SCDL Keywords- Strategic Management-SM

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	Strategic Management
sl no	unit 1:- introduction to strategic management	page no.
1	evolution of strategic management	2
2	Importance of strategic management	5
3	Apollo tyres	7
4	renovision	10
5	changing business scenario	10
6	industrial revolution	10
7	James Watts	10
8	Mass production	10
9	world war II	10
10	by the end of 20th century	11
11	E-commerce	11
12	WTO	11
13	Present scenario	11
14	survival of the fittest	11
15	role of manager	11
16	technical skills	12
17	conceptual skills	12
18	human skills	12
19	design skills	12
20	work life balance	12
21	interpersonal roles	12
22	information al role	13
23	decision role	13
24	Nicholas piramal limited	13
	unit 2:-understanding strategy
1	Alfred Chandler	20
2	William Glueck	20
3	strategic business units	23
4	functional level strategies	23
5	corporate level	23
6	SBU level	23
7	levels of strategy	24
8	operational level	24
9	issues in strategic decision making	26
10	Maruti Udyod limited	27
11	strategists and their role in strategic management	37
12	role of board of Directors	37
13	Role of chief executive officers	37
14	role of entrepreneur	37
15	role of senior management	38
16	role of SBU-level executive	38
17	role of corporate planning staff	38
18	role of consultant	38
19	role of middle level managers	38
	unit 3:-definitions of strategic management
1	Glueck	44
2	Hofer	44
3	Ansoff	44
4	Sharplin	44
5	Harrison and St.John	44
6	strategic planning process	46
7	clarifying the mission of the corporation	46
8	surveying the environments	46
9	external and internal	46
10	internal appraisal of the firm	47
11	general strategic alternative, evaluate and select	47
12	setting the corporate objective	47
13	formulate the corporate objective	47
14	implement,monitoring,feedback and control of the strategy	47
15	company vision and mission	48
16	core ideology	48
17	core values, core purpose	48
18	Jerry Porras and James Collin	48
19	envisioned future	50
20	target	50
21	common enemy	50
22	role model	50
23	internal transformation	50
24	BHAG-	51
25	benefits of vision	52
26	characteristics of mission statement	53
27	key elements in developing a mission statement	53
28	history of the organisation	53
29	organizations distinctive competencies	53
30	organizations environment	53
31	elements of the mission statement	53
32	characterizes of mission statement	53
33	market focus	53
34	achievable	54
35	motivational	54
36	specific	54
37	clear	54
38	distinctive	54
39	indicate major components of strategic objective	54
40	achievement of the policies	54
41	functions of mission statement	54
42	need for a written mission statement	55
43	contents of mission statement	55
44	company product or service	55
45	markets	55
46	technology	55
47	philosophy	55
48	public mage	55
49	corporate values	55
50	strategic intent	58
51	C k Prahlad and Gary Hamel	58
52	stretch,Leverage,Fit	61
53	goals and objectives	62
54	role of objectives	62
55	characteristic of objectives	63
56	factors to be considered	63
57	specificity	63
58	multiplicity	63
59	periodicity	63
60	verifiability	63
61	environment	63
62	reality	63
63	critical success factors	64
64	policies	64
65	procedures	65
66	rules	65
67	programs	65
68	budgets	66
	unit 4:-environmental appraisal and SWOT
1	concept of environment	70
2	customers take charge	71
3	competition intensified	71
4	change becomes constant	71
5	global environment	71
6	relevant environment	71
7	immediate environment	71
8	internal environment	71
9	external and internal environment	72
10	opportunity threat	72
11	strength	72
12	weakness	73
13	environmental scanning	73
14	events	73
15	trends	73
16	issues	73
17	expectations	73
18	sources of information for environmental scanning	74
19	important sources of information	74
20	secondary sources of information	74
21	sources internal to the company	74
22	methods and techniques for environmental scanning	74
23	single variable exploration, multivariable interaction analysis	74
24	structured/unstructured expert/inpert opinion	74
25	dynamic modes and mapping	74
