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Strategic Management

Competitive Advantage  -  Strategic Thinking  -  Diversified Company  -  Alliances Models  -  Strategic Options  -  Strategic Planning  -  Segmentation  -  Institutional Theory  -  Migration Paths  -  Competitive Strategies  -  Strategy Process Model  -  Three Generic Strategies  -  Activity Matrix  -  Strategic Choice Framework  -  Strategic-Making Pyramid  -  Shareholder Value  -  Price Performance Curve  -  International Strategies  -  Ashridge Fit Matrix  -  Value Proposition  -  Stakeholders  -  Top Down Control  -  Management Process  -  Industry Analysis  -  The Ansoff Matrix  -  Bottum-up Approach  -  Price/Quality Competition  -  McKinsey 7-S Framework  -  Opportunity Matrix  -  Customer Growth Matrix  -  Threat Matrix  -  Gap Analysis  -  Wheel of Competitive Strategy  -  Experience Curve Analysis  -  Clustor Theory  -  Make or Buy  -  SWOT Analysis  -  Barriers and Profitability  -  Venturing Alternatives  -  Life Cycle Portfolio Matrix  -  BCG's Growth/Share Matrix  -  Value Creation Framework  -  Investor Strategy Steps  -  General Electrix Business Screen  -  Transaction-Asset Matrix  -  Core Competence Model  -  The Generic Value Chain

Choose Your Growth Course
Choose Your Growth Course
$3.00
Combining Elements of the Customer Growth Matrix
Combining Elements of the Customer Growth Matrix
$3.00
Forces Driving Industry Competition
Forces Driving Industry Competition
$3.00
Strategic, Tactical, and Operational Views at Various Organizational Levels
Strategic, Tactical, and Operational Views at Various Organizational Levels
$3.00
Strategy is the Primary Determinant of Success or Failure
Strategy is the Primary Determinant of Success or Failure
$3.00
Threat Matrix
Threat Matrix
$3.00
Customer and Competitor Orientations
Customer and Competitor Orientations
$3.00
Each Growth Path Requires Distinct Capabilities
Each Growth Path Requires Distinct Capabilities
$3.00
Functional Strategy Areas
Functional Strategy Areas
$3.00
The Strategic-Planning Gap
The Strategic-Planning Gap
$3.00
The Wheel of Competitive Strategy
The Wheel of Competitive Strategy
$3.00
Typical Industry Experience Curve Strategies
Typical Industry Experience Curve Strategies
$3.00
Approaches to Competitor Analysis
Approaches to Competitor Analysis
$3.00
Axes of uncertainty and the possibility space
Axes of uncertainty and the possibility space
$3.00
Four Stages of National Competitive Development
Four Stages of National Competitive Development
$3.00
The Networking of Strategic Visions, Missions, Objectives and Strategies
The Networking of Strategic Visions, Missions, Objectives and Strategies
$3.00
The Spectrum of Corporate Control Ranges from Short-Term Transactional Relationships
The Spectrum of Corporate Control Ranges from Short-Term Transactional Relationships
$3.00
A Quality-Driven Planning Matrix: Strategic Response
A Quality-Driven Planning Matrix: Strategic Response
$3.00
Clustor Theory
Clustor Theory
$3.00
M & A and Alliances Differ on Several Dimensions
M & A and Alliances Differ on Several Dimensions
$3.00
Strategic requirements of each scenario
Strategic requirements of each scenario
$3.00
The Eight Big Managerial Components of Implementing Strategy
The Eight Big Managerial Components of Implementing Strategy
$3.00
Alliances can be Grouped into Four Types
Alliances can be Grouped into Four Types
$3.00
Make or Buy
Make or Buy
$3.00
Product Attributes’ Effects on Strategic Response
Product Attributes’ Effects on Strategic Response
$3.00
The Components of Building a Capable Organization
The Components of Building a Capable Organization
$3.00
The Essence of “Back to Basic”
The Essence of “Back to Basic”
$3.00
A Structured Alliance Process has Six Key Steps
A Structured Alliance Process has Six Key Steps
$3.00
Questions for “Basics” Check-up
Questions for “Basics” Check-up
$3.00
Strategy is Formulated Relative to Competition
Strategy is Formulated Relative to Competition
$3.00
SWOT Analysis Diagram
SWOT Analysis Diagram
$3.00
The Internal Diversification Process
The Internal Diversification Process
$3.00
A Typical Budgeting System for Controlling Strategy Implementation
A Typical Budgeting System for Controlling Strategy Implementation
$3.00
Components of a Competitive Analysis
Components of a Competitive Analysis
$3.00
Markusen’s Typology of Industry Clusters
Markusen’s Typology of Industry Clusters
$3.00
Royal Philips Electronics Manages its Alliance Portfolio Using a Segmentation Matrix
Royal Philips Electronics Manages its Alliance Portfolio Using a Segmentation Matrix
$3.00
SWOT Analysis I
SWOT Analysis I
$3.00
Competitive Forces That Shape Competitive Position and Profitability
Competitive Forces That Shape Competitive Position and Profitability
$3.00
Competitive Position Evaluation Criteria
Competitive Position Evaluation Criteria
$3.00
Corporate Strategy Framework
Corporate Strategy Framework
$3.00
Impact of E-Business on Industry Structure
Impact of E-Business on Industry Structure
$3.00
