Tools and Techniques for Strategic Management

2005 ◽  
pp. 27-60
Author(s):  
Andrew Cox ◽  
Chris Lonsdale ◽  
Joe Sanderson ◽  
Glyn Watson
Keyword(s):  
Strategic Management ◽  
Tools And Techniques

Bharadwaj Aushadalay

2013 ◽  
pp. 1-10
Author(s):  
Mukund R. Dixit ◽  
Sanjay Verma
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Diagnostic Tools ◽  
Sustainable Competitive Advantage ◽  
Pulse Diagnosis ◽  
History Of ◽  
Tools And Techniques ◽  
Indian Medicine ◽  
Treatment Restrictions

This case provides an opportunity to identify and discuss issues in sustenance of an incumbent's strategy in the changing environment. The context is the practice of Nadi Nidan (pulse diagnosis) and treatment of disorders based on this according to Ayurveda, the ancient system of Indian medicine. It describes the functioning of Bharadwaj Aushadhalay, an Ayurveda clinic run by Vaidyaji since 1955 and presents the history of the clinic, the process by which Vaidyaji learnt the practice of Nadi Nidan, the profile of the patients, the mode of treatment, restrictions imposed by Vaidyaji on the patients, their response and competitive pressures on the system. The case also provides a brief sketch of Ayurveda, its principles, currents trends in the education and research in Ayurveda, and recent advances in diagnostic tools and techniques. The case can be used in courses of Strategic Management in the module on Strategies for Sustainable Competitive Advantage and Knowledge Management.

scholarly journals Investigation of strategic management tools and techniques

2013 ◽  
Vol 61 (4) ◽  
pp. 833-840 ◽  
Author(s):  
Anna Afonina ◽  
Vladimír Chalupský
Keyword(s):  
Strategic Management ◽  
Rank Order ◽  
Data Entry ◽  
Quantitative Approach ◽  
Management Tools ◽  
Essential Information ◽  
Level Of Satisfaction ◽  
Analyse Data ◽  
High Level ◽  
Tools And Techniques

The paper is focused on investigation of strategic managmene tools and techniques used by Czech companies. The quantitative approach was used for the analysis of strategic management tools and techniques. The aim of the quantitative approach was to collect and analyse data about the awareness, satisfaction and utilization of strategic management tools and techniques. The empirical research was conducted via a questionnaire survey of Czech companies. Empirical data were collected from 74 companies in Czech Republic. For the data entry and processing data were used the Statictical package for the Social Science (SPSS). The study presents four groups of tools and techniques based on the perceived results of manager’s utilization and satisfaction. The most of the examined tools and techniques concentrated on the two groups: (1) power tools, this group include the tools and techniques with high level of utilization and high level of satisfaction; (2) rudimentary tools, which includes the tools and techniques with low satisfaction and low utilization. The Spearman rank order correlation coefficient was used to identify the relationship between utilization of strategic management tools and techniques and managerial awareness. The results provide essential information on the application of strategic management tools and techniques, and indicate the level of managerial awareness of strategic management tools and techniques. In addition the findings indicate a positive relationship between the utilization of strategic management tools and techniques and managerial awareness.

The Use of Strategic Management Tools and Techniques

2005 ◽  
pp. 61-90 ◽  
Author(s):  
Andrew Cox ◽  
Chris Lonsdale ◽  
Joe Sanderson ◽  
Glyn Watson
Keyword(s):  
Strategic Management ◽  
Management Tools ◽  
Tools And Techniques

In the shiny world of diamonds and jewelry: all that glitters is not gold!

2018 ◽  
Vol 8 (1) ◽  
pp. 1-30 ◽  
Author(s):  
Ara Azizbekyan ◽  
Virginia Bodolica ◽  
Martin Spraggon
Keyword(s):  
Strategic Management ◽  
Subject Area ◽  
Financial Risks ◽  
Management Tools ◽  
Content Type ◽  
Case Study Analysis ◽  
Trading Company ◽  
The People ◽  
Upper Level ◽  
Tools And Techniques

Subject area Strategic management. Study level/applicability Upper-level undergraduate courses or introductory MBA courses. Case overview The need to diversify the financial risks of his scrap metal business based in Georgia led Levan to invest in a diamond trading company in the UAE. He agreed to be a sleeping partner and provide the capital to Kewon, a diamond specialist with a wealth of experience in the field, in their joint attempt to build an international network of diamond trade. Despite several difficulties faced on the way, their company seemed to generate stable returns for more than five years. Yet following the surprising discovery of multiple organizational inconsistencies, Levan decided to end the partnership with Kewon and establish his own retail jewelry store to be managed by the members of his family. Ultimately, he was confronted with two important decisions regarding both his jewelry business and the diamond company in which he had previously invested a significant amount of capital. The decisions he was about to make were of critical importance for the future of these companies and the people who managed them. By walking readers through a series of triggering events, this case offers the opportunity to evaluate the effectiveness of managerial actions through the application of various strategic management tools and frameworks. Expected learning outcomes Upon completion of this case study analysis, students should be able to: estimate the complexities associated with the management of a partnership-based venture in the context of emerging markets; perform a detailed diagnosis of an entrepreneurial venture, applying relevant strategic management tools and techniques; evaluate the effectiveness of managerial actions and decisions at different stages of the organizational lifecycle; and demonstrate the importance of the strategic adaptation of organizations through the deployment of viable decision-making skills. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 11: Strategy.

scholarly journals A Framework for Enhancing Competitive Intelligence Capabilities using Decision Support System based on Web Mining Techniques

2009 ◽  
Vol 4 (4) ◽  
pp. 326 ◽  
Author(s):  
Ionuț Anica-Popa ◽  
Gabriel Cucui
Keyword(s):  
Decision Support ◽  
Decision Support System ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Support System ◽  
Business Intelligence ◽  
Web Mining ◽  
Business Strategies ◽  
Competitive Intelligence ◽  
Tools And Techniques

Nowadays Competitive Intelligence (CI) represents one of the most important pieces in strategic management of organizations in order to sustain and enhance competitive advantage over competitors. There are some studies that claim that a successful strategic management is influenced by the accuracy of external environment’s evaluation and, in the same time, in order to have correct and complete business strategies it is necessary to be sustained by competitive advantage. But till at the beginning of ’80 the things were totally different. This paper will present the evolution and the objectives of CI, the results of using CI in organizations and how can be improved the CI process using tools and techniques provided by business intelligence (BI). The study will propose a framework of a decision support system based on web mining techniques in order to enhance capabilities of organization’s competitive intelligence.

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