Ebook Strategic management - Concepts and cases (16th edition): Part 2
➤ Gửi thông báo lỗi ⚠️ Báo cáo tài liệu vi phạmNội dung chi tiết: Ebook Strategic management - Concepts and cases (16th edition): Part 2
Ebook Strategic management - Concepts and cases (16th edition): Part 2
0Source S' motor Be .1/Toto 11.1246Strategy Generation and SelectionLEARNING OBJECTIVESAfter studying this chapter, you should be able to do the follo Ebook Strategic management - Concepts and cases (16th edition): Part 2owing:8-1. Describe the strategy analysis and choice process.8-2. Diagram and explain the three-stage strategy-formulation analytical framework.8-3. Diagram and explain the 5trengths-Weaknesses-Opportunities-Threats(5WOT) Matrix.8-4. Diagram and explain the Strategic Position and Action Evaluation ( Ebook Strategic management - Concepts and cases (16th edition): Part 2SPACE) Matrix.8-5. Diagram and explain the Boston Consulting Group (BCG) Matrix.8-6. Diagram and explain the Internal-External (IE) Matrix.8-7. DiagraEbook Strategic management - Concepts and cases (16th edition): Part 2
m and explain the Grand Strategy Matrix.8-8. Diagram and explain the Quantitative Strategic Planning Matrix (QSPM).8-9. Discuss the role of organizati0Source S' motor Be .1/Toto 11.1246Strategy Generation and SelectionLEARNING OBJECTIVESAfter studying this chapter, you should be able to do the follo Ebook Strategic management - Concepts and cases (16th edition): Part 2cuss the role of a board of directors (governance) in strategic planning.ASSURANCE OF LEARNING EXERCISESThe following exercises are found at the end of this chapter:EXERCISE 8A Should Unilever Penetrate Southeast Asia Further?EXERCISE 8B Perform a SWOT Analysis for Unilever's Global OperationsEXERCI Ebook Strategic management - Concepts and cases (16th edition): Part 2SE 8C Prepare a BCG Matrix for UnileverEXERCISE 8D Develop a SWOT Matrix for Nestle S.A.EXERCISE 8E Develop a SPACE Matrix for Nestle S.A.EXERCISE 8FEbook Strategic management - Concepts and cases (16th edition): Part 2
Develop a BCG Matrix for Nestle S.A.EXERCISE 8G Develop a QSPM for Nestle S.A.EXERCISE 8H Develop a SPACE Matrix for UnileverEXERCISE 8I Develop a BCG0Source S' motor Be .1/Toto 11.1246Strategy Generation and SelectionLEARNING OBJECTIVESAfter studying this chapter, you should be able to do the follo Ebook Strategic management - Concepts and cases (16th edition): Part 247WWW. ebook3000.com248 STRATEGIC MANAGEMENTStrategy analysis and choice largely involve making subjective decisions based on objective information. This chapter introduces important concepts that can help strategists generate feasible alternatives. evaluate those alternatives, and choose a specific Ebook Strategic management - Concepts and cases (16th edition): Part 2 course uf action.Behavior.il aspects of strategy formulation ate featured, including politics, culture, ethics, and social responsibility consideratiEbook Strategic management - Concepts and cases (16th edition): Part 2
ons. Modern tools for formulating strategics arc described, and the appropriate role of a board of directors is discussed. As showcased next. Unilever0Source S' motor Be .1/Toto 11.1246Strategy Generation and SelectionLEARNING OBJECTIVESAfter studying this chapter, you should be able to do the follo Ebook Strategic management - Concepts and cases (16th edition): Part 2ntal footprint, and increasing its positive social impact.The Strategy Analysis and Choice ProcessAs indicated by Figure 8-1 with while sluiding. this chapter focuses on generating and evaluating alternative strategies, as well as selecting strategies to pursue. Strategy analysis and choice seek to Ebook Strategic management - Concepts and cases (16th edition): Part 2determine alternative courses of action that could best enable the firm to achieve its mission and objectives. I he firm's present strategics, objectiEbook Strategic management - Concepts and cases (16th edition): Part 2
ves, vision, and mission, coupled with the external and internal audit information, prov ide a basis for generating and evaluating feasible alternativ0Source S' motor Be .1/Toto 11.1246Strategy Generation and SelectionLEARNING OBJECTIVESAfter studying this chapter, you should be able to do the follo Ebook Strategic management - Concepts and cases (16th edition): Part 2ernatives, most people choose the worst possible one."Unless a desperate situation confronts the Finn, alternative strategies will likely represent incremental steps that move the firm from its present position to a desired future position. Alternative strategies do not come out of the wild blue yon Ebook Strategic management - Concepts and cases (16th edition): Part 2der; they arc derived from the firm's vision, mission, objectives, external audit, and internal audit; they are consistent with, or build on. past strEbook Strategic management - Concepts and cases (16th edition): Part 2
ategies that have worked well.0Source S' motor Be .1/Toto 11.1246Strategy Generation and SelectionLEARNING OBJECTIVESAfter studying this chapter, you should be able to do the follo0Source S' motor Be .1/Toto 11.1246Strategy Generation and SelectionLEARNING OBJECTIVESAfter studying this chapter, you should be able to do the folloGọi ngay
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