34Budgetary Controls Module
- 10.35Feedback and Communication Module
- 10.36Continuous Improvement Module
- 10.37Case Studies
- 10.38Rest
- 10.39Exam
- 10.40Contact Form
Current Trends and Future Directions
- Digital Transformation: In the digital age, organizations are increasingly leveraging technology to drive innovation, streamline operations, and enhance customer experiences. Digital transformation has become a key focus area for strategic management, requiring organizations to adapt their strategies to the digital landscape.
- Sustainability and Corporate Social Responsibility (CSR): There is growing recognition of the importance of sustainability and CSR in strategic management. Organizations are integrating environmental, social, and governance (ESG) considerations into their strategies to create long-term value while addressing societal and environmental challenges.
- Agile and Lean Approaches: Agile and lean methodologies, originally developed in the context of software development and manufacturing, are being applied to strategic management. These approaches emphasize iterative, adaptive, and customer-centric strategies that enable organizations to respond quickly to changing market conditions.