Corporate Strategy Practice Exam

About Corporate Strategy
A corporate strategy entails a clearly defined, long-term vision that organizations set, seeking to create corporate value and motivate the workforce to implement the proper actions to achieve customer satisfaction. In addition, corporate strategy is a continuous process that requires a constant effort to engage investors in trusting the company with their money, thereby increasing the company’s equity.

Why is Corporate Strategy important?
The benefits of having a strategy are
•    Gives direction
•    Imagine new realities, and not remain content with past success or bemoaning past failures
•    We have vision and this generates motivation
•    We find it helpful to lead others, and manage resources
•    We get others on board and contributing
•    We get focused on implementation and measurements
•    We define success clearly
•    We get out of our comfort zone; we become dissatisfied the status quo
•    No more running on the tread mill. Same actions, same results
•    We have competitive advantage

Who should take the Corporate Strategy Exam?
•    Aspiring entrepreneurs
•    Business owners
•    Business executives
•    Business analysts
•    Students
•    Anyone who wants to assess their strategy skills

Knowledge and Skills required for the Corporate Strategy

Candidates gain quick success if they have skills of critical thinking and good communication skills.

Corporate Strategy Practice Exam Objectives

Corporate Strategy exam focuses on assessing your skills and knowledge in strategy planning, development and implementation.

Corporate Strategy Practice Exam Pre-requisite

There are no prerequisites for the Corporate Strategy exam. Candidates who are well versed  in strategy management can easily clear the exam.

Corporate Strategy Certification Course Outline
1. Introduction to Business Strategy
1.1 Definition of Strategy
1.2 Origins of Strategy Management
1.3 Is Strategy static in nature or dynamic?

2. Introduction to Strategic Management
2.1 Strategic Management Processes
2.2 Strategic Management Process in an Organization
2.3 Benefits of Strategic Management
2.4 Top Management Decisions on Strategic Issues
2.5 Strategic Issues Likely to Have Long Term Impact
2.6 Strategies Are Essentially For The Future
2.7 Elements In Strategic Management Process
2.8 Comprehensive Model of Strategic Management
2.9 Process of Strategic Management

3. Difference Between Policy, Strategy And Tactic
3.1 Strategy
3.2 Features of Strategy
3.3 Strategy and Tactics
3.4 Distinction between Strategy and Tactics
3.5 Organizational Mission and Objectives
3.6 Implementation of Strategy
3.7 Policy
3.8 Policy and Strategy: A Comparison

4. Characteristics of Strategic Decisions
4.1 Strategic Decision-making
4.2 Mint berg’s Model

5. Levels of Strategy
5.1 Introduction
5.2 Levels of Strategy Making

6. Characteristics of Strategic Decisions at 3 Levels
6.1 Brand Strategy

7. Role of Strategic Management
7.1 Role of Strategy in Business

8. Concept of Objective, Mission And Vision
8.1 Mission and Purpose
8.2 Formulation of Mission
8.3 Characteristics of Mission Statement
8.4 Objectives and Goals: A Comparison
8.5 Hierarchy of Objectives
8.6 Top-down and Bottom-up Approach
8.7 Role of Objectives

9. Functions And Contributions of Objectives
9.1 Defining an Organization
9.2 Directions for Decision-making
9.3 Performance Standards
9.4 Basis for Decentralization
9.5 Objective Setting
9.6 Change in Aspiration Level of Management

10. Strategic Intent
10.1 Introduction
10.2 Basic Functions
10.3 Purpose of a Business
10.4 Business Objectives

11. Approaches To Strategy
11.1 A new perspective
11.2 Deliberate and Emergent Strategies
11.3 How To Craft Strategy

12. Approaches to Strategy
12.1 Approaches to Strategic Management
12.2 Suitability and Limitations
12.3 Formal Structured Approach

13. Planning Process
13.1 Features of-Planning
13.2 Importance of Planning
13.3 Steps in Planning
13.4 The Planning Process

14. Strategic Planning Process
14.1 Evaluation and Choice of Strategies
14.2 Medium and Short-Range Planning, Implementation and Control
14.3 Transition from an Industrial to a Knowledge Based Society

15. Environmental Analysis
15.1 Introduction
15.2 Role of Environmental Analysis
15.3 Concept of Environment
15.4 Environmental Complexity

16. Pestle Analysis
16.1 Implications of Changes

17. Porter’s 5 Force Analysis

18. Understanding Business
18.1 Business Definition
18.2 Dimensions of Business
18.3 The Product / Service Concept

19. Competitor Analysis
19.1 Interpreting Industry Analyses
19.2 Competitor Analysis

20. Competitor Analysis (Internal Analysis)
20.1 Internal Analysis
20.2 Internal Analysis with Resource Based Model
20.3 Internal Analysis Framework

21. Boston Matrix
21.1 Description of The BCG Matrix
21.2 Product Portfolio Method

22. The International Dimensions of Strategy
22.1 Introduction
22.2 International Competition

23. Core Competence
23.1 Process of Organizational Analysis
23.2 Capabilities
23.3 Core Competencies
23.4 Building Core Competencies
23.5 Costly To Imitate

24. Benchmarking
24.1 Types of Benchmarking

25. Mc Kinsey’s 7s Framework

26. Swot Analysis and Value Chain
26.1 SWOT Analysis
26.2 Opportunities and Threats
26.3 Value Chain Analysis
26.4 Outsourcing

27. Introduction To Strategy Implementation
27.1 Concept of Strategy Implementation
27.2 Activating Strategy

28. Structural Implementation
28.1 Strategy-Structure Relationship
28.2 Structural Change

29. Functional Implementation
29.1 Functional Policies and Plans
29.2 Difference between Policy and Procedure
29.3 Role of Functional Policies and Plans
29.4 Integration of Functional Policies

30. Functional Implementation
30.1 Functional Approach
30.2 Marketing
30.3 Human Resources
30.4 General Management

31. Behavioural Implementation
31.1 Strategic Leadership:
31.2 Impact of Organizational
31.3 Relating Culture and Strategy
31.4 Values and Strategy Implementation

32. Resource Mobilisation and Allocation
32.1 Resource Mobilization
32.2 Preparation of Position Papers

33. Concept of Strategic Evaluation And Control
33.1 Barriers in Strategic Evaluation and Control
33.2 Participants in Strategic Evaluation and Control
33.3 Stages of Control

34. Control Process
34.1 Benefits of Management By Exception

35. Techniques of Strategic Evaluation And Control
35.1 Financial Performance Control
35.2 Budgetary Control
35.3 Operational Problems
35.4 Approaches for Measuring Social Performance

Exam Format and Information
Certification name – Corporate Strategy Certification
Exam duration – 60 minutes
Exam type - Multiple Choice Questions
Eligibility / pre-requisite - None
Exam language - English
Exam format - Online
Passing score - 25
Exam Fees  - INR 1199