PPT-PART 2: STRATEGIC ACTIONS: STRATEGY FORMULATION

PART 2 STRATEGIC ACTIONS STRATEGY FORMULATION CHAPTER 6 CORPORATELEVEL STRATEGY THE STRATEGIC MANAGEMENT PROCESS KNOWLEDGE OBJECTIVES KNOWLEDGE OBJECTIVES GENERAL ELECTRIC THE QUINTESSENTIAL DIVERSIFIED FIRM GE competes in 16. STRATEGY FORMULATION. CHAPTER 9. COOPERATIVE STRATEGY. THE STRATEGIC MANAGEMENT PROCESS. . . . . KNOWLEDGE OBJECTIVES. . . KNOWLEDGE OBJECTIVES. THE RENAULT-NISSAN ALLIANCE: COLLABORATING TO SUCCEED. STRATEGY FORMULATION. CHAPTER 5. COMPETITIVE RIVALRY AND COMPETITIVE DYNAMICS. THE STRATEGIC MANAGEMENT PROCESS. . . . . KNOWLEDGE OBJECTIVES. . . KNOWLEDGE OBJECTIVES. DISRUPTIVE INNOVATION: WINNING RIVALRY BATTLES AGAINST COMPETITORS. Insurer Strategic Management. Strategic Management Process. Strategy formulation – creating a plan. Strategy implementation – putting plan into action. Strategy evaluation – monitoring the results. Optimization methods help us find solutions to problems where we seek to find the best of something.. This lecture is about how we formulate the problem mathematically.. In this lecture we make the assumption that we have choices and that we can attach numerical values to the ‘goodness’ of each alternative.. Summary of lecture. Introduction. Whose responsibility is it. Why it matters. Definitions . Business mission. Strategic Objectives. What is Strategy?. Formulating Strategy. Primary Determinants of Strategy. CHAPTER 6. CORPORATE-LEVEL STRATEGY. THE STRATEGIC MANAGEMENT PROCESS. . . . . KNOWLEDGE OBJECTIVES. . . KNOWLEDGE OBJECTIVES. GENERAL ELECTRIC: THE QUINTESSENTIAL DIVERSIFIED FIRM. ■. and Strategic Choice. Chapter 8. Learning Objectives. Identify a variety of functional . strategies that . can be used to achieve . organizational goals . and objectives. Understand . what activities and . STRATEGY FORMULATION. CHAPTER 8. INTERNATIONAL STRATEGY. THE STRATEGIC MANAGEMENT PROCESS. . . . . KNOWLEDGE OBJECTIVES. . . KNOWLEDGE OBJECTIVES. INTERNATIONAL STRATEGY: CRITICAL TO STARBUCKS’ FUTURE SUCCESS. STRATEGY IMPLEMENTATION. CHAPTER 12. STRATEGIC LEADERSHIP. THE STRATEGIC MANAGEMENT PROCESS. . . . . KNOWLEDGE OBJECTIVES. . . KNOWLEDGE OBJECTIVES. SUCCESSION AT HP: CAN THE NEW CEO SAVE THE COMPANY’S SOUL?. STRATEGY IMPLEMENTATION. CHAPTER 12. STRATEGIC LEADERSHIP. THE STRATEGIC MANAGEMENT PROCESS. . . . . KNOWLEDGE OBJECTIVES. . . KNOWLEDGE OBJECTIVES. SUCCESSION AT HP: CAN THE NEW CEO SAVE THE COMPANY’S SOUL?. STRATEGY IMPLEMENTATION. CHAPTER 11. ORGANIZATIONAL STRUCTURE AND CONTROLS. THE STRATEGIC MANAGEMENT PROCESS. . . . . KNOWLEDGE OBJECTIVES. . . KNOWLEDGE OBJECTIVES. ANOTHER ONE BITES THE DUST: BORDERS DECLARES BANKRUPTCY. :. Formulation and Regulatory Challenges. Shilpa Raut, Ph.D.. Research Scientist – Formulation . Nutrilite Health Institute (Amway). Pharmaceutics and Novel Drug Delivery Systems Conference 2016. NUTRACEUTICAL. : Competitive Strategy. Steps of Strategic Management Process. Ch. 4 & 5. Ch. 6, 7, & 8. Ch. 9 & 10. Ch. 11. What is . the goal?. Where will we play. How will we win in chosen markets?. What capabilities must be in place to win?. PART 2: STRATEGIC ACTIONS: STRATEGY FORMULATION CHAPTER 9 COOPERATIVE STRATEGY THE STRATEGIC MANAGEMENT PROCESS KNOWLEDGE OBJECTIVES KNOWLEDGE OBJECTIVES THE RENAULT-NISSAN ALLIANCE: COLLABORATING TO SUCCEED ■ The 1999 French-based Renault