1. 8. Digital innovation
2. 9. External finance
2.1. Regulatory framework
2.1.1. Company acts
2.1.2. Accounting standards
2.1.3. Stock exchange regulations
2.2. Scope
2.2.1. Scarcity, choice and opportunity cost
2.2.2. Resource allocation
2.2.3. Creation of wealth and value
2.3. Financial statements
2.3.1. Balance sheet
2.3.1.1. Snapshot of financial position
2.3.1.2. Assets
2.3.1.2.1. Fixed
2.3.1.2.2. Current
2.3.1.3. Liabilities
2.3.1.3.1. Current
2.3.1.3.2. Long term
2.3.2. Profit & Loss Account
2.3.3. Cash Flow Statement
2.4. Financial Ratios
3. 10. Internal finance
3.1. Management accounting
3.1.1. Planning
3.1.2. Control
3.1.3. Decission making
3.1.4. Performance evaluation
3.1.5. Capital projects
3.1.6. Cost information
3.1.7. Advisory role
3.2. Budgetting
3.2.1. Guidelines for the organisation
3.2.2. Co-ordination of plans
3.2.3. Communicate priorities
3.2.4. Secure co-operation
3.2.5. Performance measurement
3.3. Cost accounting and cost management
3.3.1. elements
3.3.1.1. Material
3.3.1.2. Labour
3.3.1.3. Expenses
3.3.2. Classification
3.3.2.1. Direct / Indirect
3.3.2.2. Fixed / Variable
3.4. Short term decission analysis
3.4.1. Contribution towards fixed cost and profit
3.4.2. break-even calculation
3.5. Long term decission analysis
3.5.1. Plan for investments
3.5.1.1. Asset replacements
3.5.1.2. Cost savings
3.5.1.3. Expansion
3.5.1.4. Reactive investments
3.5.2. Project appraisal techniques
3.5.2.1. Payback period
3.5.2.1.1. Years to recover the initial capital outlays from cash inflows
3.5.2.2. Accounting rate of return
3.5.2.2.1. Annual return of the capital outlay over the projects economic life
3.5.2.3. Net present value (NPV)
3.5.2.3.1. Need to determine interest rate
3.5.2.3.2. Discount factor
3.5.2.4. Internal rate of return ( IRR)
4. 11. Strategic options and selection of strategy
4.1. 3 strands
4.1.1. Planning
4.1.2. Vision
4.1.3. Emergent strategies
4.2. Preferences
4.2.1. Market based vs resource based
4.2.2. Source in analysis vs aspiration
4.3. Development of strategies
4.3.1. What basis
4.3.1.1. Cost leadership
4.3.1.2. Differentiation
4.3.1.3. Broad or focussed
4.3.2. Which direction
4.3.2.1. Limited growth
4.3.2.1.1. No change
4.3.2.1.2. Market Penetration
4.3.2.1.3. Market development
4.3.2.1.4. Product development
4.3.2.2. Substantive growth
4.3.2.2.1. Horizontal integration
4.3.2.2.2. Vertical integration
4.3.2.2.3. Diversification
4.3.2.3. Retrenchment
4.3.2.3.1. Turnaround
4.3.2.3.2. Divestment
4.3.3. Which method
4.3.3.1. Internal development
4.3.3.2. Acquisitions
4.3.3.3. Joint development
4.4. Stratecic evaluation
4.4.1. Appropriate
4.4.2. Feasible
4.4.3. Desirable
4.5. Decission making
4.5.1. Analysis and logical conclusions
4.5.2. Political realities
4.5.3. Decission makers perspective
4.5.4. Cultural issues
4.5.5. Analysts bias
4.5.6. Power issues
4.5.7. Information quality and availability
5. 12. Strategic data use
5.1. An explosion of data
5.2. Business intelligence
5.2.1. Data
5.2.2. Information
5.2.3. Knowledge
5.2.4. Decission
5.3. Big data
5.3.1. Volume
5.3.2. Variety
5.3.3. Velocity
5.4. Wecash case
5.4.1. Digital ventures/start-ups can scale their business at an unprecedented pace
5.4.2. Mechanisms underpinning rapid scaling
5.4.2.1. Data-driven operation
5.4.2.1.1. Mechanisms by which digital ventures frame, hedge, and monitor innovation opportunities and risks through analyzing significant volumes of data.
5.4.2.2. Instant release
5.4.2.2.1. Mechanism by which digital ventures minimize the time gap between service idea and deployment by concurrently running user response service trialing and modification.
5.4.2.3. Swift transformation
5.4.2.3.1. Mechanism by which digital technology is effortlessly contextualized to create new value-in-use and new identity.
