Strategic Management for business presentations

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100 Strategic Management models and diagrams for your business presentations. Download these diagrams on http://www.drawpack.com

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Presentation Transcript

Slide 1: 

Strategic Management... 100 Slides Price 99 $ Powered by www.drawpack.com. All rights reserved.

Slide 2: 

Strategic Pyramid – Strategic Vision – Strategy Alternatives – Five Forces Model – Competitive Advantage – Generic Strategies – Growth Strategies – Diversification Strategy – BCG Matrix – GE Business Screen – Cost Strategies – Exit/Entry Barriers – Resource Analysis – Core Competencies – Product-Life-Cycle – Top-Down-Management – Industry Analysis – International Strategies – SWOT Analysis – Portfolio Analysis – McKinsey’s 7-S Framework – Five-Phase Growth Model – Strategy Development – Merger&Acquisitions – Technology Strategies – Value Propositions – Ansoff Matrix – Experience Curve – Strategic Options – Window of Opportunity Key Words...

The Five Tasks of Strategic Management : 

The Five Tasks of Strategic Management

Strategic Approaches to Preparing for FutureMarket Conditions : 

Strategic Approaches to Preparing for FutureMarket Conditions

The Strategic-Making Pyramid I : 

The Strategic-Making Pyramid I

The Strategic-Making Pyramid II : 

The Strategic-Making Pyramid II

Identifying Strategy for a Single Business : 

Identifying Strategy for a Single Business

The Networking of Strategic Visions, Missions, Objectives, and Strategies : 

The Networking of Strategic Visions, Missions, Objectives, and Strategies

Factors Shaping the Choice of Company Strategy : 

Factors Shaping the Choice of Company Strategy

A Company‘s Macroenvironment : 

A Company‘s Macroenvironment

The Five-Forces Model of Competition : 

The Five-Forces Model of Competition

Mobilizing Company Resources to Produce Competitive Advantage : 

Mobilizing Company Resources to Produce Competitive Advantage

Representative Company Value Chain : 

Representative Company Value Chain

Representative Value Chain for an Entire Industry : 

Representative Value Chain for an Entire Industry

The Five Generic Competitive Strategies : 

The Five Generic Competitive Strategies

The Building and Eroding of Competitive Advantage : 

The Building and Eroding of Competitive Advantage

Strategy Options for Local Companies in Competing against Global Challengers : 

Strategy Options for Local Companies in Competing against Global Challengers

The Three Strategy Horizons for Sustaining Rapid Growth : 

The Three Strategy Horizons for Sustaining Rapid Growth

Value Chains for Related Businesses : 

Value Chains for Related Businesses

Value Chains for Unrelated Businesses : 

Value Chains for Unrelated Businesses

Strategy Options for a Company that is Already Diversified : 

Strategy Options for a Company that is Already Diversified

Identifying a Diversified Company‘s Strategy – What to Look for : 

Identifying a Diversified Company‘s Strategy – What to Look for

A Representative Nine-Cell Industry Attractiveness-Competitive Strength Matrix : 

A Representative Nine-Cell Industry Attractiveness-Competitive Strength Matrix

The Eight Big Managerial Components of Implementing Strategy : 

The Eight Big Managerial Components of Implementing Strategy

The Components of Building a Capable Organization : 

The Components of Building a Capable Organization

Value Chain (as a Percent of Total Price to the Consumer) : 

Value Chain (as a Percent of Total Price to the Consumer)

Why do Mergers Fail? : 

Why do Mergers Fail?

The Value Chain : 

The Value Chain

The Generic Value Chain : 

The Generic Value Chain

Risks of the Generic Strategies : 

Risks of the Generic Strategies

Three Generic Strategies : 

Three Generic Strategies

Operational Effectiveness Versus Strategic Positioning : 

Operational Effectiveness Versus Strategic Positioning

Competitor Configuration and Industry Stability : 

Competitor Configuration and Industry Stability

Shared Value Activities and Cost Position : 

Shared Value Activities and Cost Position

Alternative Scope of Leader and Challenger Strategies I : 

Alternative Scope of Leader and Challenger Strategies I

Alternative Scope of Leader and Challenger Strategies II : 

Alternative Scope of Leader and Challenger Strategies II

The Wheel of Competitive Strategy : 

The Wheel of Competitive Strategy

Barriers and Profitability : 

Barriers and Profitability

Generic Competitive Strategies : 

Generic Competitive Strategies

Firm‘s Strategic Needs to Remain in the Business : 

Firm‘s Strategic Needs to Remain in the Business

Five Forces Determining Segment Structural Attractiveness : 

Five Forces Determining Segment Structural Attractiveness

The Quest for Competitiveness : 

The Quest for Competitiveness

Finding the Limits of the Current Economic Engine : 

Finding the Limits of the Current Economic Engine

Beyond „Customer-Led“ : 

Beyond „Customer-Led“

Why do Great Companies Fail? : 

Why do Great Companies Fail?

