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This document outlines course materials for the Strategic Management module of the HND in Business Management program. It discusses different strategic options like organic growth, strategic alliances, and mergers/acquisitions. It also covers criteria for effective strategies, including suitability, feasibility, and desirability. Key factors that influence strategy selection and effectiveness are addressed, such as an organization's capabilities, economic rationale, and stakeholder expectations.
This document outlines course materials for the Strategic Management module of the HND in Business Management program. It discusses different strategic options like organic growth, strategic alliances, and mergers/acquisitions. It also covers criteria for effective strategies, including suitability, feasibility, and desirability. Key factors that influence strategy selection and effectiveness are addressed, such as an organization's capabilities, economic rationale, and stakeholder expectations.
This document outlines course materials for the Strategic Management module of the HND in Business Management program. It discusses different strategic options like organic growth, strategic alliances, and mergers/acquisitions. It also covers criteria for effective strategies, including suitability, feasibility, and desirability. Key factors that influence strategy selection and effectiveness are addressed, such as an organization's capabilities, economic rationale, and stakeholder expectations.
Why Organic development Highly technical products Knowledge and capability development Spreading investment over time Minimising disruption The nature of markets
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Why Mergers/acquisitions Speed of entry. The competitive situation Consolidation opportunities. Financial markets conditions/terms Exploitation of strategic capabilities Cost efficiency Obtaining new capabilities Institutional shareholder expectations Managerial ambition Speculative motives 6 Strategic Management | ICBT HND in BM Why Alliances The need for critical mass (complementary products) Co-specialisation Learning
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Types of Strategic Alliances
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Strategic Options
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Criteria for effective strategies
Certain factors will influence the effectiveness of
strategies and the wisdom of following certain courses of action. The factors considered are: Suitability Feasibility Desirability.
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Suitability/Appropriateness Suitability deals with the overall rationale of the strategy. Does the strategy address the mission? Does it reflect the organization's capabilities? Does it make economic sense? Evaluation tools include strength, weakness, opportunity, threat (SWOT) analysis.
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Examples of Suitability
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Desirability/Acceptability Acceptability is concerned with the expectations of the identified stakeholders (shareholders, employees and customers, etc.) with the expected financial and non-financial outcomes. Return deals with stakeholder benefits. Risk deals with the probability and consequences of failure. Employees are particularly likely to have concerns about non- financial issues such as working conditions and outsourcing.
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Criteria for Acceptability
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Feasibility Feasibility is concerned with whether the organization has the resources required to implement the strategy. Resources include capital, people, time, market access and expertise.