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| Author : | Jae K. Shim, Ph.D., CPA |
| Course Length : | Pages: 100 ||| Review Questions: 65 ||| Final Exam Questions: 55 |
| CPE Credits : | 11.0 |
| IRS Credits : | 0 |
| Price : | $97.95 |
| 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 |
| Description : | 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 |
| Release : | 2021 |
| Version : | 1.0 |
| Prerequisites : | None. |
| Experience Level : | Overview |
| Additional Contents : | Complete, no additional material needed. |
| Additional Links : |
Strategic Management
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| 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, v11, cpe, cpa, online course |
| Learning Objectives : |
Chapter 1
2. Identify the elements of an organization’s guiding philosophy, mission, and strategic vision. 3. Recognize the reason for objectives and organizational policies. 4. Identify the elements of the strategic management process. Chapter 2
2. Identify different analysis techniques used to evaluate a company’s competitive environment. 3. Recognize the major components involved in environmental analysis. Chapter 3
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. Chapter 4
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. Chapter 5
Chapter 6
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. Chapter 7
2. Recognize the concept of Management by Objective (MBO). 3. Identify components used in Total Quality Management (TQM). Chapter 8
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. Chapter 9
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 Learning Objectives Defining Strategic Management The Strategic Management Process Strategic Planning Defining the Organization’s Guiding Philosophy Developing Organizational Policies from the Guiding Philosophies Defining the Organization’s Purpose Defining the Organization’s 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 Learning Objectives Environmental Analysis Defining the External Environment--PESTEL Analysis Scanning and Forecasting Environmental Forecasting Methods Scenario Planning Chapter 2 Review Questions Chapter 3: Industry and Competitor Analysis Learning Objectives Porter Five Forces Model Industrial Attractiveness and Industry Life Cycle Key Success Factors (KSFs) Competitor Analysis Product Life Cycle Competitive Positioning Assessing Competitors Chapter 3 Review Questions Chapter 4: Internal Appraisal Learning Objectives Responsibility for Performing an Internal Appraisal Areas Covered by Internal appraisal Financial Position Product/Service Position Product/Service Quality Marketing Capability Research and Development Capability Organizational Structure Human Resources 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 SWOT Analysis 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 Learning Objectives Corporate Strategy Alternatives Stable Growth Strategies Growth Strategies Harvesting Strategies Defensive Strategies Combination Strategies Business (Competitive) Strategy Alternatives Chapter 5 Review Questions Chapter 6: Strategic Choices Learning Objectives Strategic Fit Business Portfolio Matrices Boston Consulting Group's Growth-Share Matrix GE’s Planning Grid Precautions and Assumptions in the Use of the Growth-Share Matrix and Planning Grid Competitive Strategy Formulation Life-Cycle Approach Profit Impact of Market Strategy (PIMS) analysis Nine Basic PIMS Proposition on Business Strategy Chapter 6 Review Questions Chapter 7: Strategic Implementation Issues Learning Objectives Designing Organizational Structures Implementation Framework Achieving Synergy Monitor and Control Operations Strategy 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 Learning Objectives Evaluation and Control in Strategic Management Measuring Performance Measures of Corporate Performance Value-Added Measures Shareholder Value Economic Value Added (EVA) Evaluation of Top Management Management Audits Measures of Divisional and Functional Performance Investment Decisions under ROI and RI Control and Business Unit Strategy Responsibility Centers Benchmarking Discovery-Driven Planning Strategic Information Systems Problems in Measuring Performance Short-Term Orientation Goal Displacement Behavior Substitution Sub-Optimization 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 People Indicators Research and Development Indicators Environment Indicators Balanced Scorecard Chapter 8 Review Questions Chapter 9: Crafting Global Strategy Learning Objectives Reasons for Rising Internationalization of Business Global Industries 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 Glossary |
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