|Author :||Jae K. Shim, Ph.D., CPA|
|CPE Credits :||11.0|
|IRS Credits :||0|
|Passing Score :||70%|
|Course Type:||NASBA QAS - Text - NASBA Registry|
|Primary Subject-Field Of Study:||
Business Management & Organization - Business Management & Organization for Course Id 1354
Strategic Management introduces, explains, and analyzes the activities needed to develop, select, implement, and evaluate a firm’s competitive strategy. This management accounting course focuses on both the content of a firm’s strategy and the process by which this strategy is developed and executed. This course is designed to illustrate development, formulation, implementation, and evaluation of business strategy. Emphasis is placed on the need for awareness of, and accommodation to, changes in an organization's internal and external environments. Generic types of business strategies and techniques for analyzing strategies are also covered.
|Usage Rank :||0|
|Experience Level :||Overview|
|Additional Contents :||Complete, no additional material needed.|
|Additional Links :|
|Advance Preparation :||None.|
|Delivery Method :||QAS Self Study|
|Intended Participants :||Anyone needing Continuing Professional Education (CPE).|
|Revision Date :||27-Oct-2019|
|NASBA Course Declaration :||Participants must complete the final examination within one year of purchase and with a minimum passing grade of 70% or better to receive CPE credit unless otherwise noted on the Course History page (i.e. California Ethics must score 90% or better). After logging in click on the Course History links on your My Courses page for the Begin date and Expire date for the Final Exam.|
|Approved Audience :||
NASBA QAS - Text - NASBA Registry - 1354
|Keywords :||Business Management & Organization, Strategic, Management, Concepts, Tools, v08, cpe, cpa, online course|
|Learning Objectives :||
2. Identify the elements of an organizationís guiding philosophy, mission, and strategic vision.
3. Recognize the reason for objectives and organizational policies.
4. Identify the elements of the strategic management process.
2. Identify different analysis techniques used to evaluate a companyís competitive environment.
3. Recognize the major components involved in environmental analysis.
2. Recognize barriers to entry and competitive forces within an industry.
3. Identify how complementors affect an industry, and recognize the major elements of the key success factors (KSF) in an industry.
4. Recognize the concept of the industry life cycle and the stages within an industry life cycle.
2. Identify the elements of the VRINE framework for identifying competitive advantage.
3. Identify the usefulness of a SWOT analysis.
4. Recognize cost driver analysis.
5. Recognize value chain activities and key core competencies.
2. Recognize the life cycle approach to strategy evaluation and selection.
3. Recognize the profit impact of market strategy (PIMS) approach to strategy evaluation and selection.
2. Recognize the concept of Management by Objective (MBO).
3. Identify components used in Total Quality Management (TQM).
2. Recognize the attributes of discovery-driven planning.
3. Identify the role of critical success factors in corporate performance measures.
4. Recognize how weighted factor method is useful for measuring and rewarding performance of different SBUs.
5. Recognize the value and purpose of the Balanced Scorecard.
2. Recognize the advantages of strategies companies may pursue in global industries.
3. Identify tools to evaluate competitiveness.
4. Recognize the attributes of the CAGE framework that are used to help select foreign locations.
|Course Contents :||
Chapter 1: Strategic Management: An Overview
Defining Strategic Management
The Strategic Management Process
Defining the Organizationís Guiding Philosophy
Developing Organizational Policies from the Guiding Philosophies
Defining the Organizationís Purpose
Defining the Organizationís Mission
Mission and Management
Mission and Stakeholders
Changing the Mission
Uniting for a Mission
Strategic Vision vs. Mission
Establishing Organizational Objectives
Selecting a Strategy
Identifying a Strategy
Hierarchy of Strategy
Strategic Business Units
Strategy and Corporate Social Responsibility
CSR Best Practice
Strategy and Ethics: Passing the Test of Moral Scrutiny
Chapter 1 Review Questions
Chapter 2: Environmental Analysis
Defining the External Environment--PESTEL Analysis
Scanning and Forecasting
Environmental Forecasting Methods
Chapter 2 Review Questions
Chapter 3: Industry and Competitor Analysis
Porter Five Forces Model
Industrial Attractiveness and Industry Life Cycle
Key Success Factors (KSFs)
Product Life Cycle
Chapter 3 Review Questions
Chapter 4: Internal Appraisal
Responsibility for Performing an Internal Appraisal
Areas Covered by Internal appraisal
Research and Development Capability
Condition of Facilities and Equipment
Past and Current Objectives and Strategies
Resources and Capabilities
Resource and Capability Audits
The VRINE Criteria
Strategy and Internal Structure
Strategy and Internal Culture
Establishing Long-Range Objectives
Mix of Organizational Objectives
Value Chain Analysis
Cost Drivers Analysis
Core Competencies Analysis
Chapter 4 Review Questions
Chapter 5: Strategic Formulation
Corporate Strategy Alternatives
Stable Growth Strategies
Business (Competitive) Strategy Alternatives
Chapter 5 Review Questions
Chapter 6: Strategic Choices
Business Portfolio Matrices
Boston Consulting Group's Growth-Share Matrix
GEís Planning Grid
Precautions and Assumptions in the Use of the Growth-Share Matrix and Planning Grid
Competitive Strategy Formulation
Profit Impact of Market Strategy (PIMS) analysis
Nine Basic PIMS Proposition on Business Strategy
Chapter 6 Review Questions
Chapter 7: Strategic Implementation Issues
Designing Organizational Structures
Monitor and Control
A Cost Strategy
A Quality Strategy
A Speed Strategy
A Flexibility Strategy
Management by Objectives (MBO)
Total Quality Management (TQM) Concept
Management of Change
Chapter 7 Review Questions
Chapter 8: Strategic Evaluation and Control
Evaluation and Control in Strategic Management
Measures of Corporate Performance
Economic Value Added (EVA)
Evaluation of Top Management
Measures of Divisional and Functional Performance
Investment Decisions under ROI and RI
Control and Business Unit Strategy
Strategic Information Systems
Problems in Measuring Performance
Guidelines for Proper Control
Strategic Incentive Management
A Guide to Performance Measurement and Non-Financial Indicators
The Need for a Range of Performance Measures
Who Does the Analysis?
Financial vs. Non-Financial
The Case for Non-Financial Performance Indicators
Manufacturing and Production Indicators
Sales and Marketing Indicators
Research and Development Indicators
Chapter 8 Review Questions
Chapter 9: Crafting Global Strategy
Reasons for Rising Internationalization of Business
International Strategic Choices
Determining the Company's Preparedness for International Operations
Considering the Mode of Entry
Choice of Entry Mode
Configurations of International Operations
Generic International Strategies
Organizational Structure and International Operations
Evaluating and Managing Interdependence
Managing the Corporate-Subsidiary Relationship
The Role of National Factors in Global Strategy
The CAGE Framework to Choose Foreign Countries
Chapter 9 Review Questions