Sm Revision
* Chapter 1 (introducing strategy)
* summarize the strategy of an organization in a strategy statement * identify key issues for an organization’s strategy according to the exploring strategy model * distinguish between corporate, business operational strategies * understand how different people contribute to strategy at work * Appreciate the contributions of different academic disciplines and theoretical lenses to practical strategy analysis
Focus: * how to analyse an organization’s position in the external environment * how to analyse the determinants of strategic capability resources, competences and the linkages between them * how to understand an organisation’s purposes, taking into account corporate governance, stakeholder expectations and business ethics * how to address the role of history and culture in determining an organisations position
* Chapter 2 (the environment)
-analyze the broad macro-environment of organization in terms of PESTEL * identify key drivers in this macro environment and use these key drivers to construct alternative scenarios with regard to environmental change * use porter’s five forces analysis in order to define the attractiveness of industries and sectors and to identify their potential for change * identify successful strategic groups, valuable market segments and attractive ‘blue oceans’ within industries * use these various concepts and techniques in order to recognize threats and opportunities in the marketplace
* Chapter 3 (strategic capabilities)
* identify what comprises strategic capabilities in terms of organizational resources and competences and how these relate to the strategies of organizations * analyse how strategic capabilities might provide competitive advantage on the basis of their VRIN * diagnose strategic capabilities by means of benchmarking, value chain analysis, activity
* summarize the strategy of an organization in a strategy statement * identify key issues for an organization’s strategy according to the exploring strategy model * distinguish between corporate, business operational strategies * understand how different people contribute to strategy at work * Appreciate the contributions of different academic disciplines and theoretical lenses to practical strategy analysis
Focus: * how to analyse an organization’s position in the external environment * how to analyse the determinants of strategic capability resources, competences and the linkages between them * how to understand an organisation’s purposes, taking into account corporate governance, stakeholder expectations and business ethics * how to address the role of history and culture in determining an organisations position
* Chapter 2 (the environment)
-analyze the broad macro-environment of organization in terms of PESTEL * identify key drivers in this macro environment and use these key drivers to construct alternative scenarios with regard to environmental change * use porter’s five forces analysis in order to define the attractiveness of industries and sectors and to identify their potential for change * identify successful strategic groups, valuable market segments and attractive ‘blue oceans’ within industries * use these various concepts and techniques in order to recognize threats and opportunities in the marketplace
* Chapter 3 (strategic capabilities)
* identify what comprises strategic capabilities in terms of organizational resources and competences and how these relate to the strategies of organizations * analyse how strategic capabilities might provide competitive advantage on the basis of their VRIN * diagnose strategic capabilities by means of benchmarking, value chain analysis, activity