Business Strategy for Managers

This course focuses on strategy and the study of strategic management theory in managing a company for the achievement of long-term company objectives, competitive advantage and business profitability. This course is designed to introduce you to the processes of strategic analysis, strategy development, implementation and evaluation and to introduce you to the foundations of strategic thinking and game theory. This course will develop your understanding of the importance of developing a sustainable competitive advantage in an increasingly dynamic, global and interconnected world. This course aims to develop your mastery of strategic thinking though understanding how to manage organisations for long-term success by creating the value proposition, building competitive advantage and delivering outstanding results for all stakeholders. This course is essential for future business executives and business leaders, as it helps realize the crucial importance of setting a vision, mission and goals of the organisation, aligning these with strategic objectives and tactics necessary strategies to attain the benefit of all stakeholders.

Reed courses certificate of completion

Digital certificate - Included

Certificate of completion

Digital certificate - £3

• Course Text 1:26:00

  • 1: Course Text 1:26:00

• What is Strategy? 14:22

  • 2: Lecture 1.1: What is Strategy? Preview 01:19
  • 3: Lecture 1.2: Strategy Definition Preview 00:33
  • 4: Lecture 1.3: Mintzberg Strategy Definitions Preview 01:10
  • 5: Lecture 1.4: What is Strategy and Identifying the Strategy of a Company 01:12
  • 6: Lecture 1.5: Identifying the Strategy of a Company 00:28
  • 7: Lecture 1.6: Strategy and the Quest for Competitive Advantage 01:26
  • 8: Lecture 1.7: Strategy and the Business Model of the Firm 00:57
  • 9: Lecture 1.8: Why Crafting and Executing Strategy Are Important Tasks 01:21
  • 10: Lecture 1.9: The Ideology of Strategy 01:24
  • 11: Lecture 1.10: The 3C Model and the Triple Bottom Line 01:12
  • 12: Lecture 1.11: Hierarchy of Strategy 00:51
  • 13: Lecture 1.12: Management By Objectives (MBO) 00:41
  • 14: Lecture 1.13: Mintzberg (Strategy and Structure) 00:48
  • 15: Knowledge Quiz 1: 01:00

• Unit 2: Strategic Management Approaches 18:47

  • 16: Lecture 2.1: Strategic Management Approaches 00:19
  • 17: Lecture 2.2: Prescriptive Strategy 00:56
  • 18: Lecture 2.3: Emergent Strategy 00:54
  • 19: Lecture 2.4: Strategic Thinking 01:39
  • 20: Lecture 2.5: Design Led Thinking 01:12
  • 21: Lecture 2.6: Game Theory 00:37
  • 22: Lecture 2.7: Decision Making Models 00:39
  • 23: Lecture 2.8: Models of Decision Making 02:21
  • 24: Lecture 2.9: Strategic Frameworks and Models 00:29
  • 25: Lecture 2.10: Perspectives on Strategic Directions & the Market Based View (MBV) 01:27
  • 26: Lecture 2.11: VRIO Resource Based Framework and Knowledge Based View 01:38
  • 27: Lecture 2.12: Relational and Transient Based Views 01:05
  • 28: Lecture 2.13: Dominant Themes - Corporate Social Responsibility (CSR) 01:04
  • 29: Lecture 2.14: Dominant Themes - Digital Disruption 01:02
  • 30: Lecture 2.15: Corporate Governance and Ethical Leadership 00:52
  • 31: Lecture 2.16: Strategic Management and Approaches Summary 00:33
  • 32: Knowledge Quiz 2: 02:00

