Below are list of models and important key areas in the syllabus.

Ch 1: Strategy
Different models for strategic planning process:
1. Rational Planning model strategic choice, strategic option, strategy in action
2. johnson & Scholes- 3 levels of strategy > corporate strategy, business strategy,
operational strategy
3. Johnson & Scholes- 3 lenses > experience, ideas, design.
4. Mintzbergs emergent strategies
Ch 2: Stakeholders, ethics and culture
Mendelow matrix mapping (to identify stakeholders)
Johnson & Scholes- ethical position of company
Charles Handy types of culture (power, role, task, people).
Miles & Snow- strategic cultures (defenders, prospectors, analysers, reactors).
Cultural web whether a particular strategy is acceptable to employees. (CORPPS)
Ch 3: Environment
Johnson & Scholes- key drivers of change (why do things change?) > (market
globalisation, cost globalisation, global competition, economic, environmental, legal).
Pestel- analysis of external environment
Porters national diamond- reasons why some companies in a particular countries have
competitive advantage than companies from other countries.
Ch 4: Competition and markets
Industry life cycle
Porters 5 forces
Ch 5: Strategic capability
Mckinseys 7S
Porters value chain -appraise internal aspects of org.
porters value network extends the idea of value chain to include customers and
suppliers
Product life cycle
TARA framework dealing with risks
Ch 6: strategic options
Ansoff matrix used to generate strategic options
BCG matrix (under product development).
Porters generic strategy (under market penetration). > cost leadership, product
differentiation, focus group.
Strategic clock look at price and added value
Ch 7: Strategic choice
Johnson & Scholes- strategic rationale ways head office can create value in each
business they own > portofolio managers, synergy, parental developers.
Ahsdrige portfolio model > use BCG matrix instead. (which divisions to keep or get

rid of)
Tows analysis
Johnson & Scholes- SFA test
Ch 8: Finance
Limiting factors
Make or buy
Closure or continuing decisions
Special contracts
ratio analysis
Regression, time series analysis
Ch 9: Marketing
Marketing mix (7 Ps)
CSF and KPIs
Ch 10: Business process
Rummler and Brache- Gaps and disconnecting
Harmons process- strategy mix
Ch 11- Ebusiness
6 stages of using IT (initiation, contagion, control, intergration, data adminstration,
maturity).
Suppy chain: upstream, downstream
6Is for e-marketing
customer life cycle
Ch 12: People in organisation
Organisational structure (fuctional, divisional, matrix)
Mintzberg structural configuration (ideology, strategic apex, middle line etc)
Ch 13: Project management
Project gateways- method to run a project
Wards & Daniels types of benefits (how benefits can be measured)
tuckmans stages of formation stages before starting the project
Belbins personality mix- personalities in the group
Ch 14: Change and development
Balogun & Hope Hailey contextual features for stakeholders to consder before
accepting change
Lewins force field analysis forces at work whenever a change is considered
Lewins 3 step process- stages necessary for something to change (unfreeze, freeze,
refreeze)
*****Strategy****
Different models for strategic planning process:

1. Rational Planning model strategic choice, strategic option, strategy in action

2. Johnson & Scholes- 3 levels of strategy > corporate strategy, business strategy,
operational strategy
3. Johnson & Scholes- 3 lenses > experience, ideas, design.
4. Mintzbergs emergent strategies
*****Stakeholders, ethics and culture****
Mendelow matrix mapping (to identify stakeholders)
Johnson & Scholes- ethical position of company
Charles Handy types of culture (power, role, task, people).
Miles & Snow- strategic cultures (defenders, prospectors, analysers, reactors).
Cultural web whether a particular strategy is acceptable to employees. (CORPPS)
***** Environment*****
Johnson & Scholes- key drivers of change (why do things change?) > (market
globalization, cost globalization, global competition, economic, environmental, legal).
PESTEL- analysis of external environment
Porters national diamond- reasons why some companies in a particular country have
competitive advantage than companies from other countries.
*****Competition and markets****
Industry life cycle
Porters 5 forces
***** Strategic capability****
Mckinseys 7S
Porters value chain -appraise internal aspects of org.
porters value network extends the idea of value chain to include customers and
suppliers
Product life cycle
TARA framework dealing with risks
*****strategic options****
Ansoff matrix used to generate strategic options
BCG matrix (under product development).
Porters generic strategy (under market penetration). > cost leadership, product
differentiation, focus group.
Strategic clock look at price and added value
*****Strategic choice****
Johnson & Scholes- strategic rationale ways head office can create value in each
business they own > portfolio managers, synergy, parental developers.
Ahsdrige portfolio model > use BCG matrix instead. (Which divisions to keep or get
rid of)
Tows analysis
Johnson & Scholes- SFA test

*****Finance*****
Limiting factors
Make or buy
Closure or continuing decisions
Special contracts
ratio analysis
Regression, time series analysis
***** Marketing******
Marketing mix (7 Ps)
CSF and KPIs
*****Business process****
Rummler and Brache- Gaps and disconnecting
Harmons process- strategy mix
*****E business*****
6 stages of using IT (initiation, contagion, control, integration, data administration,
maturity).
Supply chain: upstream, downstream
6Is for e-marketing
customer life cycle
*****People in organization*****
Organizational structure (functional, divisional, matrix)
Mintzberg structural configuration (ideology, strategic apex, middle line etc)
*****Project management*****
Project gateways- method to run a project
Wards & Daniels types of benefits (how benefits can be measured)
tuckmans stages of formation stages before starting the project
Belbins personality mix- personalities in the group
******Change and development*****
Balogun & Hope Hailey contextual features for stakeholders to consider before
accepting change
Lewins force field analysis forces at work whenever a change is considered
Lewins 3 step process- stages necessary for something to change (unfreeze, freeze,
refreeze)