26	scenario writing,simulation,morphological analysis, game theory, cross-impact analysis, analogies and other forecasting techniques	74
27	external environment	75
28	marketing environment	75
29	financial environment	75
30	demographic environment	75
31	economic environment	75
32	political legal environment	76
33	social cultural environment	76
34	supplier and technological environment	76
35	international and global environment	76
36	SWOT analysis of financial services company	77
37	organisation al appraisal	78
38	competencies	79
39	C K Pahalad and Gary Hamel	79
40	core competence	79
41	organizational capability	80
42	factors leading to financial capability	80
43	source of funds	80
44	usage of funds	80
45	management of funds	80
46	factors leading to marketing capability	81
47	factors leading to operation al capability	81
48	factors leading to personnel capability	81
49	factors leading to information management capability	81
50	Arvind Mills	81
51	environmental appraisal	82
52	value chain analysis	82
53	quantitative analysis	82
54	Qualitative analysis	82
55	comparative analysis	82
56	comprehensive analysis	82
57	factors affecting environmental appraisal	82
58	strategist- related factors	82
59	organization -related factors	82
60	environment related factors	82
61	structuring environmental appraisal	82
	unit 5:-Corporate level strategies-I
1	grand strategies	90
2	Tata steel	90
3	dimensions of business definition	93
4	stability strategies	93
5	maintain strategies no change strategy	94
6	small exploration strategy-pause/proceed with caution strategy	94
7	consolidation /better profit strategies	94
8	expansion strategy	94
9	expansion strategies can be undertaken	95
10	expansion through concentration	95
11	expansion through integration	97
12	expansion through diversification	97
13	expansion through cooperation	98
14	types of integration	98
15	vertical integration	98
16	horizontal integration	98
17	diversification strategies	99
18	concentric diversification	99
19	conglomerate diversification	99
20	Boddingtons Group	99
21	Coke	100
22	Mc Donald's	101
23	mergers	103
24	issues in mergers	103
25	strategic issues	103
26	financial issues	103
27	managerial issues	103
28	legal issues	103
29	joint venture strategies	103
30	Nicholas Piramal	104
31	strategic alliances	105
32	managing strategic alliances	105
33	types of international strategies	106
34	stop ford and Wells's international structure model	106
35	Tata motors	107
	unit 6:- corporate level strategies-II
1	organizational models	118
2	multinational	118
3	international	118
4	global	118
5	corporate example	119
6	ways t enter global market	119
7	entry modes	119
8	export entry modes	119
9	direct export/indirect export, contractual entry modes: licensing/franchising	119
10	investment entry modes	119
11	joint venture/independent ventures/wholly owned subsidiaries	119
12	retrenchment strategies	119
13	non recoverable situation	119
14	temporary viability	119
15	IBM	120
16	L & T	120
17	turn around strategies	120
18	divestment or liquidation	120
19	Ispat Mexicana-Imexa	121
20	General Electric	121
21	divestment strategies	122
22	divestiture or cutback	122
23	costs to the corporation	123
24	costs to the unit	123
25	depressed exit price	123
26	making it happen	123
27	identifying candidates for divestiture	123
28	corporation's overall portfolio	124
29	structure the deal and communicate the decision	124
30	creation and destruction	124
31	combination strategies	124
32	dimension of grand strategies	125
33	internal/external dimension	125
34	related/unrelated dimension	125
35	horizontal/vertical dimension	125
36	active /passive dimension	125
37	business level strategies	125
38	Michael Porter	125
39	cost leadership	125
40	differentiation	126
41	focus	127
42	other business strategies	128
43	strategies for a market leader	128
44	expanding the total market	128
45	by getting new users	128
46	by new uses	128
47	by more usage	128
48	defending market share	128
49	position defense	128
50	flank defense	128
51	preemptive defense	128
52	counter offensive defense	128
53	mobile defense	128
54	contraction defense	129
55	strategies for market follower	129
56	counterfeiter	129
57	cloner	129
58	imitator	129