6. 13. Strategy implementation
6.1. Strategic thinking
6.1.1. Future needs of customers
6.1.2. Future direction of competition
6.1.3. Competitor reactions
6.1.4. Sustained competitive advantage
6.2. Planning gap
6.2.1. Where are we?
6.2.2. Where do we want to go?
6.2.3. How do we get there?
6.3. Portfolio analysis
6.3.1. Relative market share vs market growth rate
6.3.2. Cashcows
6.3.3. Stars
6.3.4. Question marks
6.3.5. Dogs
6.4. Space model
6.4.1. 4 dimensions
6.4.1.1. Stability / Turbulence
6.4.1.2. Industry attractiveness
6.4.1.3. Competitive advantage
6.4.1.4. Financial position
6.5. Spheres of influence
6.5.1. Core
6.5.2. Vital interests
6.5.3. Pivotal zones
6.5.4. Buffer zones
6.5.5. Forward positions
7. 14. Summary, evaluation and exam preparation
8. 1. Introducing strategy & strategic management
8.1. Strategic Thinking
8.1.1. Past
8.1.1.1. Learnings from company history
8.1.2. Present
8.1.2.1. Competencies, position and strenghts
8.1.3. Future
8.1.3.1. Positioning
8.2. Vievs on strategy
8.2.1. Perspective / Vision
8.2.2. Plan
8.2.3. Pattern
8.2.4. Position
8.2.5. Tactic
8.3. E-V-R congruence
8.3.1. Environment
8.3.2. Values
8.3.3. Resources
8.4. Perspectives
8.4.1. Corporate
8.4.2. Competitive / Business Unit
8.4.3. Functional
8.5. Strategic positioning (Porter)
8.5.1. Creation of a unique and valuable position
8.5.2. Trade-offs - choose what not to do
8.5.3. Create fit among a company's activities
8.6. VMOST
8.6.1. Vision
8.6.1.1. Aim to become
8.6.2. Mission
8.6.2.1. Need to be
8.6.2.2. Ackoff criteria
8.6.3. Objectives
8.6.3.1. Desired state
8.6.3.2. SMARTER
8.6.4. Strategy
8.6.4.1. Means to an end
8.6.5. Tactics
8.6.5.1. Activities to fulfill mission and objectives
8.7. Strategic Management
8.7.1. Analysis
8.7.1.1. Environment
8.7.1.2. Expectations, objectives & power
8.7.1.3. Resources
8.7.2. Choice
8.7.2.1. Generation of options
8.7.2.2. Evaluation of options
8.7.2.3. Selection of strategy
8.7.3. Implementation
8.7.3.1. Resource planning
8.7.3.2. Organisational structure
8.7.3.3. People & Systems
8.8. SWOT
8.8.1. Internal
8.8.1.1. Strenghts
8.8.1.2. Weaknesses
8.8.2. External
8.8.2.1. Opportunities
8.8.2.2. Threats
9. 2. Business Models
9.1. Business and Revenue Models
9.1.1. Defines
9.1.1.1. Products & Services
9.1.1.2. Target customers
9.1.1.3. Value Proposition
9.1.2. Operating model
9.1.3. Revenue model
9.2. Blue Ocean Strategy
9.2.1. Create uncontested market space
9.2.1.1. Raise
9.2.1.2. Reduce
9.2.1.3. Eliminate
9.2.1.4. Create
9.3. Business Model Canvas
9.3.1. Customer Segments
9.3.2. Value Proposition
9.3.3. Customer relationships
9.3.4. Channels
9.3.5. Revenue Streams
9.3.6. Key Activities
9.3.7. Key Resources
9.3.8. Key Partnerships
9.3.9. Cost structure
10. 3. Industry trends
10.1. Megatrends
10.1.1. Great Forces in societal development that will likely affect the future
10.1.2. Current knowledge about the future
10.1.3. Starting point for analyzing the world
10.1.4. Often used to develop scenarios
10.2. Key environmental influences
10.2.1. PEST(LE) analysis
10.2.1.1. Political
10.2.1.2. Economical
10.2.1.3. Social
10.2.1.4. Technological
10.2.1.5. Legal
10.2.1.6. Environmental
10.3. Stakeholders
10.3.1. Individuals or groups who have an interest and potential to influence
10.3.2. Inner circle / Outher circle
10.3.3. Need to understand their expectations and power
10.4. Industry profitability
10.4.1. Porters 5 forces
10.4.1.1. Rivalry among existing firms
10.4.1.2. New entrants
10.4.1.3. Substitutes
10.4.1.4. Suppliers
10.4.1.5. Buyers
11. 4. Dynamics of Competition
11.1. Industry Structure types
11.1.1. Monopoly
11.1.2. Oligopoly
11.1.3. Monopolistic competition
11.1.4. Pure Competition
11.2. Industry Lifecycle
11.2.1. Embryonic
11.2.2. Growth
11.2.3. Mature
11.2.4. Declining
11.3. Innovation as a competitive driver
11.3.1. New entrants
11.3.2. Substitutes
11.4. Differentiation and segmentation
11.4.1. Sources of differentiation
11.4.1.1. Speed
11.4.1.2. Reliability
11.4.1.3. Design
11.4.1.4. Technology
11.4.1.5. ...
