Beruflich Dokumente
Kultur Dokumente
• Strategic position
• Strategic choices
• Strategy into action (implementation)
• Strategy as design
• Strategy as experience
• Strategy as ideas
Pestel
• Political
• Economic
• Socio-cultural
• Technological
• Environmental
• Legal
Porter’s Diamond
• Barriers to entry
• Substitute products
• The bargaining power of customers
• The bargaining power of suppliers
• Competitive rivalry
Lifecycle model
• Inception
• Growth
• Shakeout
• Maturity
• Decline
Marketing Mix
• Product
• Price
• Place
• Promotion
• People
• Processes
• Physical evidence
Primary Activities
• Inbound logistics
• Operations
• Outbound logistics
• Marketing and sales
• Service
Support Activities
• Firm infrastructure
• Human resource management
• Technology development
• Procurement
SWOT analysis
• Strengths
• Weaknesses
• Opportunities
• Threats
TOWS Matrix
• Stories
• Symbols
• Power structures
• Organisation structures
• Control systems
• Rituals and routines
Integrated Reporting
• Financial capital
• Manufactured capital
• Intellectual capital
• Human capital
• Social and relationship capital
• Natural capital
• Stars
• Question marks
• Cash cows
• Dogs
• Heartland businesses
• Ballast businesses
• Value trap businesses
• Alien businesses
• Market penetration
• Product development
• Market development
• Diversification
• Incremental/Realignment – Adaptation
• Incremental/Transformation – Evolution
• Big bang/Realignment – Reconstruction
• Big bang/Transformation – Revolution
• Time available
• Preservation
• Diversity
• Capability
• Capacity
• Readiness
• Power
• Scope
6 I’s of marketing
• Independence of location
• Industry structure
• Interactivity
• Individualisation
• Integration
• Intelligence
7 p’s of E-marketing
Job Design
• Scientific management
• Human relations / job enrichment
• Japanese model
• Re-design
Objectives (SMART)
• Specific
• Measurable
• Achievable
• Relevant
• Time-limited
Balanced Scorecard
• Financial perspective
• Customer perspective
• Internal business perspective
• Innovation and learning perspective
Types of diversification
Harmon’s Grid
• Start date
• Duration
• Finish date
• A relationship to other projects: after some, before others etc
• A cost
• A person responsible
• A closely defined set of outcomes
Stages of a Project
• Initiation/initial screening
• Risk assessment
• Business case
• Project plan
• Executing
• Monitoring and controlling/project milestones
• Closing: delivery/review
Scenarios
1 Decide on the drivers for change
2 Bring drivers together into a viable framework
3 Produce seven to nice mini-scenarios
4 Group mini-scenarios into two or three larger scenarios
5 Write the scenarios
6 Identify issues arising
Project Benefits
• Observable
• Measurable
• Quantifiable
• Financial
Methods of Growth
• Organic growth
• Acquisitions and mergers
• Joint ventures
• Franchising
• Alliances
Procurement
Involves locating items of the right
• Price
• Time
• Quality
• Quantity
• Source
Blake and Mouton’s Managerial Grid (concern for people/concern for production)
1.1 impoverished
1.9 country club
9.1 task orientated
9.9 team
5.5 middle of the road
Theory X and Theory Y
X Dislike work, need to be coerced, controlled, directed and/or threatened. Close supervision, carrot
and stick
Y Physical and mental effort is as natural as play or rest. Motivated to seek challenge and
responsibility. Manager consultative, facilitating, positive feedback, challenge and responsibility as
motivators
STRATEGY
#1 : Strategic Planning Model
#2 : Johnson and Scholes – Three Levels of Strategy
#3 : Johnson and Scholes – Strategic Lenses
ENVIRONMENTAL ISSUES
#9 : PESTEL – How to analyse the Macro Environment
#10: Porters 5 Forces
#11 : Porter’s National Diamond
STRATEGIC CAPABILITY
#12 : The nine M Model
#13 : Porter’s Value Chain
#14 : Porter’s Value Network
#15 : The product Life Cycle
#16 : Nanaka and Takeuchi – Tacit and explicit knowledge
STRATEGIC OPTIONS:
#17 : Ansoff’s Growth vector matrix
#18 : Porter’s Generic Strategies
#19 : Johnson and Scholes’ Strategic Clock
#20 : The BCG Matrix
STRATEGIC CHOICE:
#21 : Johnson and Scholes – Strategic Rationale
#22 : The Ashridge Portfolio Model
#23 : Johnson and Scholes SFA test
MARKETING:
#24 : Value Based Marketing
#25 : The Marketing Mix
E-BUSINESS:
#30 : Mc Farland’s Grid
#31 : Nolan’s use of IT within the organization
#32 : The 6 I’s of e-marketing
#33 : Adcock’s guide to Customer Relationship Management (CRM)
#34 : The customer life cycle
PEOPLE IN ORGANISATION:
#35 : Mintzberg’s Structural configurations
# 36 : Hackman characteristics of job enrichment
PROJECT MANAGEMENT
#37 : Tuckman’s stages of Group Formation
#38 : Belbin’s Personality Mix