CA INTERMIDIATE

GROUP-2
STRATEGIC MANAGEMENT

Chart Master Guide

-BY
CA Rachendra Mundada
(CA,ISA,M.Com)

“Doing Business without Strategy is slowest route to

Success”
MASTER
CHART
CH 1 : INTRODUCTION TO
STRATEGIC MANAGEMENT

SM in
Strategic
Busniess Concept of Concept of Strategic Govt &
Levels in an
Policy Management Strategy Management Not for
Organization
Profit org

Party
Intro Proactive/Re Benefits Limitations Corporate Business Functional
active

Govt
Educational Medical
Ajencies
Institutions Org
& Dept

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 MASTER
CHART
CH 2 :DYNAMICS OF
COMPETITIVE STRATEGY

Industry &
Competitive Strategic Competitive SWOT TOWS
Competitive Globalization
Landscape Analysis Adavantage Analysis Analysis
analysis

CHART A CHART A CHART A

Internal &
Issues to Core
Steps for External
Consider Competence
Competitive Analysis
for
Landscape
Strategic Types of Org SWOT
Significance
Analysis Strategies Analysis

How toBuild
Core VCA
Balance of Competenc Opportuni
Strategy Strenghts Weakness Threats
Int & Ext Risk Others ties
Evolves
Factors

Strategic Ansof's
Portfolio Experience Product Life BCG Growth ADL GE Nine Cell
Business Product
Analysis Curve Cycle Matrix Matrix Matrix
Unit Growth Share

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 CHART A

Industry & Competitive Competitive

TOWS Matrix
Analysis Advantage

Resources & Charc. Of Value 4 Strategic

Intro
Capabilities Resources Creation Choices

Dominant Identify Financial

Nature & KSF for
Eco. Triggers of Strong & Moves of attractive
Strenght of Competiti
Features of Change Weak the Rivals ness of
Competition ve Success
Industry Competitors Industry

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 CH 3 :STRATEGIC
MANAGEMENT PROCESS

Strategic Vision,Mis Strategic Stages of

Strategic Strategic
Decision sion & Mang Strategic
Planning Intent
Making Objectives Model Mng

Environme
Mission,Visi ntal & Formulati Strategic
Implementat
Intro Parts Intro Dimensions Intro Elements on & Organizati on Evaluation
ion Strategy
Objectives onal Strategy & Control
Analysis

Goals &
Vision Mission
Objectives

Peter
Drucker & Uderstandin Long Term &
Useful Ch of
Intro Elements Examples Essentials Intro Why Mission? Theodore g Mission & Intro Short Term
Points Objectives
Levitt Purpose Objective
view

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MASTER
CHART
CH 4 :CORPORATE LEVEL
STRATEGIES

Corporate
Classification
level
of Strategies
Strategies

Growth Combinati
Stability Retrenchm
/Expansion on
Startegy ent Strategy
Startegy Strategy

CHART A
Major
Intro Charac
Reason
Major
Turnaround Divestment Liquidation
Reason

Danger Imp
Steps Reasons
Signals Elements

CA Rachendra Mundada 9422972000/rachendra29@gmail.com

CHART A

Growth &
Expansion
Strategy

Intro Types Charac.

Merger & Strategic

Diversification
Acquisition alliance

Intensification Diversification Advant. Disadant.

Types

Conglomorat
Horizontal Vertical Co-generic
e

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 MASTER
CHART
CH 5 :BUSINESS
LEVEL
STRATEGIES

Business
Micheal Porter
level
5 Force's Model
strategies

Bargainning Bargainning Porter's Poviding

Threat of Nature of Threat of
Power of Power of Generic Best Cost
New Entrants Rivalry Substitutes
Buyers Suppliers Strategies Strategy

Cost Differentiati
Focus
Leadership on

Achieveing Cost Achieving

Inro Advanatages Disadvan. Inro Basis Advant. Disadvan.
leadership Differenciati

Achieveing
Capital Economies of Product Switching Brand Ditribution Aggressive Intro Focus Adavant. Disadvan.
Requirements Scale Difference Costs Identity Channels Retalliation strategy

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MASTER
CHART
CH 6:FUNCTIONAL
LEVEL STRATEGIES

Production/ Human
Marketing Financial Research &
Operarion Resource
Strategy Strategy Development
Strategy Strategy

Intro 3 Approaches

Production Planning & Logistics Supply Chain

System Control Management Management Strategic
Intro SHRM Role of HR
Manager
Projected Evaluating
Aquiring Utilization of
Financials & worth of
Capital Funds
Budgets Business

Marketing Extended Strategy

Marketing Techniques
Mix Marketing Mix Formulation

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MASTER
CHART
CH 7 :ORGANIZATION &
STRATEGIC LEADERSHIP

Strategy
Organization Strategic Enter/Intr
Supportive
Structure Leadership a Prenuer
Culture

5
Leadership Two Types of
Intro
Roles of Leadership
Manager
Where Does Creating
Role of Perils of Changing
Corporate Fit
Culture:Ally Culture in Strategy a
Culture Between
Transforma or Obstacle Strategy Culture Problem
Transactional come Strategy &
tional Execution Conflicts Culture
From? Culture

Multi
Simple Functional Divisional SBU Matrix Network Hourglass
Divisional
Structure Structure Structure Structure Structure Structure Structure
Structure

Types Adavant Disadvant Charac Benefits Phases Adavant Disadvant Adavant Disadvant

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 MASTER
CHART
CH 8 : STRATEGY
IMPLEMENTATION &
CONTROL

Strategy
Issues in Strategic Strategic Strategic Benchmark
Implementa BPR
Implementatio Change Control Audit ing
tion

Richard
Relationsh Kurt Lewin's Reasons of
Steps Need Rumelt's
ip with Model Difficulty
Intro Criteria
Formulati
Intro Steps
on
Operational Mangement Strategic

Effectiven Formulation vs Two types

Concept ess & Implementatio of Premise Strategic Special alert Implement Categorie
Impleme
Efficiency n Linkages Control Survellianc control ation Concept Elements s of
ntation
Process

Forward Backward
Dramatic
Begins with Radical
Improve
rethinking Redisgn
ment

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