SWAPNIL PATNI'S CLASSES

ch 1- Introduction to Strategic Management (M1)

Concept Memory Explaination

Benefits of Strategic PVR-C-CD-PD Guide|| P-Proactive

Management V-Vision
l|R-Reactive
C-Cone Competency
c-Costly
D-Destiny
P-Path finder
D-Decision
Guide Guide
21 Strategic Levels in Corporate Level
organization Business Level
Functional Level

Strategic Management Educational Institutions

in Non-Profit & Medical Organizations
6overnment Organization |Governmental Agencies and Department

Ch 6 Functional Level Strategies

Concept Memory Explaination
7P's of Marketing Mix Product
Price
Place
| Promotion
| People
Process
JPhysicalEvidence

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 SWAPNIL PATNI'S CLASSES
Ch 2- Dynamics of Competitive Strategy (M2)

Concept Memory Explaination

1) Core Competence VRCS V-Valuable

Four Specific Criteria of R-Rare
C-Costly to Imitate
Sustainable Competitive
Advantage S-Non-Sustainable
2) Methods OfIndustry& Dominant Economic FeaturesoflIndustry
Competitive Analysis Nature&Strength of Competition
Triggers of Change
ldentify Strength /Weakness
Key Factors For Competitive Succeess
Prospects &Financial Attractiveness OfIndustry

3) Value Chain analysis A) Primary Activities B) Supportive Activates

Inbound LogisticsProcurement
Operation Logistics TechnologEY
Marketing &Sales HR Management
Infrastructures
Service
4) Characteristies of D-Durability A Appropriability
DIAT T-Transferability
Competitive Advantage |1-Imitability
Business
5) Characteristics Of SBU Single Business or Collection Related
Own Set ofCompetitors
lanager is responsible for strategic planning

6) Phases of PLC Introduction Maturity

| | Growth Decline
7) GE Model Business Strength In Induatry

Strong Average Weak

Invest Invest Hold

Invest Hold Divest

Dlvest Divest
Hold
 SWAPNIL PATNI'S CLASSES
Ch 2 Dynamics of Competitive Strategy (M3)

Concept Memory Explaination

8)
Characteristic of Global
OSPl0-CommonOwnership
Company S-Common Strategy
P-Common Pool of Resources

9) SWOT Analysis-Theory S-Inherent Capability

Oriental |l W-Internet Limitation
l(D-Favorable Condition
T-unfavorable Condition
10) Tows Matrix-Action
SO-Strengths can be usedto Capacitive or Build u
Oriented Exiting Opportunities.
|ST Minimize Existing Threats through its Strengths.
WO-Overeome Organization Cope with Existing or
Emerging Threats
WT Minimize weaknesses &cope up with existing or
emerging threats.

11 BCG Matrix Star Hold

Question Mark- Build
Cash cow- Harvest

Dogs- divest
12) Ansoff's Product matrix Market
Penetration Product New
Development
Selling existing products into
products into
existingmarketsexisting markets

Market
Diversification
Development productsin
Existing productsNew
new markets
into new markets

13) ADL Matrix Dominant- Monopoly

Strong-Freedom over Its cholce of strateglas
Favourable -
Reasonable degree of freedom
Tenable Vulnerableto increased competition
||Weak- Performance offirma's unsatisfactory,
opportunitles for improvement exist
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SWAPNIL PATNI'S (CASSES

Ch 3- Strategic Management Process (M4)

Concept Memory Explaination

1) Major Dimensions of Top Management involvement

strategic decisions Commitment of organizational resources
Consideration offactors in firm's external
environment
Long term prosperity
Future oriented
Major multifunctional consequences
2) Elements of strategic Vision- It answers what we wantto be?
Mission- It answers what we are &what
we do?
Business definition Target customers
|| Business Model- Eg lio, Idea
|. Goals&Objective's objectives are
-

measurable & specific

3) Essentials of strategic Intelligent personcan Intelligent- Exercise in intelligent
vision entrepreneurship
Successful-order to maintain their
success
| Future-Futureoriented
Enthusiastic- Enthusiasm for course
management
Clear-Clear direction
4) Charactersties of SMART S-Smart
objectives M-Measurable
|A-Attainable
R-Realistice
T Time bound
t has to be challenging, understandable,
within constraints etc.

