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Strategic Management: Strategic Policy and Strategic Planning Processes
Course
In Cairo, Egypt ()
Description
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Type
Course
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Duration
15 Days
Suitable for: General Managers, Managing Directors, Finance Managers, Strategic Planners, Chief Executive Officers (CEOs), Chief Operations Officers (COOs), Chief Financial Officers (CFOs), Senior Level Managers, Business owners, Entrepreneurs and Those who are in the journey of marketing, sales and entrepreneurship
About this course
Degree or Work Experience
Reviews
Subjects
- Business Strategy
- Strategic Management
- Management
- Market
- Options
- IT
- Ethics
- Innovation
- Planning
- Green
- Strategic Planning
- Planning Process
- IT Development
- IT Management
- Strategic Analysis
Course programme
Strategic Management: Strategic Analysis and Development
Strategic Management: An Introduction
- Defining Strategic Management
- Three Core Areas of Strategic Management
- Strategic Analysis
- Strategic Development
- Strategy Implementation
- Three Elements of the Strategic Decision
- Five Key Elements to Strategy
- Strategic Management at the:
- Corporate Level
- Business Level
- What Makes “Good” Strategy?
- Two Main Test Areas for Strategy
- Application-Related
- Academic Rigour
- Prescriptive Model of Business Strategy
- Emergent Model of Business Strategy
- What is Green Strategy and Where Does It Fit In?
Analysing the Strategic Environment
- Analysing the Main Elements of the Environment
- Analysing the Strategic Environment
- The Ten Basic Analytical Tools
- Steps in Taking the Analytical Tools
- Customer Profiling
- Segmentation and Positioning
- Analysing the Strategic Environment: The Ten Basic Analytical Tools
- How Do We Analyse The Strategic Environment?
- Five Political Trends That Have Affected Strategic Management
- Government and Industrial Policy
- Why Are Strategic Resources And Capabilities Important?
- Identifying and Developing the Resources That Deliver SCA and Value Added
- How Can We Identify Value Added?
- Green Strategy Value Chain Linkages
- Green Strategy Value Chain: Benefits and Costs
- How Can We Identify Strategic Resources And Capabilities?
- Sustainable Competitive Advantage:
- Categories of Resources
- Resources and Capabilities Should Be Analysed Against Seven Main Elements
- Valuable, Rare, Inimitable, Organised (VRIO) Framework
- The VRIO Framework: Performance Implications
- Core Competencies
- Distinguishing Features of Successful Core Competences
- Benchmarking
- Leveraging
- Upgrading Resources
- How Do We Analyse an Organisation’s Strategic Resources and Capabilities?
- Identify the Resources Capabilities of the Organisation
- Resources/Capabilities Analysis
- Sustainable Competitive Advantage
- Intensity of Competition in an Industry
- Tackling Strategy Dynamics
- What Is Strategy Dynamics?
- Interpretative Dynamics vs. Proactive Dynamics
- Various Approaches of Strategy Dynamics
- Interpretive Dynamics: Nature and Intensity of Industry Competition
- Interpretive Dynamics: Innovation Flow Process in Strategy Dynamics
- Proactive Dynamics: Three ‘S’ Framework for Strategy Dynamics
- Proactive Dynamics: Planning Aggressive Competitive Strategies
- The Dynamics of Purpose
- The Dynamics of Environmental Development
- The Dynamics of Resource Development
- Understanding the Organisation’s Purpose
- Developing the Purpose of the Organisation
- Identifying a Vision for the Future
- Coping With Stakeholder Power
- Developing Corporate Governance, Ethics and Corporate Social Responsibility (CSR)
- What is Corporate Governance?
- Ethics and CSR
- Developing The Organisation’s Mission and Objectives
- How to Formulate A Mission Statement
- “What’s The Difference between Visions, Mission and Objectives?”
- How to Develop Objectives
- Mission and Objectives: Prescriptive and Emergent Approaches
- Purpose and Quality Issues
- Total Quality Management (TQM)
- Prescriptive Processes Do Not Capture Innovation Well
- Emergent Processes Capture Innovation Better
- An Emergent Approach to Purpose
- Knowledge Creation
- How Does Knowledge Influence Purpose?
- Innovation through Technology
- The Innovation Process
- An Emergent Approach to Purpose
Developing Business Strategy Options
- SWOT Analysis
- Options Based on Market Opportunities
- Options from Resource-Based Approaches
- Developing Green Strategy Options
- Resource-Based Options in Some Special Types of Organisations
- Options Based on Market Opportunities
- Diversification Options, Benefits
- Diversification Options, Costs
- Diversification Options, Degrees of Diversification
- Role of HQ: Parenting Options
- BCG Growth-Share Matrix
- Some Difficulties with Portfolio Matrices
- Tools of Corporate-Level Options
- Developing Green Strategy Options
- Choosing Between Strategy Options
- Strategy Content and Strategy Process
- Six Selection Criteria for Choosing Between Options
- Procedures and Techniques for Selection
- Applying Empirical Evidence and Guidelines
- Classic Strategic Planning Process
- Some Problems with the Classic Strategic Planning Process
- Selecting Green Strategies
- Analysis of Business Risk
- Assessing Stakeholders’ Reactions
- Importance of Strategy Context
- Three Main Elements to Context
- Context 1: Survive In a Hostile Market
- Context 2: Fast Moving and Uncertain Future
- Context 3: Complex Decision-Making both Within and Outside an Organisation
- Context 4: Need To Involve Many Management Levels and Innovate Through Experimental Processes
- Exploring the Learning-Based Process
- Developing the Organisation Structure
- Designing Organisation Structures to Fit the Strategy
- Strategy Before Structure: Chandler’s Contribution
- The Five Main Problems of Putting Strategy before Organisational Structure
- Organisational Structures for Innovative Companies
- Motivation and Staffing In Strategy Implementation
- Learning the Concepts of Competition and Competitive Advantage
- Understanding the Concept of Value as it Relates to Competitive Advantage
- Identifying the Rationale for Strategic Planning
- Following the Strategic Planning Process
- Collecting, Organising, and Analysing Data Relevant to the Strategic Plan
- Developing Informed Predictions
- Adopting a Strategic Emphasis and Competitive Strategy
- Preparing the Strategic Plan
- Implementing the Strategic Plan
- Conceptualising the Strategic Planning Steps from Start to End
Additional information
Strategic Management: Strategic Policy and Strategic Planning Processes