• Unit 3: Corporate Planning 27:30

  • 33: Lecture 3.1: Evaluating the External Environment of a Company 01:08
  • 34: Lecture 3.2: Relevant Components of the External Environment of a Company 01:39
  • 35: Lecture 3.3: Five Forces Framework 00:48
  • 36: Lecture 3.4: Potential New Entrants and Substitute Products 01:18
  • 37: Lecture 3.5: Buyer/Customer Power, Suppliers and Rivalry 01:33
  • 38: Lecture 3.6: Five Forces Framework 01:23
  • 39: Lecture 3.7: Strategic Group Analysis 01:07
  • 40: Lecture 3.8: Obtaining Necessary Data 01:07
  • 41: Lecture 3.9: Critical Success Factors 01:14
  • 42: Lecture 3.10: Evaluating the Company's Resources, Capabilities & Competitiveness 01:43
  • 43: Lecture 3.11: Analyzing the Position and Current Strategy of a Company 01:16
  • 44: Lecture 3.12: Consumer Needs Analysis and Strategic Alignment 00:49
  • 45: Lecture 3.13: Balanced Scorecard 01:40
  • 46: Lecture 3.14: Analyzing Resources and Capabilities 00:48
  • 47: Lecture 3.15: Resources 01:08
  • 48: Lecture 3.16: Core Competencies 01:05
  • 49: Lecture 3.17: SWOT 00:34
  • 50: Lecture 3.18: The Value Chain and Customer Value Proposition 00:22
  • 51: Lecture 3.19: Different Value Chains 02:16
  • 52: Lecture 3.20: Competitive Strength Assessments 00:42
  • 53: Lecture 3.21: Strategy Mapping 00:50
  • 54: Lecture 3.22: Section Summary 01:00
  • 55: Knowledge Quiz 3: 02:00

• Knowledge Quiz 4: 19:08

  • 56: Lecture 4.1: Building Your Business Strategy for the Firm 01:32
  • 57: Lecture 4.2: Key Actions 00:54
  • 58: Lecture 4.3 :The 5 Generic Competitive Strategies 01:29
  • 59: Lecture 4.4: Low-Cost Provider Strategies 01:29
  • 60: Lecture 4.5: Broad Differentiation Strategies 01:11
  • 61: Lecture 4.6: Focused Strategies 01:14
  • 62: Lecture 4.7: Best-Cost Provider Strategies 00:33
  • 63: Lecture 4.8: Developing Competitive Strategies 00:54
  • 64: Lecture 4.9: Offensive and Defensive Strategies 01:38
  • 65: Lecture 4.10: Blue and Red Ocean Strategy 01:01
  • 66: Lecture 4.11: Horizontal and Vertical Strategies 01:36
  • 67: Lecture 4.12: Outsourcing Strategies 00:33
  • 68: Lecture 4.13: Strategic Alliances and Partnerships 01:06
  • 69: Lecture 4.14: Evaluating Business-Unit Competitive Strength 00:56
  • 70: Lecture 4.15: Building Corporate Level Strategy and Crafting New Strategic Moves 01:02
  • 71: Knowledge Quiz 4: 02:00

• Unit 5: Building Strategy for the Future 15:01

  • 72: Lecture 5.1: Functional Level Strategy 00:51
  • 73: Lecture 5.2: These Strategic Levels Lead to the Functional Strategy 01:13
  • 74: Lecture 5.3: Globalizing Your Strategy 01:49
  • 75: Lecture 5.4: Major Driver for Expansion 01:06
  • 76: Lecture 5.5: Strategic Approaches to Intentional Expansion 00:47
  • 77: Lecture 5.6: Transnational Strategy 00:45
  • 78: Lecture 5.7: How to Compete in Developing Countries 01:37
  • 79: Lecture 5.8: Commerce is Everywhere: New Retail and the Future 00:48
  • 80: Lecture 5.9: Strategy and the Future: Strategic Planning and Sense Making 01:43
  • 81: Lecture 5.10: Strategic Process Principles 00:34
  • 82: Lecture 5.11: Core Strategic Thinking 01:11
  • 83: Lecture 5.12: Lecture Summary 00:37
  • 84: Knowledge Quiz 5: 02:00

LEARNING OUTCOMES:
• Examine and evaluate the strategic management theories, concepts and strategy within an organisation and how they contribute to organisational objectives.
• Develop mastery of the skills and professional conduct required for strategic planning and corporate social responsibility in diverse business contexts.
• Critically evaluate the commercial, social, environmental and ethical factors impacting strategy in modern business.
• Undertake research, analyse and synthesize strategic management concepts, theories and strategic initiatives at the corporate, business and functional levels of an organisation.
• Critically evaluate and develop solutions to complex strategic business problems and develop local and international strategic management plans and operations in diverse business contexts.

• Students
• Self Employed Individuals
• Managers
• Business Owners
• Start-up Companies
• Executives
• Business Analyst

• No prerequisites.
• No materials distributed.
• No formal assessments required

• Administrator
• Business Development Officer
• Consultant
• Government Officer
• Manager
• Operations Manager
• Project Manager

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