Strategic management process.

1. Setting goals and objectives

2. Analysing current situation
3. Swot analysis
4. Design plan
5. Implementation of plan
6. Strategy implement
7. Monitor environment
8. Analysis of variance
9. Adjustments according to variance

Key Strategy Concepts

1. Seek to establish a fit between business environment and strategy

2. The key concept of fit in business market revolves around providing superior value for
customers
3. Superior value means that the offering of company should differentiate from that of
competitor
4. Continous improvement should be held
5. Drive change rather than adapting it

Summary strategy concepts

1. Change in customers,channels and competitors can cause discontinutes in the evolution of

the industry or market.
2. Companies seldom impact change in market
3. Keep up with the changes in rules of market
BCG MATRIX
CASH COW-LOW MARKET GROWTH HIGH MARKET SHARE ,MATURITY
QUESTION MARK LOW MARKET SHARE HIGH MARKET GROWTH,INTRODUCTION
STAR-HIGH MARKET GROWTHHIGH MARKET SAHRE GROWTH
DOG-LOW MARKET SHARE LOW MARKET GROTH DECLINE
STRATEGY OF MARKET OWNERSHIP
DEFINE MARKET NICHE
KEEP EVOLVING OFFERS
DEVEOPING OF ANCILLARY PRODUCTS
WORK TOWARDS DOMINATION
BRAND IDENTIFIED AS STANDARD
GE MATRIX
PROTECT POSITION HIGH MARKET ATTRACTIVENES STRONG BUSINESS STRENGHT INVEST/EARN
INVEST TO BUILD HIGH MARKET ATTRACTIVENESS MEDIUM BUSINESS STRENGTH INVEST/EARN
BUILD SELECTIVELY HIGH MARKET ATTRACTIVENESS LOW BUSINESS STENGTH SELECTIVELY EARN
BUILD SELECTIVELY MEDIUM MARKET ATTRACTIVENESS HIGH BUSINESS STRENGTH SELECTIVELY
EARN
MANAGE FOR EARNINGS MEDIUM MARKET ATTRACTIVENESS MEDIUM BUSINESS STRENGTH
EARN SELECTIVELY
HARVEST WEAK BUSINESS STRENGTH MEDIUM MARKET ATTRACTIVENSS DIVEST
 PROTECT AND REFOCUS BUSINESS STRENGTH HIGH LOW MARKET ATTRACTIVENESS
SELECTIVELY EARN
MANAGE FOR EARNINGS DIVEST
DIVEST
The balance scorecard specififes into core target which are financial perspective,customer
perspective,internal public and stakeholder

Chapter 3

CONSUMER BUYING DECISION PROCCESS

1. NEED RECOGNITION
2. INFORMATION SEARCH
3. EVALUATION OF ALTERNATIVES
4. PURCHASE DECISION
5. POST PURCHASE DECISION

THE BUYING CENTER IS COLLECTION OF INDIVIUAL WITH A STAKE IN BUYING DECISION INDIVUALS
WHO CONTRIBUTE TO FINAL FINAL PURCHASE DECISION

ORGANIZATIONAL BUYING INVOLVER MORE BUYERS

B2B BUYING PROCCESS

DEFINITION

1. PROBLEM RECOGNITION
2. NEED DESCRIPTION
3. PRODUCT SPECIFICATION

SELECTION STAGE

4. SUPPLIER SEARCH
5. PROPOSAL SOLICIATION
6. CONTRACT

DELIVER

7. MAKE ROUTINE TRANSACTIONS

END GAME

8. EVALUATE PERFOMANCE

FACTORS OF BUYING DECISION PROCCESS

1. INTERECATION IS FLUID AND BROAD BASED

2. RELATIONSHIP BUILDS LOYALTY
3. SIMULTANEOUS INSTEAD OF SEQUENTIAL
THE BUYING MUST MEET 3 NEEDS

1. ORGANIZATIONAL NEEDS

BENEFITS OF PRODUCTS AND SERVICES

2. INDIVIUAL NEEDS

HOW PROFFESIONALS SUPPORT ORGANIZATIONAL NEEDS

3. PERSONAL NEEDS

CAREERS INFLUENCE PURCHASE DECISION

STRAIGHT REBUY

BUYING SITUATION THAT IS IN ROUTINE

MODIFIED REBUYG

STIUTAION FROM NEW TASK SITUATION

TYPICAL NEW TASK SITUATION

1. NEED NOT YET FACED BY ORGANIZATION

2. NEW OFFERING WITH NEW TECHNOLOGY

VALUE IMAGE IS THE TOTAL OF ALL IMPRESSIONS THAT A CUSTOMER HAS OF THE FIRM