Categories of Resource Leverage : 

Categories of Resource Leverage

Managing Migration Paths : 

Managing Migration Paths

Establishing the Core Competence Agenda : 

Establishing the Core Competence Agenda

An Alternate Conception of the Diversified Firm : 

An Alternate Conception of the Diversified Firm

Criteria for Integration Decisions : 

Criteria for Integration Decisions

Vertical Market Structures : 

Vertical Market Structures

Transaction-Asset Matrix : 

Transaction-Asset Matrix

Primary Influence Processes : 

Primary Influence Processes

The Product Life Cycle : 

The Product Life Cycle

Internal Venturing Alternatives : 

Internal Venturing Alternatives

The Boston Consulting Group Matrix : 

The Boston Consulting Group Matrix

The General Electric Business Screen : 

The General Electric Business Screen

The Top-Down Control Cycle : 

The Top-Down Control Cycle

The Bottom-Up Empowerment Cycle : 

The Bottom-Up Empowerment Cycle

The Internal Diversification Process : 

The Internal Diversification Process

Designs for Organizational Entrepreneurship : 

Designs for Organizational Entrepreneurship

The Firm‘s External Environment : 

The Firm‘s External Environment

Forces Driving Industry Competition : 

Forces Driving Industry Competition

International Strategy Options I : 

International Strategy Options I

International Strategy Options II : 

International Strategy Options II

SWOT Analysis Diagram : 

SWOT Analysis Diagram

Decay of New Product Ideas : 

Decay of New Product Ideas

Grand Strategy Selection Matrix : 

Grand Strategy Selection Matrix

BCG‘s Growth/Share Matrix I : 

BCG‘s Growth/Share Matrix I

BCG’s Growth/Share Matrix II : 

BCG’s Growth/Share Matrix II

Underlying Relationship between ROI and Market Share in the New BCG Matrix : 

Underlying Relationship between ROI and Market Share in the New BCG Matrix

The Life-Cycle Portfolio Matrix : 

The Life-Cycle Portfolio Matrix

McKinsey 7-S Framework : 

McKinsey 7-S Framework

Managing the Strategy-Culture Relationship : 

Managing the Strategy-Culture Relationship

A Typical Budgeting System for Controlling Strategy Implementation : 

A Typical Budgeting System for Controlling Strategy Implementation

Strategy is the Primary Determinant of Success or Failure : 

Strategy is the Primary Determinant of Success or Failure

Strategic, Tactical, and Operational Views at Various Organizational Levels : 

Strategic, Tactical, and Operational Views at Various Organizational Levels

Greiner‘s Five-Phase Growth Model : 

Greiner‘s Five-Phase Growth Model

Firms Compete for Customers and Resources; Two Cases : 

Firms Compete for Customers and Resources; Two Cases

Intensity of Competition : 

Intensity of Competition

Value and the Price-Performance Curve : 

Value and the Price-Performance Curve

Functional Strategy Areas : 

Functional Strategy Areas

Basic Organizational Forms for Multinational Operations : 

Basic Organizational Forms for Multinational Operations

Types of Acquisitions : 

Types of Acquisitions

Strategic Options and the Life Cycle : 

Strategic Options and the Life Cycle

Attractiveness/Competitive Position Strategies : 

Attractiveness/Competitive Position Strategies

Technology Strategies for a Sustainable Competitive Advantage : 

Technology Strategies for a Sustainable Competitive Advantage

Value Propositions Across Four Quadrants : 

Value Propositions Across Four Quadrants

The Ansoff Matrix : 

The Ansoff Matrix

The Customer Growth Matrix : 

The Customer Growth Matrix

Combining Elements of the Customer Growth Matrix : 

Combining Elements of the Customer Growth Matrix

Conceptual Model for the Evaluation of Product Innovation Projects : 

Conceptual Model for the Evaluation of Product Innovation Projects

Alternative Aims in Various Stadia of Product Development : 

Alternative Aims in Various Stadia of Product Development

Core Competence Management Model : 

Core Competence Management Model

Core Competencies: The Link between the Economics of the Firm & Management Cognition : 

Core Competencies: The Link between the Economics of the Firm & Management Cognition

Technical Risk/Business Risk Model : 

Technical Risk/Business Risk Model

Typical Industry Experience Curve Strategies : 

Typical Industry Experience Curve Strategies

The Cycle of Timing/Know-How Competition : 

The Cycle of Timing/Know-How Competition

Disruption and the New 7-S’s : 

Disruption and the New 7-S’s

The Cycle Price-Quality Competition – Moving up an Escalation Ladder I : 

The Cycle Price-Quality Competition – Moving up an Escalation Ladder I

The Cycle Price-Quality Competition – Moving up an Escalation Ladder II : 

The Cycle Price-Quality Competition – Moving up an Escalation Ladder II

The Cycle Price-Quality Competition – Moving up an Escalation Ladder III : 

The Cycle Price-Quality Competition – Moving up an Escalation Ladder III

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