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Course Details

Strategic Management: Concepts and Tools - v11 (Course Id 1354)

QAS / Registry
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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
Technical Designation: NonTechnical
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 : 16000
Release : 2021
Version : 1.0
Prerequisites : None.
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, v11, cpe, cpa, online course
Learning Objectives :

Chapter 1
Strategic Management: An Overview

After studying this chapter, you will be able to:
    1. Recognize the characteristics of a powerful corporate strategy.
    2. Identify the elements of an organizations 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
Environmental Analysis

After studying this chapter, you will be able to:
    1. Recognize the elements of a companys macroenvironment.
    2. Identify different analysis techniques used to evaluate a companys competitive environment.
    3. Recognize the major components involved in environmental analysis.

Chapter 3
Industry and Competitor Analysis

After studying this chapter, you will be able to:
    1. Recognize how a company uses the five forces model of competition.
    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
Internal Appraisal

After studying this chapter, you will be able to:
    1. Recognize the relationship between resources and capabilities (or competencies) in the fundamental building blocks of a firms strategy.
    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
Strategic Formulation

After studying this chapter, you will be able to:
    1. Distinguish between different corporate, business, and functional strategies. 2. Recognize generic competitive strategies - overall cost leadership, differentiation, and focus strategies - and their appropriateness for different situations. 3. Recognize the value of strategic alliances in maintaining a competitive position.

Chapter 6
Strategic Choices

After studying this chapter, you will be able to:
    1. Recognize strategic elements described in the BCGs growth-share matrix, including cash cows, dogs, question marks, and stars as they are used in the growth-share matrix.
    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
Strategic Implementation Issues

After studying this chapter, you will be able to:
    1. Recognize ways to achieve various types of synergy and how it can be used to achieve a competitive advantage.
    2. Recognize the concept of Management by Objective (MBO).
    3. Identify components used in Total Quality Management (TQM).

Chapter 8
Strategic Evaluation and Control

After studying this chapter, you will be able to:
    1. Recognize the value of benchmarking.
    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
Crafting Global Strategy

After studying this chapter, you will be able to:
    1. Identify reasons for the rising internationalization of business.
    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 Organizations Guiding Philosophy

Developing Organizational Policies from the Guiding Philosophies

Defining the Organizations Purpose

Defining the Organizations 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

GEs 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


Discovery-Driven Planning

Strategic Information Systems

Problems in Measuring Performance

Short-Term Orientation

Goal Displacement

Behavior Substitution


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


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