SWOT Analysis II
SWOT Analysis II
$3.00
Cluster’s Competitive Position
Cluster’s Competitive Position
$3.00
Competitor Configuration and Industry Stability
Competitor Configuration and Industry Stability
$3.00
Sources of Market Uncertainty
Sources of Market Uncertainty
$3.00
Strategic Alternatives for Small and Medium Sized Players
Strategic Alternatives for Small and Medium Sized Players
$3.00
The six elements of corporate strategy
The six elements of corporate strategy
$3.00
Barriers and Profitability
Barriers and Profitability
$3.00
Considerations on Strategic Partnership
Considerations on Strategic Partnership
$3.00
Relating the identified codes to the six elements of corporate strategy
Relating the identified codes to the six elements of corporate strategy
$3.00
Sources of Technological Uncertainty
Sources of Technological Uncertainty
$3.00
Strengths/Weaknesses Analysis
Strengths/Weaknesses Analysis
$3.00
A Three-Step Approach Leads to the Best Consolidation Option
A Three-Step Approach Leads to the Best Consolidation Option
$3.00
Consistency, fit, and alignment
Consistency, fit, and alignment
$3.00
The Quest for Competitiveness
The Quest for Competitiveness
$3.00
Trade-off Between Product and Technology Focus
Trade-off Between Product and Technology Focus
$3.00
Using Customer Ratings of Attributes to Set Priorities
Using Customer Ratings of Attributes to Set Priorities
$3.00
Integrative framework for strategic decision processes
Integrative framework for strategic decision processes
$3.00
Internal Venturing Alternatives
Internal Venturing Alternatives
$3.00
The Accenture TRS Mapping Methodology Shows a Complete Mapping of Value Creation
The Accenture TRS Mapping Methodology Shows a Complete Mapping of Value Creation
$3.00
The Life-Cycle Portfolio Matrix
The Life-Cycle Portfolio Matrix
$3.00
Using a Fishbone Diagram to Quantify Contributing Factors
Using a Fishbone Diagram to Quantify Contributing Factors
$3.00
A Series of Customer/Supplier Relationships
A Series of Customer/Supplier Relationships
$3.00
Strong planning is a prerequisite for effective Management Systems
Strong planning is a prerequisite for effective Management Systems
$3.00
The Boston Consulting Group Matrix
The Boston Consulting Group Matrix
$3.00
The Real Risks to Shareholder Value Lie in Strategy and Execution
The Real Risks to Shareholder Value Lie in Strategy and Execution
$3.00
Types of Acquisitions
Types of Acquisitions
$3.00
BCG's Growth/Share Matrix II
BCG's Growth/Share Matrix II
$3.00
Business Life Cycle Phases Influence Alliance Imperatives
Business Life Cycle Phases Influence Alliance Imperatives
$3.00
Enterprise Resilience View of Risk
Enterprise Resilience View of Risk
$3.00
Highly integrated Corporate and Business Unit Management Forums Drive Exceptional Results
Highly integrated Corporate and Business Unit Management Forums Drive Exceptional Results
$3.00
Three Limitations Defining the New Entrant Success Zone
Three Limitations Defining the New Entrant Success Zone
$3.00
Alliance Architecture Models
Alliance Architecture Models
$3.00
BCG's Growth/Share Matrix III
BCG's Growth/Share Matrix III
$3.00
Comprehensive Risk Assessment Encompasses All Stakeholders Along the Value Chain
Comprehensive Risk Assessment Encompasses All Stakeholders Along the Value Chain
$3.00
How to Manage the New Entrant Success Zone
How to Manage the New Entrant Success Zone
$3.00
Planning Diagnostic Quadrant
Planning Diagnostic Quadrant
$3.00
BCG's Growth/Share Matrix IV
BCG's Growth/Share Matrix IV
$3.00
Franchise Model-Nintendo
Franchise Model-Nintendo
$3.00
Planning and Budgeting Maturity Stages
Planning and Budgeting Maturity Stages
$3.00
Service Industry Value Chain
Service Industry Value Chain
$3.00
Value Creation Framework
Value Creation Framework
$3.00
Customer Contacts and Information Flow
Customer Contacts and Information Flow
$3.00
Planning and Budgeting Key Components
Planning and Budgeting Key Components
$3.00
Portfolio Model-Time Warner
Portfolio Model-Time Warner
$3.00
Sources of Discount
Sources of Discount
$3.00
The New BCG Matrix
The New BCG Matrix
$3.00
Approaches to Growth and Renewal
Approaches to Growth and Renewal
$3.00
Cooperative Model-TriStar
Cooperative Model-TriStar
$3.00
Investor Strategy Steps
Investor Strategy Steps
$3.00
Seven Groups of Core Customer Care Processes
Seven Groups of Core Customer Care Processes
$3.00
Underlying Relationship between ROI and Market Share in the New BCG Matrix
Underlying Relationship between ROI and Market Share in the New BCG Matrix
$3.00
A Representative Nine-Cell Industry Attractiveness-Competitive Strength Matrix
A Representative Nine-Cell Industry Attractiveness-Competitive Strength Matrix
$3.00
Ambition as a Merge of the “Inside Out” and the “Outside In” Perspective
Ambition as a Merge of the “Inside Out” and the “Outside In” Perspective
$3.00
Corporate Center Practices
Corporate Center Practices
$3.00
Each “Pure Tone” Alliance Class Has a Unique Set of Characteristics
Each “Pure Tone” Alliance Class Has a Unique Set of Characteristics
$3.00