Unit 1 Strategic Planning Introduction Strategic contexts and terminology An evaluation of the strategy framework Differing approaches to strategy The planning process Strategic planning summary References 1.1 1.2 1.18 1.25 1.30 1.36 1.37 Unit 2 Strategy formulation Introduction Environment auditing Assessing current market position Strategic direction The internal audit The formulation of strategy Strategy formulation – summary References 2.1 2.2 2.7 2.24 2.34 2.49 2.52 2.53 Unit 3 Strategic implementation
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in the Environment 2.3 Scenario Planning 2.4 PEST Analysis 2.5 SWOT Analysis 2.6 The General and the Competitive Environments Key Work Strategic decision making under conditions of uncertainty Key Work Strategic inflection points and their impact on strategy Tools and Techniques Writing a PEST analysis Tools and Techniques Undertaking scenario planning ➜ Main Reference Schoemaker, P.J.H. (1995). Scenario planning: a tool for strategic thinking. Sloan Management Review
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Quality as meeting standards – Actual vs Perceived quality – Concept of total quality – Design, inputs, process and output – Need for Quantity – Function of quality – Philosophy of quality – Old vs new – Quality as a problem and as a challenge – 6 sigma concept. Unit – 2 Quality Management : Fundamentals evolution and objectives – Planning for quality – Quality process – Statistical Process Control – (SPC) and acceptance sampling – Quality assurance – Total quality management. Unit – 3 Quality
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Constructing Vision with Scenario Planning Terry R. Schumacher Rose-Hulman Institute of Technology, Engineering Management Dept., Terre Haute, IN 47803 USA Abstract Strategic vision is often included as an important component of leadership. Yet there is relatively little guidance offered in the management literature on how to acquire vision. This paper describes practices that facilitate scenario planning so that it becomes a process for creating shared vision. Most of the work on scenarios addresses
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Transnational Corporations and Management Division of the United Nations Department of Economic and Social Development. UNCTAD seeks to create an enabling environment for international investment and enterprise development. Its work is carried out through intergovernmental deliberations, technical assistance activities, seminars, workshops and conferences. The term “country” as used in this study also refers, as appropriate, to territories or areas; the designations employed and the presentation
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0280-7971 ISSN: 1402-0793 Printed by: UniTryck, Linköping Distributed by: Linköpings universitet Department of Management and Economics SE-581 83 Linköping, Sweden Tel: +46 13 281000, fax: +46 13 281873 Abstract The purpose of this thesis is to describe logistics collaboration in supply chains. During the past two decades, a new trend towards integration and collaboration in supply chains has been recognised among researchers as well as among business practitioners. This philosophy is called supply
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rationale for and philosophy behind Images of Strategy are outlined. We argue that the conventional twentieth-century history of management and strategy leads us to unquestioningly assume that organizations are, for all people at all times, triangular hierarchies; that strategy is enacted by ‘the men at the top’, and that it is about longterm planning, directing, organizing and controlling. At a philosophical level, we deconstruct this history before reconstructing an alternative vision – one based
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major segment of the service sector—banks—needs accurate cost information to make strategic decisions, and how more refined accounting systems help fulfill this need. Buckeye National Bank is a hypothetical bank that has suffered falling profits despite a shift in customer base toward retail customers, which the current information system reports are more profitable than business customers. Following a step-by-step approach, you will develop the Bank’s average cost of serving a retail customer
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makers themselves as well as others, whereas ethical decisions have the opposite effect. Based on data from a study on strategic decision making by 16 effective chief executive officers (and three not-soeffective ones as contrast), I propose a model for ethical decision making in business in which reasoning (conscious processing) and intuition (subconscious processing) interact through forming, recalling, and applying moral principles necessary for long-term success in business. Following the CEOs in
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threats. Successful global marketers such as Nestle, Coca-Cola, and Honda use familiar marketing mix elements – the four Ps – to create global marketing programs. Marketing, R&D, manufacturing, and other activities comprise a firm’s value chain; The value equation (V =B/P) expresses the relationship between values and the marketing mix. Global companies also maintain strategic focus while pursuing competitive advantage. The marketing mix, value chain, competitive advantage, and focus are universal
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