Page No. 01. Syllabus 03 02. The Nature of Strategic Management 04 03. Management Accounting Business Strategy 21 04. Q & ANS : Business Environment 39 05. Q & ANS : Business Policy & Strategic Management 48 06. Q & ANS : Strategic Analysis 57 07. Q & ANS : Strategic Planning 65 08. Q & ANS : Formulation of Functional Strategy 71 09. Q & ANS : Strategy Implementation & Control 79 10. Q & ANS : Reaching Strategic Edge 85 11. Case Studies 93 12. Short Questions 99
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Page No. 01. Syllabus 03 02. The Nature of Strategic Management 04 03. Management Accounting Business Strategy 21 04. Q & ANS : Business Environment 39 05. Q & ANS : Business Policy & Strategic Management 48 06. Q & ANS : Strategic Analysis 57 07. Q & ANS : Strategic Planning 65 08. Q & ANS : Formulation of Functional Strategy 71 09. Q & ANS : Strategy Implementation & Control 79 10. Q & ANS : Reaching Strategic Edge 85 11. Case Studies 93 12. Short Questions 99
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psychographic profiling that passes for market segmentation these days is a mostly wasteful diversion from its original and true purpose – discovering customers whose behavior can be changed or whose needs are not being met. REDISCOVERING SEGMENTATION BY DANIEL YANKELOVICH AND DAVID MEER A KET T HERE ARE MANY DIFFERENT KINDS of people, and they display about as many different buying patterns. That simple truth is well understood by those responsible for market research, product development,
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Analysis – BCG Matrix. 4. Strategic Planning Meaning, stages, alternatives, strategy formulation. 5. Formulation of Functional Strategy Marketing strategy, Financial strategy, Production strategy, Logistics strategy, Human resource strategy. 6. Strategy Implementation and Control Organisational structures; Establishing strategic business units; Establishing profit centres by business, product or service, market segment or customer; Leadership and behavioural challenges. 7. Reaching Strategic
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best part of a century. What you might not know, is that Tesco is also the world’s third largest grocery retailer with operations in 12 international markets, employing over 440,000 people and serving millions of customers every week. We’re not simply about providing great quality food at affordable prices. We provide more choice than ever to more customers, whether it’s through our expanding international operations, innovative retailing services or our growing non-food offer. It doesn’t matter
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UNIT I INTRODUCTION ------------------------------------------------- Understanding Brand - What is a Brand? Brands are different from products in a way that brands are “what the consumers buy”, while products are “what concern/companies make”. Brand is an accumulation of emotional and functional associations. Brand is a promise that the product will perform as per customer’s expectations. It shapes customer’s expectations about the product. Brands usually have a trademark
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in common. First, every organisation has a set of goals or objective. An Airline’s goals might be profitability and customer service. A police department’s goals would include public safety and security coupled with cost minimization. Second, in pursuing an organisation’s goals, managers need information. The information needs of management range across various issues such as financial, production, marketing,
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Chapter 1 Mastering Strategy: Art and Science LEARNING OBJECTIVES After reading this chapter, you should be able to understand and articulate answers to the following questions: 1. What are strategic management and strategy? 2. Why does strategic management matter? 3. What elements determine firm performance? Strategic Management: A Core Concern for Apple The Opening of the Apple Store Image courtesy of Neil Bird, http://www.flickr.com/photos/nechbi/2058929337. March
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Leaving the Hive When John Replogle (MBA '93) became CEO of Burt's Bees in 2006, sales had been growing by over 30% per year over the previous four years across multiple, increasingly diversified channels of distribution in the United States and abroad. The company's brand leadership in the natural personal care category—itself growing by 15% per year over the same period—was secure, despite growing competition. Replogle's mantra was that all this momentum gave Burt's Bees a unique opportunity
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Work processes 2.5 Assessing creativity ‘wealth’ 3. Harnessing innovation: options for implementation 3.1 Innovation in the organisation 3.2 Strategic partnerships or outsourcing 3.3 Takeover of another company for their product/service 4. What can organisations do now? Bibliography 2 3 3 4 5 11 11 15 15 18 20 21 23 © The Work Foundation Registered as a charity no: 290003 First printed July 2003 All rights reserved. No part of this publication may be reproduced
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