write a key takeaway from the below points

Week 1. Chapter 1 An effective business strategic Plan Defining a competitive advantage Introduction to key components of a business strategy and focus on what, how and why of a winning business through a high-level diagram Discussion of coursework details

Week 2. Chapter 2 Measures of key success factors of organizational advantage and competitive advantage through Ratios and Balanced scorecards Types of Business models Week 3. Chapter 3 Frameworks relating to external environment PESTEL: 6 dimensions, factors, importance, format of PESTEL, Potential opportunities and threats Porters 5 forces: 5 forces, evaluating each dimension and performing threat analysis PESTEL and PORTERs 5 FORCES with Tesla example Week

4. Chapter 5 Customer-centric strategies like Segmentation, Value proposition and Satisfaction Resources (Tangible/Intangible assets), Capabilities with the available, Core competencies that give a competitive edge to the organization VRIO framework: Identifies resources for each criterion that determines the type of competitive advantage the organization has. VRIO example: Mercedes SWOT: Helps answer the why question, provides summary of key success factors to justify the business strategy

Week 5. Chapter 6 Organizational structure: Division of labor, coordination and co-operation problems between individuals accomplishing different tasks Different mechanisms to help align goals 3Cs framework for effective organization: Capability, Commitment and Coordination Organizational structure: Impact of design on effectiveness of strategy implementation LC5 framework for strategy implementation

Week 6. Chapter 7 Developing a strategy; competitive advantage, Two primary dimensions of strategy: Business-level strategy: Low-cost Leadership (lowest cost structure) and Differentiation (how product/service is perceived to be different or better than competitor) The Red vs. Blue Ocean, The ERRC Grid, Components of a strategic plan. Learning-Goal orientation vs Performance-goal orientation Case study: Satya Nadella at Microsoft

Week 7. Chapter 16: Current Trends in Rapidly changing business environment: Technology,Competition, Market Volatility, Social factors and crisis of capitalism Managing options: fail and Lean quickly, factoring in opportunity costs Application of strategic planning frameworks in a changing and uncertain environment

Week 8. Industry life cycle: 4 different phases: Market size, Indicators, Rivalry, Strategy focus Process Innovation and Product Innovation Strategic Change: Barriers to effective change in organization: Organizational routines, Conformity, bounded rationality limites, proper fit between complementary items, Personal habit Overcome Organizational inertia: Creating perception of crisis, Create cultural change, scenario planning, reorganize, leadership change, push the boundaries of goals Dynamic Capability: Ability to integrate and reconfigure resources to adapt to changing environment Case Study: Sustainability at IKEA Week

10. Chapter 11 & 13: Corporate Strategy Diversification: Expand product from different markets to gain competitive advantages Mergers and Acquisitions- Benefits: Increasing market power, Cost savings, Shared capabilities, Overcoming entry barriers, To get up to speed with competitors Vertical Integration: End-to-end ownership of different processes in supplying the products or services Upstream integration is backward (e.g. the acquisition of a supplier); Downstream integration is forward (e.g. the acquisition of a customer) Discussion on Common issues in M&A (difficulties in Integration & due diligence) and Vertical Integration (Not very easy to manage and own supplies at multiple stages) Case Study: SHEIN vs ZARA case

Week 11. Chapter 12: International/Global strategy Motivations to enter new markets for competitive advantage, new knowledge resource, new customers etc Porters National diamond framework: Factor conditions, Related and supporting industries, Demand conditions, Strategy, Structure, and Rivalry Approaches to investing in foreign markets CAGE framework helps assess liability of foreignness: Cultural distance, Admin & Political distance, Geo location, economic differences

Week 12. Chapter 15: Reviewing Corporate Strategy Diversification, M&A, Strategic Alliances 3 types of alliances: Bilateral agreement, equity alliance, Joint Venture Choosing the right growth path to Contract, alliance and finally acquisition by evaluating current company strategy Case Study: Alibaba buys Lazada Case

please help me write key take aways from the above points