Sie sind auf Seite 1von 1

KEY MODELS AND PRINCIPLES No.

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 Meaning of strategy Strategy Stakeholders Mapping Company's Approach to Ethics Environmental Analysis Porter's Diamond Competitive Environment How Do We Have Competitive Advantages Strenghts / Weaknesses Positional Analysis The Product Life Cycle Strategies Available Using Generic Strategies Strategic Options Appraising Companies Appraising Current Status Evaluate A Strategy / Choice Checklist to be considered when putting strategy into effect Styles of Managing Business Units Roles that a corporate parent might play Parental Development Portfolio Analysis

Area

Model WHAT IS STRATEGY?


Mintzberg's Meanings Strategic Lenses Mendelow's MatrixP Ethical Stances PESTL Porter's Diamond Porter's Five Forces Porter's Value Chain The Resource Audit SWOT The Product Life Cycle Porter's Generic Strategies The Strategic Clock Ansoff's Matrix Kaplan's Balanced Scorecard Benchmarking JSW Model McKinsey 7S Model A ploy, position, pattern & perspective Strategy as Design, Experience & Ideas

Main Points

POSITION ANALYSIS
Interest (high, low) and Power (high, low) Short-term Shrholder Int (STSI), Long-term Shrholder Int (LTSI), Multiple Stakeholder Obligation (MSO) & Shaper of Society Political, Economic, Social, Technological & Legal Demand Conditions, Factor Conditions, Strategy, Structure & Rivalry, Supporting & Related Industries Potential Entrants, Threat of Customer, Supplier, Existing Rivalry, Threat of Substitutes Primary (Ibound, Operations, Outbound, S&M, Srvice) & Secndary (Firm Infrastruture, Tech. Devntt, HR mgmt., Procurement) Management, Money, Manpower, Manufacturing, Marketing, Materials, Makeup (brand & HR) Strengths, Weaknesses, Opportunities & Threats

CHOOSING / IMPLEMENTING A STRATEGY


Introduction, Growth, Maturity & Decline Cost Leader, Focus, Differentiation Percieved Benefits (H,L) and Price(H,L) : No Frills, Low Price, Hybrid, Differentiation, Focused Differentiation, Strategies That Will Fail Product (New, Old), Market (New, Old) Fianancial , Customer, Internal & Innovation & Learning perspective Internal, External, Best Practice, Comparability Benchmarking Suitability, Acceptance, Feasibility Hard (Strategy, Structure, Systems), Soft (Skills, Staff, Style) and Shared Values

PORTFOLIO MANAGEMENT
Ashridge's Portfolio Matrix Boston Consultancy Group Matrix The Cultural Web Culture Classification Mintzberg's Structural Config.ns McCarthy's marketing mix Harmon's Process - Strategy Matrix Harmon's Methodology B&HH Kaleidoscope B&HH Kaleidoscope Lewin's Force Field Analysis Lewin - 3 Step Reasons for resisitng changes Leadership Styles McFarlan's Grid The 6I's of e-business The V Model Likert's Leadership Styles Financial Control, Strategic Control & Strategic Planning Portfolio Managers, Synergy Managers, Parental Developers Ability to help (H,L) & Opportunity to help (H, L) : Ballast, Heartland, Alien Business, Value Trap Business Market Growth (H,L), Market Share (H,L)

CULTURE / ORGANISATION STRUCTURE


23 Analysing a company's culture 24 Culture Classification 25 Organization Structure 26 Product Positioning 27 28 29 30 31 32 33 34 35 36 Which Process to Change? Step By Step process of Change Range of Process Redesign Patterns Contextual Features of Change Design Choices of Change Managing Changes Implementing Changes Strategic Change Reasons for reisting change Apporaches to Deal with resitance Symbols & Titles, Power Structure, Organization Structure, Control Systems, Rituals & Routines, Myths & Stories Power Culture, Role Culture, Task Culture, Person Culture Strategic Apex, Middle Line, Operating Core, Support Staff, Techno-structure forming Simple, Machine Bureaucracy, Prof Bur., Divisionalized, Adhocracy, Missionary

MARKETING
Product, Price, Promotion, Place, People, Process, Physical Evidence

CHANGE MANAGEMENT
Complexity (H,L) & Strategic Importance (H,L) Plan, Analysis, Redesign, Development & Transition Reengineering, Value Added Analysis, Simplification, Gaps & Disconnects Scope, Time, Diversity, Preservation, Capacity, Capability, Readiness, Power Change Path, Start Point, Style, Interventions, Roles Forces for Change / Forces Resisting Change Unfreeze, Apply Changes, Freeze Extent of Change (Transformation, Realignment) & Speed of Change (Incremental, Big Bang) : Evolution, Revolution, Adaptation, Reconstruction Parochial Self-Interest, Misunderstanding, Low tolerance to change, Different assessment of situations Participation, Education & Communication, Power / Coercion, Facilitation & Support, Manipulation & Co-optation, Negotiation

IT / E-business
37 The Criticality of IT 38 Advantages of E-business 39 Sofware Development / Testing 46 Leadership Styles 47 Apporaches to Job Design Strategic Impact of Current Systems (H,L) & Strategic Impact of future systems (H,L) : Support, Turnaround, Factory & Strategic Intelligence, Individualization, Interactivity, Integration, Independence, Industry Development (Req. specification, functinl spec., Sys design, Unit Design, Coding) & Testing (Coding, Unit, Integration, System & Acceptance Testing)

HR MANAGEMENT / LEADERSHIP
Exploitative Autocratic, Benevolent Authoritative, Participative, Democratic Scientific Mgmt, Job Enrichment, Japanese Mgmt, BPR

Das könnte Ihnen auch gefallen