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4-Corporate Level Strategies (M5)
Ch
Memory Explaination
Concept

a) Intensification
Types of Growth
Market penetration
strategy Market development
Product development
6) Diversification
Vertical
Horizontal
Concentric

Conglomerate
e) Mergers& Acquisition
Vertical
Horizontal
Co-generic
Conglomerate
Alliance
MT-ESOP d) Advantages of strategic
Economic

S-Strategie
0-Organizational
P-Political

2 Reasons to adopt
NegativeCashflow
Uncompetitive products
Decliningmarketshare
Overstaffing
in physical facilties
| Deterioration
 SWAPNIL PATNI'S CLASSES

Ch 4-Corporate Level Strategies (M5)

Concept Memory Explaination

a) Intensification
Types ofGrowth
Market penetration
strategy
Market development
Product development
|6) Diversification
Vertical
Horizontal
Concentric
Conglomerate
e) Mergers &Acquisition
Vertical
Horizontal
Co-generic
Conglomerate
MT- ESOP
d) Advantages of strategic Alliance
E Economic
S-Strategic
0-Organizational
P-Political

|2] Reasons to adopt || Negative Cash flow

Uncompetitiveproducts
Decliningmarketshare
Overstafing
Deterloration in physical facilities
 SWAPNIL PATN
Ch 5-Business Level S ategies (M6)
Concept Memory Explaination

Porter's five forces Porter babaki Baba-Buyer's bargaining power

model competitive ress R-Rival
analysis |E-New Entrance
S-Substitute
S-Supplier's bargaining power
2) Advantages of Cost BSSRE | Buyers
leadership& Suppliers
Diferenciation Substitutes
Rivalry
||Entrants
3) Disadvantages of Cost TSLR |T Technology
leadership |S-Sales Volume
l|L-Long
||R-Research
4) Disadvantages of SUV oS-Switch offto anotheraternative
Differentiation U-Uniquenessis difficult tosustain
V-Not valued by eustomer
5) Best cost provider Offering product at lower price
Charging similar pricewith better
features
 SWAPNIL PATNI'SCii
7-Organisation
& Strategic L ip (M7)
Ch
Memory Explaination
Concept

1 ) Simple S t r u c t u r e Owner

Employee 1 Employee3

Employee 2
2) Functional structure CEO

Finance HR|Production Marketing

3 ) Divisional structure CEO

Body Care Diabetics Diabetics

Finance Finance Finance

HR HR HR

Production Production Production

Divisional Structure can Geographic
Product or Service
be organized in 4 ways:
|| Customer
Functional/ process
4) Network Structure | It is virtual Elimination
It becomes useful when examination of firm is unstable.

5) Hourglass Structure || There are 3 layers- Short, Narrow Middle, Management

|level
lt Linkstop & bottom levels in organization
6) Matrix Structure || Possible only when eo-ordination is there
|| Dual Reporting, Dual Reward, Dual Punishment
Results in higher overhead

7) Leadership roles Staying on Top- Mukesh Ambani

|played by Managers Culture (Team spirit> MsD,Virat Kohli

|| Change in conditions- SamsungE

Ethie Leadership- Ratan Tata
Corrective actions- Messy

8) Strategy Supportive || Strategy should be always in tune with culture or else it

culture would be failure
Eg. Mohabbatein, Tata, reliance, Bajaj- SAP
 SWAPNILPATNI'SCLASSES
Ch 8-Strategy Implementation and Control (M8)

Concept Memory L Explaination

1) StrategY Formulation Implementation

Formulation
&Implementation 1) Positioning
1) Managing forces
forces before action | during action

2)Effectiveness 2) Efficiency
3) Intellectual 3) Operational
process process
4) Special motivation
4) Good intuitive &
analytical skills & leadership skills

5) Combination
5) Coordination
among few among many
individuals individuals
2) Issues in strategy Project implementation
implementation Procedural implementation
Resource allocation
l Struetural implementation
Funetional implementation
Behavioural implementation
3) Steps to initiate |Need for Change
Shared vision to manage change
strategic ehange
Institutionalize Change
4) Kurt Levin change Unfreezing situation
Changing to newsituation
process
Refreezing
5) Types of Operational Control
Organizational control Management Control
Strategic Control
|Need for benchmarking
6) Process of
Understanding existing processes
Benchmarking Best processes
||°
Compare
Report & Implement steps
Evaluation

7) Steps in BPR || Objectives & framework

ldentify Customers
Existing Process
Redesign Process Plan
||Implementthe redesign

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