11.4.2. Market segmentation
11.4.2.1. Demographic
11.4.2.2. Geographic
11.4.2.3. ...
11.4.3. Differentiation and segmentation decides
11.4.3.1. Pricing strategy
11.4.3.2. Distribution strategy
11.4.3.3. Adverticing strategy
11.4.3.4. ...
11.4.4. Generic strategies (Porter)
11.4.4.1. Cost leadership
11.4.4.1.1. Only one cost leader
11.4.4.1.2. Dont mistake cost for low price
11.4.4.2. Differentiation
11.4.4.3. Broad or narrow target
11.5. Competitor benchmarking
11.5.1. Versus market requirements
12. 5. Resource based strategy
12.1. Resources
12.1.1. Financial
12.1.2. Physical
12.1.3. Human
12.1.4. Social
12.1.5. Intellectual
12.1.6. Customer
12.2. Resource requirements
12.2.1. Competitive superior
12.2.2. Difficult to replicate
12.2.3. Durable
12.2.4. Not easy to substitute
12.2.5. Appropriate
12.3. Core competencies
12.3.1. Distinctive skills which yield competitive advantage
12.3.2. must satisfy 3 conditions
12.3.2.1. Provide access to important market areas or segments
12.3.2.2. Make a significant contribution to the perceived customer benefits of the product or service
12.3.2.3. Prove difficult for competitors to imitate.
12.4. Strategic capabilities
12.4.1. Architecture
12.4.2. Reputation
12.4.3. Innovation
12.4.4. Strategic assets
12.5. Value Chain
12.5.1. Primary activities
12.5.1.1. Inbound logistics
12.5.1.2. Operations
12.5.1.3. Outbound logistics
12.5.1.4. Marketing and Sales
12.5.1.5. Service
12.5.2. Support activities
12.5.2.1. Infrastructure
12.5.2.2. Human Resource Mgmt
12.5.2.3. Technology
12.5.2.4. Procurement
12.6. Branding
12.6.1. Customers perception of the difference
12.6.2. Safe choice for new customers
13. 6. Marketing management
13.1. Customer chain
13.1.1. Influencers
13.2. Marketing orientation (push/pull)
13.2.1. Production orientation
13.2.2. Product orientation
13.2.3. Sales orientation
13.2.4. Market orientation
13.3. Classes of value
13.3.1. Functional
13.3.2. Economical
13.3.3. Psychological
13.4. Customer satisfaction
13.4.1. Based on expectations and perceived quality
13.4.2. Loyalty
13.4.2.1. Lifetime value of customers
13.4.3. Retention
13.5. Marketing planning
13.5.1. Segmentation
13.5.1.1. Bases of segmentation
13.5.1.1.1. Usage
13.5.1.1.2. Geograpic
13.5.1.1.3. Demographic
13.5.1.1.4. Psychographics
13.5.1.1.5. Benefits
13.5.1.2. Assessment of segments
13.5.1.2.1. Identifiable
13.5.1.2.2. Accessible
13.5.1.2.3. Profitable
13.5.1.2.4. Actionable
13.5.1.2.5. Effective
13.5.2. Targeting
13.5.3. Positioning
13.6. Marketing mix
13.6.1. 4Ps
13.6.1.1. Product
13.6.1.2. Price
13.6.1.3. Promotion
13.6.1.4. Place
13.6.2. 7Ps
13.6.2.1. Adds
13.6.2.1.1. People
13.6.2.1.2. Process
13.6.2.1.3. Physical evidence
13.7. Market strategies (Ansoff)
13.7.1. Market penetration
13.7.2. Product development
13.7.3. Market development
13.7.4. Diversification
13.7.4.1. Related
13.7.4.2. Unrelated
13.8. Product lifecycle
14. 7. Value Creation
14.1. Value Proposition canvas
14.1.1. Customer Profile
14.1.1.1. Customer jobs
14.1.1.2. Cusomer pains
14.1.1.3. Customer gains
14.1.2. Value Map
14.1.2.1. Products and services
14.1.2.2. Pain relievers
14.1.2.3. Gain creators
14.1.3. Fit