59	adapter	129
60	strategies for market challenger	129
61	attack strategies	129
62	frontal attack	129
63	flank attack	129
64	encirclement attack	129
65	bypass attack	129
66	guerilla attack	129
67	strategies for a niche marketer	129
	unit 7:-tools for strategic analysis and choice-I
1	strategic decision making under certainty	138
2	residual uncertainty	138
3	levels of decision making	138
4	clear enough future	138
5	alternate future	138
6	range of future	139
7	true ambiguity	139
8	clear enough future	139
9	Casio	139
10	alternate future	140
11	range of future	140
12	true ambiguity	140
13	strategic postures	141
14	shapers	141
15	adapters	141
16	reserve the right to pay	141
17	strategic portfolio of actions	141
18	big bets	141
19	options	141
20	no regrets moves	141
21	maruti Suzuki	142
22	Mckinsey 7 -s framework	142
23	super ordinate goals	144
24	structure	144
25	company structure	144
26	major functions of structure	144
27	systems	145
28	style	146
29	actions of top management	146
30	reporting relation ships	146
31	culture of the company	146
32	staff	147
33	skills	147
34	Acme	148
35	ICICI Lombard	149
36	creating new market space	153
37	W Chan Kim and Renee Mauborgne	153
38	looking across substitutes	153
39	looking across strategic group within industries	154
40	looking across chain of buyers	154
41	looking across complementary product and service offerings	154
42	looking across function al or emotion al appeal to buyers	155
43	looking across time	155
44	regenerating large companies	155
45	the emerging theory of manufacturing	156
46	Petre Drucker	156
47	Statistical quality control-SQC	156
48	modern manufacturing accounting methods	156
49	traditional cost accounting-limitation s	156
50	Flotilla	157
51	Tata group	157
52	system approach	158
53	comparative study of four concepts	158
54	corporate parenting analysis	159
55	parenting opportunities and parenting characteristic	159
56	group of business	160
57	Heartland business	160
58	Edge of Heartland business	160
59	Ballast business	160
60	Alien Territory business	160
61	Value trap Businesses	160
62	Parenting fit Matrix	160
63	Heartland business	160
64	Edge of Heartland business	161
65	Ballast business	161
66	Alien Territory business	162
67	Value trap Businesses	162
68	Arvind Mils group	163
69	Michael porter's model for industry analysis	164
70	competition	164
71	return in an industry	165
72	competitive forces	165
73	Threat of entry	165
74	barriers to entry	165
75	rivalry among current competitors	166
76	numerous or equally balanced competitors	167
77	slow industry growth	167
78	high fixed or storage costs	167
79	lack of differentiation or switching costs	168
80	capacity augmented in large increments	168
81	diverse competitors	168
82	high strategic stakes	168
83	high exit barriers	169
84	threat of substitutes	169
85	bargaining power f buyers	169
86	bargaining power of suppliers	170
87	structural analysis and competitive strategic analysis	170
88	M & M	170
	unit 8:-tools for strategic analysis and choice-II
1	strategy formulation	178
2	Boston Consulting Group-BCG Approach	178
3	need for segregation	178
4	stars	179
5	cash cows	180
6	question marks	180
7	dogs	180
8	cash an important aspect	181
9	the product portfolio	181
10	cash flow of the product	181
11	star of the portfolio	182
12	anatomy of cash cow	183
13	portfolio concept	184
14	advantage	185
15	sustainable competitive advantage	185
16	growth	185
17	criticism	186
18	GAP analysis	186
19	General Electric model	187
20	investment strategy	188
21	Industry attractiveness	188
22	introduction to portfolio analysis	189
23	corporate	189
24	SBU	189
25	product line	189
26	multifactor portfolio matrix	190
27	Tata groupBharathi enterprise	190
28	market attractiveness	191
29	competitive strength	191
30	superposition of BCG matrix on GE matrix	193
31	Directional policy matrix	194
32	leader domain	195
33	try harder domain	195
34	growth domain	195
35	double or quit domain	195
36	proceed with care domain	196
37	cash generator domain	196
38	phased withdrawal domain	196
39	divestment domain	196
40	comparison	196
41	profit impact of market strategy model-PIMs	197
