strategic management
Table of Contents
1.0 Introduction
2.0 Strategic Analysis
2.1 The Strategic Management Process
2.2 Stages of the Strategic Management Process and Contribution to Strategic Management Process
2.3 Definition of Strategic Analysis and Component
2.4 Techniques for Analyzing the External Environment
2.5 Techniques for Analyzing the Internal Environment
2.6 Roles of SWOT Analysis in Strategic Analysis
3.0 Strategy Formulation, Evaluation and Choice
3.1 Strategy Formulation stage and Contribution to Three-stage Strategic Management Process
3.2 Key Differences between Business Strategy and Corporate Strategy
3.3 Implications of Differences for Strategy Formulation
3.4 Key Differences between the Market Positioning and Resource-Based Strategy
3.5 Strengths and Weaknesses of Porter’s Generic Strategies
3.6 Resource-Based Approach Implications for Business strategy
3.7 Industry Lifecycle and Market Turbulence Implications for Business Strategy
3.8 Corporate Level Strategy Decisions
3.9 Relevant Growth Strategies to Qatar Airways
3.10 Advantages and Disadvantages of Related and Unrelated Diversification
3.11 Important Strategies to Qatar Airways
3.12 Portfolio Analysis
3.13 Aspects of International Strategy that are Relevant to Qatar Airways
3.14 International Strategies that are Appropriate
3.15 Market Penetration Strategies that are Appropriate
3.16 Evaluation Technique of Best Strategy to Adopt
4.0 Strategy Implementation
4.1 Resourcing of Strategy
4.2 Suitability of Current Organizational Culture
4.3 Suitability of Current Organizational Structure
4.4 Organizational Processes
4.5 Requirement of Strategic Control Systems to Implement new Strategy
4.11 Importance of Stakeholders
5.0 Conclusion
6.0 References
1.0 Introduction
The strategic management paper which is presented here comprises of a number of parts. In the first part of the
1.0 Introduction
2.0 Strategic Analysis
2.1 The Strategic Management Process
2.2 Stages of the Strategic Management Process and Contribution to Strategic Management Process
2.3 Definition of Strategic Analysis and Component
2.4 Techniques for Analyzing the External Environment
2.5 Techniques for Analyzing the Internal Environment
2.6 Roles of SWOT Analysis in Strategic Analysis
3.0 Strategy Formulation, Evaluation and Choice
3.1 Strategy Formulation stage and Contribution to Three-stage Strategic Management Process
3.2 Key Differences between Business Strategy and Corporate Strategy
3.3 Implications of Differences for Strategy Formulation
3.4 Key Differences between the Market Positioning and Resource-Based Strategy
3.5 Strengths and Weaknesses of Porter’s Generic Strategies
3.6 Resource-Based Approach Implications for Business strategy
3.7 Industry Lifecycle and Market Turbulence Implications for Business Strategy
3.8 Corporate Level Strategy Decisions
3.9 Relevant Growth Strategies to Qatar Airways
3.10 Advantages and Disadvantages of Related and Unrelated Diversification
3.11 Important Strategies to Qatar Airways
3.12 Portfolio Analysis
3.13 Aspects of International Strategy that are Relevant to Qatar Airways
3.14 International Strategies that are Appropriate
3.15 Market Penetration Strategies that are Appropriate
3.16 Evaluation Technique of Best Strategy to Adopt
4.0 Strategy Implementation
4.1 Resourcing of Strategy
4.2 Suitability of Current Organizational Culture
4.3 Suitability of Current Organizational Structure
4.4 Organizational Processes
4.5 Requirement of Strategic Control Systems to Implement new Strategy
4.11 Importance of Stakeholders
5.0 Conclusion
6.0 References
1.0 Introduction
The strategic management paper which is presented here comprises of a number of parts. In the first part of the
References: Airline Trends.com – Qatar Airways, 2013: available at: http://www.airlinetrends.com/2012/05/25/innovative-airlines-2012-qatar-airways/ accessed on 21-4-2013 Businessweek.com – Qatar Airways Company Profile, 2013: available at: http://investing.businessweek.com/research/stocks/private/snapshot.asp?privcapId=7828461 accessed on 21-4-2013 Blaxill, Mark & Eckardt, Ralph, 2008 "The Invisible Edge: Taking your Strategy to the Next Level Using Intellectual property Hamel, G Hamel, G. & Prahalad, C.K. 1994Competing for the Future, Harvard Business School Press, Boston, Hamel, G Gronroos, C. 1994. “From marketing mix to relationship marketing: towards a paradigm shift in marketing”, Management Decision, Vol. 32, No. 2, pp 4–32,