Professional Documents
Culture Documents
Chapter 1:
The Nature of Strategic Business Analysis
The Strategic Planning Process
Levels of Strategic Planning
Johnson, Scholes and Whittington
Johnson and Scholes Lenses
Business Analysis
Chapter 2:
The Environment and Competitive Forces
PESTEL Analysis
This model examines the growth prospects for the industry
as a whole. This is achieved by examining 6 factors that
are outside the control of the companies in the industry:
• Political factors
• Economic factors
• Social factors
• Technological factors
• Environmental factors
• Legal factors
Porter’s Diamond
Convergence in Industries
Porter’s 5 Forces Model
The Product Life Cycle
Sales
The four stages of a products life
£
Time
• same industry
• similar strategic characteristics
• following similar strategies/ competing
on a similar basis
• can have similar assets and skills
Strategic Group Positioning
Chapter 3:
Marketing and the value of goods and services
Customers and Markets
– segmentation
– motivation
– unmet needs
Market Segmentation
Marketing styles
• undifferentiated marketing
• differentiated marketing
• niche/target marketing
Marketing Mix Strategies
Critical Success Factors
• Men
• Money
• Markets
• Materials
• Management
• Make-up
• Manufacturing/Machinery
Sustaining Competitive
Advantage
The capabilities needed to sustain
competitive advantage are:
• knowledge management
– this encourages innovation and sharing, and it
reduces complexity. It also ensures continuity as
staff turnover
SWOT Analysis
Chapter 5:
Stakeholders, ethics and culture
The need for corporate
governance
• The gap between ultimate beneficiaries and
those making day-today decisions can be large
and agents might not know what the
beneficiaries want.
• Greater pressure
• Greater scrutiny
Low
Minimal Keep
Effort (A) Informed (B)
Power
Keep Key
Satisfied (C) Players (D)
High
Low Level of Interest High
Ethics
• Macro level
• Corporate level
• Individual level
Ethical Stances
• purpose
• strategy
• policies and Standards of Behaviour
• values.
Also:
• mission statements should be short – typically half a page
• note that mission statements can have a valuable role in
setting ethical standards and organisational culture.
Chapter 6:
Strategic Choice I
Corporate Parenting
• portfolio managers
• synergy managers
• parental developers.
Boston Consulting Group Matrix
>10%
% rate market growth
<10%
penetration development
HORIZONTAL
CORE ACTIVITY DIVERSIFICATION
UNRELATED
DIVERSIFICATION
• Internal development
• Easier to control?
• Can be risky if not enough skills or
experience
Implementing growth
Assess by synergy
Joint Development
Licence Agency
Franchise
Strategies for Competitive
Advantage
There are three generic strategies through which an
organisation could achieve competitive advantage:
• Competing successfully
Key words
Suitability Feasibility
Acceptability
Chapter 8:
Organisational Structure
Organisational structure
Entrepreneurial structure
The boss
Everyone else
Organisational structure
Functional Structure
Board
Divisional Structure
Board
Central functions
eg finance, HR
Matrix Structure
Production Purchasing
Manager Manager
Manager
Customer A
Manager
Customer B
Virtual Organisations
An example:
Chapter 9:
Business Process Change
Business Processes
1. Web presence
2. E-commerce
3. Integrated e-commerce
4. E-business
Supply Chain Management
• production planning
• purchasing
• materials management
• distribution
• customer service
• forecasting
Push vs Pull SCM
• Push = supplier-led.
– people/participants
– processes
– physical evidence
6Is: Benefits over Traditional
Marketing Methods
Customer Relationship Management
(CRM)
• Selection
• Acquisition
• Retention
• Extension
• It is a differentiator
• Reduced internal failure costs
• Reduced external failure costs
• Potentially requires less capital investment
• Prevention costs
• Appraisal costs
Quality Control vs Quality
Management
• Everyone‟s involved
• Customer focused
• Internal and external buyer/supplier
relationships established
• Try to get it right first time
• Use a “kaizen” system
The ‘V-model’
Capability Maturity Model
Integration (CMMI)
The Six Sigma Approach
• Define
• Measure
• Analyse
• Improve
• Control
Chapter 12:
Project Management
Project
Management
• Cost
• Time
• Scope
Project Risk Management
• Ignore it
• Insure against it
• Transfer it
• Mitigate it
Contents of a project plan
Assessing Project Quality
• Define
• Measure
• Analyse
• Design
• Verify
Chapter 13:
Finance & Strategy
Different Organisational Types
• Listed Companies
• Non-listed businesses
• Cost
• Gearing
• Control
• Security
• Cash flow
• Availability
• Exit routes
Funding of NFPs
• Strategic funding
• Self-generated income
• Developmental funding
• Cost minimisation
• Project returns
Working Capital Management
Investment Appraisal Ratios
Chapter 14:
Strategy and People
Objectives of HRM
• Vision
• Communication
• Passion and motivation
• Flexibility
Appraisal Systems
• Relevance
• Fairness
• Serious intent
• Cooperation
• Efficiency
Facilitating change
• Organisational objectives
• CSFs and KPIs
• Desired behaviour
• Competitor systems
• Legislation
• Constraints
Human Resources and Strategy
HRM is becoming increasingly important to businesses:
Evolution Adaptation
Revolution Reconstruction
Big Bang
Barriers to Change
The Change Process