42	quality ,capital intensity, market evolution	197
43	some important linkages	198
44	quality of the product and services	198
45	market share	199
46	high investment	199
47	cash flow position	199
48	vertical integration	199
49	return on investment	199
50	Australian quality council	199
51	Hong Kong awards for industry	199
52	Japan quality award	200
53	Malaysia's prime ministers quality award	200
54	Philippines quality award	200
55	Singapore quality award	200
56	srilanka's national quality award	200
57	Thailand quality award	200
58	ROI	200
59	high ROI companies have the following characteristics	200
60	use of PIMS	201
61	PIMS is a general management tool	201
62	problems using PIMs	201
63	limitations of PIMs	201
64	game theory	203
65	LOSE-Lose	203
66	WIN-WIN	203
67	Delphi method	204
68	Historical background	204
69	basics	204
70	advantages	205
71	process of Delphi method	205
72	issues to be considered	206
73	other models	206
74	Product life cycle-PLC	207
75	stages	208
76	introduction	208
77	growth	208
78	maturity	208
79	decline	208
80	strategic position and action evaluation -SPACE	209
81	axes of SPACE	209
82	internal dimension	209
83	external dimension s	209
84	internal strategic position	209
85	external strategic position	209
86	financial strength-FS	209
87	environmental stability-ES	209
88	competitive advantage-CA	209
89	industry strength-IS	209
90	SPACE matrix	210
91	Characterize your industry	210
92	Analysis of your enterprise position	212
93	Invest	212
94	grow	212
95	harvest	212
96	divest	212
97	enterprise curve analysis	213
	unit 9:-implementation strategy
1	strategy implementation	221
2	strategies,plans,programmes,projects,budgets,policeis procedures rules regulations	221
3	decision making	221
4	characteristics of decisions	222
5	familiarity	222
6	ambiguity	222
7	complexity	222
8	irreversibility	222
9	significance	222
10	accountability	222
11	time	222
12	three decision contexts	222
13	certainty	222
14	risk	222
15	uncertainty	222
16	role of rationality in decision making	223
17	bounded rationality	223
18	subjective rationality	223
19	relative risk aversion	223
20	nature of strategic decision making	224
21	approaches to strategic decision making	224
22	objective setting	224
23	maximization	224
24	satisfying	224
25	instrumentalism	224
26	rationality in decision making	225
27	creativity	225
28	variability	225
29	person related factors	225
30	individual versus group	225
31	types of decisions	225
32	conventional decision making	225
33	programmed decisions	226
34	non-programmed decisions	226
35	tactical decisions	226
36	operational decisions	226
37	risk analysis	226
38	decision trees	226
39	preference theory	227
40	steps in problem solving and decision making	227
41	identify and diagnose the problem	227
42	indicators of the problem	227
43	diagnosis	227
44	develop alternate solution	228
45	evaluate alternate solution	228
46	choose an alternate solution	228
47	implement the decision	228
48	evaluate and control	228
49	resource allocation	229
50	strategic budgeting	229
51	matrix base budgeting	229
52	plc based budgeting	229
53	capital budgeting	229
54	zero based budgeting	229
55	organisation structure	230
56	organizing process	230
57	steps in problem solving and decision making	230
58	3 factors	230
59	organization levels	231
60	organization with narrow span	231
61	organisation with wide span	231
62	levels of management or organisation	232
63	comments	232
64	board of directors	232
65	executive committee	233
66	top management	233
67	functions of top management	233
68	middle management	233
69	lower management	234
70	departmentation	234
71	basics	234
72	function or purpose	234
73	types of departmentation	235
74	departmentation by product	235
75	departmentation by process	236
76	departmentation by customer	237
77	departmentation by geography	238
78	mixed departmentation	239
79	entrepreneurial structure	240
80	line and staff organisation	240
81	matrix organisation	241
82	strategic business units	242
83	why business models matter	243
84	telling a good story	243
85	tying narrative to numbers	244
86	why business models fail	244
87	relation between strategy and business model	245
