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CIMA Official Learning System Enterprise Strategy 1st Edition by Neil Botten ISBN 1856177823 9781856177825

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CIMA Official Learning System Enterprise Strategy Neil Botten Digital Instant Download

Author(s): Neil Botten
ISBN(s): 9781856177825, 1856177823
Edition: Kindle
File Details: PDF, 2.54 MB
Year: 2009
Language: english
SKU: EB-1970142 Category: Tag:

CIMA Official Learning System Enterprise Strategy 1st Edition by Neil Botten – Ebook PDF Instant Download/Delivery: 1856177823, 9781856177825
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Product details:

ISBN 10: 1856177823 
ISBN 13: 9781856177825
Author: Neil Botten

“CIMA Official Learning Systems” are the only textbooks recommended by CIMA as core reading. Written by the CIMA examiners, markers and lecturers, they specifically prepare students to pass the CIMA exams first time. Fully updated to reflect the 2010 syllabus, they are crammed with features to reinforce learning, including: step by step coverage directly linked to CIMA’s learning outcomes; fully revised examples and case studies; extensive question practice to test knowledge and understanding; integrated readings to increase understanding of key theory; and, colour used throughout to aid navigation. Features include: “The Official Learning Systems” are the only study materials endorsed by CIMA; key sections written by former examiners for the most accurate, up-to-date guidance towards exam success; and, complete integrated package incorporating syllabus guidance, full text, recommended articles, revision guides and extensive question practice.

CIMA Official Learning System Enterprise Strategy 1st Table of contents:

Chapter 1: Setting the Goals of the Organisation

  • Learning Outcomes

  • 1.1 The identity of stakeholders

    • Sources of stakeholder power

    • Stakeholder claims on an organisation

    • Challenges and opportunities presented by stakeholder groups

    • Conflict between stakeholders

    • Management of stakeholders

  • 1.2 Mission statements

  • 1.3 Corporate social responsibility (CSR)

    • The importance of CSR

  • 1.4 Setting strategic objectives

    • Link between mission and objectives

    • The goal structure

  • 1.5 Critical success factors (CSFs)

    • Defining CSFs

    • Methodology of CSF analysis

  • 1.6 Meeting the objectives of shareholders

    • Maximisation of shareholder wealth as an objective

    • Financial and non‑financial objectives

  • 1.7 Objectives of not‑for‑profit organisations (NPOs)

    • Nature of NPOs

    • Example: CIMA as a not‑for‑profit

    • Key features of NPO objective setting

    • Public sector objectives

  • 1.8 Competing objectives

    • Importance of competing objectives existence

    • Resolving competing objectives

  • Summary

  • Revision Questions

  • Solutions to Revision Questions 

Chapter 2: Appraising the Environment

  • Learning Outcomes

  • 2.1 The importance of the business environment

    • Environmental impact assessment

    • Environmental segmentation

    • Model of the organisation in its environment

    • Example: car manufacturer

    • Understanding environment process

    • Evaluation of environmental segment models

    • Game theory

    • Survival and success factors

  • 2.2 Causes of environmental uncertainty

    • Components of uncertainty

    • Impact of uncertainty

    • Has uncertainty really increased?

  • 2.3 Competitor analysis

    • Importance of competitor analysis

    • Levels of competitors

    • Gathering competitor intelligence

    • Forecasting competitors’ response profiles

  • 2.4 Competitor accounting

    • Description

    • Barriers to entry evaluation

    • Estimating competitors’ costs

  • 2.5 The global economic environment

    • Macroeconomic impacts on the firm

    • New global economy

    • European Union, NAFTA, other trade blocs

    • Globalisation of macroeconomic policies

    • World Trade Organization

  • 2.6 National competitive advantages

    • Porter’s Diamond

    • Demand conditions

    • Related and supporting industries

    • Factor conditions

    • Firm structure, strategy and rivalry

    • Other events, losing competitive advantage, Porter’s prescriptions

  • 2.7 Country analysis and political risk

  • 2.8 Sources of environmental information

    • Environmental scanning

    • Accessing environmental information

    • Detailed environmental analysis

    • Categorisation of information sources

  • Summary

  • Revision Questions

  • Solutions to Revision Questions 

Chapter 3: Position Appraisal and Analysis

  • Learning Outcomes

  • 3.1 SWOT analysis

    • SWOT and corporate appraisal

    • Purpose of SWOT

    • Cruciform chart

    • From SWOT to strategy

    • TOWS approach

    • Value of SWOT

    • Timing of SWOT

  • 3.2 The position audit

    • Definition

    • The nine‑M model

    • Conducting the position audit

  • 3.3 Value‑chain analysis

    • Value chain and superior performance

    • Primary activities

    • Support activities

    • Linkages within and vertical linkages

    • Organisational implications

    • Management accounting and the value chain

    • Practical example

    • Evaluation

    • Alternative value chains

    • Strategic supply‑chain management

    • Lean supply chain

  • 3.4 Benchmarking

    • Definition and purposes

    • Stages of benchmarking programme

    • Benchmarking and performance measurement

    • Evaluation and example

  • 3.5 Gap analysis

    • Definition

    • Example diagram

    • Using gap analysis

    • Forecasts, levels of uncertainty

    • Conclusions on gap analysis

  • 3.6 Scenario planning

    • Planning and constructing scenarios

    • Using scenarios in strategy formulation

    • Advantages

  • 3.7 Foresight

  • Summary

  • Revision Questions

  • Solutions to Revision Questions 

Chapter 4: Strategic Aspects of Marketing

  • Learning Outcomes

  • 4.1 Sources of earnings

    • Product vs customer perspectives

  • 4.2 Product life cycles

    • Model and application; limitations

  • 4.3 BCG portfolio matrix

    • Growth‑share matrix, strategies, evaluation

    • Alternative portfolio models

  • 4.4 Direct product profitability (DPP)

    • Origins, calculation, improvement, evaluation

  • 4.5 Marketing audit

    • Role of marketing, planning, audit content and steps

  • 4.6 Customer profitability analysis

    • Definitions and approaches (CAP, attribute costing, life cycle value)

  • 4.7 Brand strategies

    • Brand definitions, strategic importance

    • Five brand strategies, challenges, valuation

  • 4.8 Relationship marketing

    • Drivers, vs transactional marketing, strategies

  • 4.9 Data warehousing and data mining

    • Evolution, objectives, management issues, future directions

  • Summary

  • Revision Questions

  • Solutions to Revision Questions 

Chapter 5: Strategic Implications of IT

While the full chapter structure isn’t openly listed like the others, it generally includes:

  • Learning outcomes

  • Strategic case for IT investment (information strategy, applications portfolio, major investment decisions)

  • Using IT to gain competitive advantage (value‑chain integration, cost, differentiation, focus)

  • Linkages (suppliers/customers, VANs, extranets, e‑commerce, social networking)

  • IS/IT/IM strategy and planning models

  • Role of the IT department

  • Organisational knowledge management (knowledge strategies, IT infrastructure, culture)

  • Summary, revision questions and solutions
    (Narrows from partial listings available)

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