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1. DEVELOP VISION AND MISSION STATEMENTS
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1.1. HISTORY
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1.2. MISSION STATEMENT
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1.2.1. EVALUATION MATRIX OF MISSION STATEMENT
1.2.2. PRINCIPAL CHARACTERISTICS OF THE MISSION
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1.3. VISION STATEMENT
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1.3.1. EVALUATION MATRIX OF VISION STATEMENT
1.3.2. PRINCIPAL CHARACTERISTIS OF THE VISION
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2.. PERFORM EXTERNAL AUDIT
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2.1. ECONOMIC FORCES
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2.2. SOCIAL, CULTURAL, DEMOGRAPHIC, AND ENVIRONMENTAL FORCES
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2.3. POLITICAL, LEGAL AND GOVERNMENTAL FORCES
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2.4. TECHNOLOGICAL FORCES
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2.5. COMPETITIVA FORCES
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2.6. COMPETITIVA ANALYSIS: PORTER'S FIVE/FORCES MODEL
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2.6.1. RIVALRY AMONG COMPETING FIRMS
2.6.2. POTENTIAL ENTRY OF NEW COMPETITORS
2.6.3. POTENTIAL DEVELOPMENT OF SUBSTITUTE PRODUCTS
2.6.4. BARGAINING POWER OF SUPPLIERS
2.6.5. BARGAINING POWER OF CONSUMERS
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2.7. INDUSTRY ANALYSIS: THE EXTERNAL FACTOR EVALUATION (EFE) MATRIX
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2.8. THE COMPETITIVE PROFILE MATRIX (CPM)
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3. PERFORM INTERNAL AUDIT
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3.1. THE RESOURCE - BASEVIEW (RBV)
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3.2. INTEGRARON STRATEGY AND CULTURE
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3.3. MANAGEMENT
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3.3.1. PLANNING
3.3.2. ORGANIZING
3.3.3. MOTIVATING
3.3.4. STAFFING
3.3.5. CONTROLLING
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3.4. MARKETING
3.4.1. CUSTOMER ANALYSIS
3.4.2. SELLING PRODUCTS / SERVICES
3.4.3. PRODUCT AND SERVICE PLANNING
3.4.4. DISTRIBUTION
3.4.5. MARKETING RESEARCH
3.4.6. OPPORTUNITY ANAYSIS
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3.5. FINANCIE / ACCOUNTING
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3.6. PRODUCTION / OPERATIONS
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3.7. RESEARCH AND DEVELOPMENT
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3.8. MANAGEMENT INFORMATION SYSTEMS
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3.9. VALUE CHAIN ANALYSIS
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3.10. THW INTERNAL FACTOR EVALUATION (IFE) MATRIX
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4. ESTABLISH LONG - TERM OBJECTIVES
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4.1. LONG - TERM OBJECTIVES
4.2. ANNUAL OBJECTIVES
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4.3. GANTT
4.4. BALANCE SCORECARD
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4.5. FINANCIAL OBJETIVES AND STRATEGIC OBJECTIVES
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4.6. TYPE OF STRATEGY
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4.6.1. INTENSIVE STRATEGIES
4.6.2. DIVERSIFICARON STRATEGIES
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4.7. MEANS FOR ACHIEVING STRATEGIES
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4.8. MICHAEL PORTER'S FIVE GENERIC STRATEGIES
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5. GENERATE, EVALUATE, AND SELECT STRATEGIES
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5.1. STAGE 1: THE INPUT STAGE
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5.1.1. EXTERNAL FACTOR EVALUACION (EFE) MATRIX
5.1.2. COMPETITIVA PROFILE MATRIX (CPM)
5.1.3. INTERNAL EVALUATION (IFE) MATRIX
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5.2. STAGE 2: THE MATCHING STAGE
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5.2.1. STRENGTHS - WEAKNESS - OPPORTUNITIES - THREATS (SWOT) MATRIX
5.2.2. ESTRATEGIA POSITION AND ACTION EALUATION (SPACE) MATRIX
5.2.3. BOSTON CONSULTING GROUP (BCG) MATRIX
5.2.4. INTERNAL - EXTERNAL (IE) MATRIX
5.2.5. GRAND STRATEGY MATRIX
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5.3. STAGE 3: THE DECISION STAGE
5.3.1. QUANTITATIVE STRATEGIC PLANNING MATRIX (QSPM)
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6. IMPLEMENT STRATEGIES - MANAGEMENT ISSUES
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6.1. MANAGEMENT PERSPECTIVE
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6.2. POLICIES
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6.3. RESOURCES ALLOCATION
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6.4. MANAGING CONFLICT
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6.5. MATCHING ESTRUCTURE WITH STRATEGY
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6.6. RESTRUCTURING, REENGINEERING
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6.7. MANAGING RESISTANCE TO CHANGE
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6.8. MANAGING THE NATURAL ENVIRONMENT
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6.9. CRETING A STRATEGY - SUPPORTIVE CULTURE
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6.10. PRODUCTION / OPERATIONS CONCERNS WHEN IMPLEMENTING STRATEGIES
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7. IMPLEMENT ESTRATEGIAS / MARKETING, FINANCE, ACCOUNTING, R&D AND MIS ISSUES
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7.1. MARKET SEGMENTATION
7.2. RODUCT POSITIONING
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7.3. FINANCE / ACCOUNTING STATEMENTS
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7.3.1. PROYECTE FINANCIAL STATEMENTS
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7.4. RESEARCH AND DEVELOPMENT (R&B) ISSUES
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7.5. MANAGEMENT INFORMATION SYSTEM (MIS) ISSUES
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8. MEASURE AND EVALUATE PERFORMANCE
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8.1. MEASURING
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8.2. TAKING CORRECTIVE ACTIONS
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8.3. BALANCE SCORECARD
8.4. CONTINGENCIA PLANNING
8.5. AUDITING
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9. FUNDAMENTOS JURIDICOS
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10. BIBLIOGRAPLY
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