88	evolution and revolution	246
89	Larry Greiner	247
90	age of the organisation	247
91	size of the organisation	247
92	stages of evolution	247
93	stages of revolution	247
94	growth rate of industry	247
95	phases of growth	247
96	creativity	247
97	direction	247
98	delegation	248
99	coordination	248
100	collaboration	248
	unit 10:-implementing strategy-II
1	data versus information	254
2	operational level system	255
3	knowledge level system	255
4	management level system	255
5	strategic level system	255
6	control system	255
7	information system for management control	256
8	appraisal system	257
9	major issues	257
10	motivation system	258
11	development system	258
12	planning system	258
13	leadership	258
14	evaluating emotional quotient-EQ	259
15	components of emotional intelligence	259
16	self awareness	259
17	self regulation	259
18	motivation	260
19	empathy	260
20	social skills	260
21	factors affecting strategic decision making	261
22	administrative constraints	261
23	financial constraints	262
24	CEO's agenda and management approach	262
25	social responsibility of business	263
26	Johnson and Johnson	263
27	Corporate social responsibility	263
28	the invisible hand	264
29	hand of the government	264
30	hand of the management	264
31	anti free loader argument	265
32	capacity argument	265
33	enlightened self interest	265
34	ethical and discretionary responsibility	265
35	economic and legal responsibility	265
36	Bowen	266
37	Koontz and O'Donnell	266
38	doctrine of social responsibility	266
39	Peter Drucker	267
40	Abraham Maslow	267
41	Adam Smith and Milton Friedman	267
42	rationale of social responsibility	268
43	concept, nature and necessity of social responsibility	268
44	models of social responsibility	269
45	austere model	269
46	householders model	269
47	vendor's model	269
48	investment model	269
49	civic model	269
50	creative model	269
51	area of social responsibility	269
52	inner circle	269
53	intermediate circle	269
54	outer circle	269
55	types of social responsibilities of business	270
56	primary/economic goals	271
57	responsibilities towards customers	271
58	social goals	272
59	responsibilities towards society and community	272
60	Indian companies	273
61	Asian paints	273
62	BHEL	273
63	BROOKE bond	273
64	Colgate Palmolive	273
65	Escorts Ltd	273
66	ITC	273
67	SAIL	273
68	TISCO	273
69	values and ethics	274
70	managerial ethics from Indian perspective	275
71	evolution of ethics in India	275
72	KPMG	275
73	types of managerial ethics	276
74	immoral management	276
75	moral management	276
76	Amoral management	277
77	situational factors that influence ethical behavior	277
78	external factors	277
79	environmental competitiveness	277
80	environmental munificence	277
81	extreme dependency of one organisation over another	277
82	internal factors	278
83	mechanism for ethical management	278
84	top management commitment	278
85	code of ethics	278
86	ethics committee	278
87	ethics audit	278
88	ethics training	278
89	ethics hotline	279
	unit 11:-implementing strategy-III
1	functional strategy	284
2	vertical fit	284
3	horizontal fit	284
4	budgeting	285
5	capital budget	285
6	sales budget	285
7	revenue or expense budget	285
8	scope and importance of budgeting	285
9	budgeting process	286
10	drawbacks	286
11	flexibility with budget	286
12	manpower planning	287
13	planning process	288
14	human resource demand	288
15	HR supply	288
16	HR plan implementation	288
17	requisites of successful HRP	289
18	NTPC	289
19	production management policies and plans	290
20	capacity and utilization	290
21	location of facilities	291
22	processes	291
23	equipment and maintenance	291
24	sourcing	292
25	financial planning	292
26	capital structure planning	292
27	cost principle	293
28	risk principle	293
29	control principle	293
30	flexibility principle	293
31	FHL bank	294
32	cash flow planning	294
33	working capital planning	296
34	inventory planning	296
35	receivables planning	296
36	dividend planning	297
37	taxation planning	297
38	marketing plan-MP	297
39	purpose and significance	297
40	structure of marketing plan	298
41	executive summary	298
42	environmental analysis	298
43	SWOT analysis	298
