tailieunhanh - Ebook Strategic management - Concepts and cases (16th edition): Part 2

(BQ) Part 2 book "Strategic management - Concepts and cases" has contents: Strategy generation and selection, strategy implementation, strategy implementation, strategy implementation. | Source: © motorlka/fotolia 8 246 Strategy Generation and Selection leArning obJeCtiveS After studying this chapter, you should be able to do the following: 8-1. Describe the strategy analysis and choice process. 8-2. Diagram and explain the three-stage strategy-formulation analytical framework. 8-3. Diagram and explain the Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix. 8-4. Diagram and explain the Strategic Position and Action Evaluation (SPACE) Matrix. 8-5. Diagram and explain the Boston Consulting Group (BCG) Matrix. 8-6. Diagram and explain the Internal-External (IE) Matrix. 8-7. Diagram and explain the Grand Strategy Matrix. 8-8. Diagram and explain the Quantitative Strategic Planning Matrix (QSPM). 8-9. Discuss the role of organizational culture in strategic analysis and choice. 8-10. Identify and discuss important political considerations in strategy analysis and choice. 8-11. Discuss the role of a board of directors (governance) in strategic planning. ASSUrAnCe oF leArning exerCiSeS The following exercises are found at the end of this chapter: exerCiSe 8A exerCiSe 8b exerCiSe 8C exerCiSe 8d exerCiSe 8e exerCiSe 8F exerCiSe 8g exerCiSe 8h exerCiSe 8i exerCiSe 8J exerCiSe 8K Should Unilever Penetrate Southeast Asia Further? Perform a SWOT Analysis for Unilever’s Global Operations Prepare a BCG Matrix for Unilever Develop a SWOT Matrix for Nestlé . Develop a SPACE Matrix for Nestlé . Develop a BCG Matrix for Nestlé . Develop a QSPM for Nestlé . Develop a SPACE Matrix for Unilever Develop a BCG Matrix for Your College or University Develop a QSPM for a Company That You Are Familiar With Formulate Individual Strategies 247 248 Strategic ManageMent S trategy analysis and choice largely involve making subjective decisions based on objective information. This chapter introduces important concepts that can help strategists generate feasible alternatives, evaluate those alternatives, and choose a specific course of

• Kinh tế học
• Strategic management
• Strategy generation
• Strategy implementation
• Strategy implementation
• Strategy implementation
• Strategic research
• Ebook Strategic management for travel and tourism
• Strategic management for travel and tourism
• Strategic choices
• Strategic implementation
• Analysis in strategic management
• Strategic alliances in the airline industry
• Lecture Strategic management
• Strategic leadership
• Analyzing strategic management cases
• Knowledge management
• Competitive advantages
• Strategic management trade offs
• Bài giảng Quản trị chiến lược
• Key terms
• Strategic thinking development progress
• Comprehensive framework
• Stages of strategic management
• Strategic actions
• Strategic competitiveness
• Strategic management process
• Sustained competitive advantage
• Internal environment analysis
• Human capital moderate the relationship
• Strategic thinking and strategic human resource management
• Human capital to enhance strategic HRM
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• Lecture Management the new competitive landscape
• Management the new competitive landscape
• Technology strategy
• Strategic management model
• Cooperative strategy
• Strategic alliances
• Managerial labor markets
• Implementing strategy
• Strategic control
• Corporate governance
• Effective strategic leadership
• Ethical culture
• Learning organization
• Venture creation
• Corporate entrepreneurship
• Lecture Management
• The importance of strategic management
• The strategic management process
• Types of organizational strategies
• Explain why strategic management is important
• Internet strategies
• Competitor analysis
• External environmental analysis
• Business level strategy
• Competitive advantage
• Competitive dynamics
• Competitive rivalry
• Corporate level strategy
• Corporate strategy
• Restructuring strategies
• Effective acquisitions
• International strategy
• International strategy lifecycle
• Managerial Ccontrol
• Organizational structure
• Functional structure
• Internal corporate venturing
• Strategic market management
• Lecture Strategic market management
• Quản lý thị trường chiến lược
• Strategic analysis
• Strategic groups