Quick Revision of Unit No 4 Strategic Management | What is Strategy? | Meaning of Strategy | Meaning of Strategy Management | Exploring Corporate Strategy: Text and Cases A Pearson Education By:- GerryJohnson, Kevan Scholes and Ricard Whittington |Strategy Management by GerryJohnson, Kevan Scholes and Ricard Whittington | Strategic Management Components| Strategic Position| Strategic Choice| Strategy in Action| Characteristics of Strategic Decision | Nature of Strategic Decision| Strategic Management| Meaning of Strategy Management | Difference between Strategy Management and Operational Management |Strategy Formulation Process | Strategy Management Process | Components of Strategic Management | The Strategic Position| Strategic Choice | Strategy in action| The Environment | Environment Analysis | PESTEL Framework | SWOT Analysis | Porters Five Force Model | Porters Five Force Analysis | Strategic Capability | Organizational Resources | Core Competences | Concepts of Strategic Capability | Organizational Resources | Meaning of Core Competences | Strategic Management Book by Sultan Chand & Sons Publication House L M Prasad | Strategic Management by L. M. Prasad | What is Strategic Choice ? | Strategic Choice Process | Evaluating Strategic Alternatives | Business Portfolio Management | Meaning of Business Portfolio Management | Rational | Business Portfolio Management Models and Tools | BCG Matrix | GE Nine-cell Matrix | Directional Policy Matrix | Diversification Strategy | - Meaning and Introduction of Diversification Strategy | Related Diversification| Reasons for Related Diversification | Unrelated Diversification | Reasons for Unrelated Diversification |Integration Strategy | Meaning of Integration Strategy | Forward Integration | Backward Integration | Horizontal Integration | Mergers and Acquisitions | Meaning of Mergers and Acquisitions | Motive behind the merger and Acquisitions |Market Development & Product Development - Meaning of Market Development Strategy | Meaning of Product Development Strategy, When Market Development & Product Development Strategy can be Effective | Strategy Implementation | Nature | Barriers | Model of Strategy Implementation-McKinsey 7-S Model | McKinsey 7-S Model | Hard and Soft elements of McKinsey 7-S Model | Unit 3 Strategy Management | Enabling Strategic Success | Why Resource Management issues are important in enabling strategic success | Managing People as resource : strategic perspective |People can enable strategic success | People can enable strategic success through development of peoples competences | People can enable strategic success through Management of their behavior | People can enable strategic success through appropriate organizational structure and process |Managing Information as resource : strategic Perspective | Information can enable strategic success through | Information can enable strategic success through building capabilities | Information can enable strategic success through creating new business models | Information can enable strategic success through changing management process |Managing Finance as resource : strategic Perspective | Finance can enable strategic success through | Finance can enable strategic success through creating financial values | Finance can enable strategic success through meeting funding needs of different strategies | Finance can enable strategic success through addressing financial expectation of stakeholders | Managing Technology as resource : strategic Perspective | Technology can enable strategic success through change in competitive forces | Technology can enable strategic success through affect strategic capabilities | Technology can enable strategic success through influence management process | Strategic Change | Key elements in managing strategic change | Diagnosing the change situation | Types of Strategic change | Context of change | Organizational culture | Forcefield analysis | Change Agents | Leading Strategic Change | Styles of Strategic Leadership |Strategic Leadership roles