44	Marketing goal s and objectives	298
45	Marketing strategy	298
46	Niche marketing	298
47	Customized marketing	298
48	Marketing mix	298
49	product price place promotion	299
50	marketing implementation	299
51	research and development planning	300
52	R and D for Products and Processes	301
53	offensive or defensive strategies	301
54	allocating R & D resources	301
55	integration of foundational policies	302
56	the knowledge creating company	302
57	Ikujiro Nonaka	302
58	knowledge creation	302
59	spiral of knowledge	303
60	tactic to tactic	303
61	explicit to explicit	303
62	tactic to explicit	303
63	explicit to tactic	303
64	metaphor to model	303
65	analogy	304
66	model	304
67	knowledge creating company	304
68	conceptual umbrella	304
69	standards	304
70	knowledge creation	304
71	knowledge retention	304
72	knowledge transfer	305
73	knowledge utilization	305
74	business strategies related to knowledge management-KM	305
75	change management	305
76	best practices	305
77	risk management	305
78	benchmarking	305
79	knowledge	305
80	roadblocks to adoption of knowledge management solutions	307
81	categorization of knowledge management approaches	307
82	management of information	307
83	management of people	307
84	mechanistic approach to knowledge management	308
85	cultural/behaviorist approaches to knowledge management	308
86	systematic approaches to knowledge management	309
87	the value of knowledge management	309
88	Infosys	310
89	supply chain management	313
90	plan source make deliver return	313
91	strategic level	313
92	tactical level	313
93	operational level	313
94	supply chain management software	314
95	goal of installing supply chain management software	315
96	customer relations management	316
97	goal of CRM	316
98	DELL	318
99	beyond connecting	319
100	mass customization	319
101	spectrum	319
102	need for speed	320
103	mass customization depends on flow of manufacturing	320
104	spontaneous supply chains	321
105	supply chain simplification	321
106	standardization	321
107	automatic spontaneous resupply	321
108	spontaneous build to order parts-BTO	321
109	how products are customized	321
110	modular customization	321
111	adjustable customization	321
112	dimensional customization	322
113	knowledge management system	322
114	outsourcing, mergers and acquisitions	323
115	reasons for outsourcing	324
116	factors influencing successful outsourcing	324
117	mergers,acquisitions,takeovers, restructuring	324
118	reasons for acquisitions	325
119	problems in achieving success	325
120	types of acquisitions	325
121	horizontal	325
122	vertical	325
123	related	325
124	restructuring	325
125	restructuring strategies	326
126	synergy	327
127	shared know-how	327
128	shared tangible resources	327
129	pooled negotiating power	327
130	coordinated strategies	327
131	vertical integration	327
132	combined busies creation	327
133	synergy biases	328
134	parenting biases	328
135	skill biases	328
136	upside biases	328
137	sizing the price	330
138	bringing downsides to light	330
	unit 12:-strategic evaluation and control
1	levels of evaluation	338
2	strategic evaluation	338
3	operational evaluation	338
4	nature of strategic evaluation	338
5	importance of strategic evaluation	339
6	participants in strategic evaluation	339
7	barriers in evaluation	339
8	requirements of effective evaluation	340
9	types of strategic controls	340
10	premise control	340
11	implementation control	340
12	strategic surveillance	341
13	emergency alert control	341
14	process of evaluation	341
15	types of operational control	342
16	measurement of performance	342
17	difficulties in measurement	342
18	timing of measurement	342
19	periodicity in measurement	342
20	analyzing variances	342
21	courses for corrective action	343
22	evaluating corporate strategy	344
23	Seymour Tiles	344
24	identifying goals	344
25	achieving	345
26	becoming	345
27	the growth fad	345
28	role of policy	345
29	need to be explicit	346
30	Bacardi	346
31	making an evaluation	346
32	critical resources	347
33	money	348
34	competence	348
35	physical facilities	348
36	achieving the right balance	348
37	why transformation efforts fail	349
38	Firestone	352