Key Strategy & Management Models

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This presentation is a collection of PowerPoint diagrams and templates used to convey 30 different strategy, marketing and business management models and frameworks every manager and consultant needs to know.

CONTENTS:

Strategic Business Planning Methodology
Blue Ocean Strategy
Ansoff's Growth Matrix
The BCG Matrix
Treacy & Wiersema Value Disciplines
Greiner's Growth Model
PEST Analysis
SWOT Analysis
Porter's Five Forces
Value Chain Model
The Branding Pentagram
Strategic HRM Model
Hoshin Kanri Strategy Deployment Model
TRADE Benchmarking Model
4 Ps Marketing Mix
The McKinsey 7-S Framework
Value-based Management
Value Stream Mapping
Kraljic's Purchasing Model
Baldrige Performance Excellence Model
EFQM Excellence Model
Balanced Scorecard
Lean Management Model (TPS)
Six Sigma Quality Management
PDCA Problem Solving
Cause & Effect Diagram
Senge's Five Disciplines (The Learning Organization)
Covey's 7 Habits Model
SERQUAL Model (RATER)
Kotter's Eight Phases of Change

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Key Strategy & Management Models

  1. 1. © Operational Excellence Consulting. All rights reserved. This presentation is a collection of PowerPoint diagrams and templates used to convey 30 different strategy and business management models and frameworks. Key Strategy & Management Models Diagrams and Templates of Strategy & Business Management Models & Frameworks
  2. 2. © Operational Excellence Consulting. All rights reserved. Strategic Business Planning Methodology This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  3. 3. © Operational Excellence Consulting. All rights reserved. 7 PHASE DESCRIPTION Strategic Business Review Strategic Business Review To review the organization’s current state and external environment so as to establish the position of the organization with respect to the competition. Business VisioningBusiness Visioning To define the desired state of the organization so as to focus the development and implementation of business strategies in achieving the desired goals. Business Strategy Development Business Strategy Development To formulate business strategies based on the organization’s strengths and external opportunities to achieve desired state. Implementation Formulation Implementation Formulation To define the IT architecture and develop a strategic business implementation plan so as to serve as the blueprint for detailed implementation. The Four Key Phases of Strategic Business Planning Methodology Strategic Business Planning Methodology This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  4. 4. © Operational Excellence Consulting. All rights reserved. Blue Ocean Strategy This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  5. 5. © Operational Excellence Consulting. All rights reserved. 13 Value Innovation is the cornerstone of Blue Ocean Strategy – placing equal emphasis on value and innovation Blue Ocean Strategy - The Four Actions Framework Eliminate Reduce Raise Create COST VALUE Value Innovation Reduce cost Increase customer value Source: C. Kim, R. Mauborgne This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  6. 6. © Operational Excellence Consulting. All rights reserved. 16 Insert Header Blue Ocean Strategy – The Four Actions Framework (TEMPLATE) Source: C. Kim, R. Mauborgne Insert bumper – takeaway statement Which factors should be reduced well below the industry’s standard? Which factors should be raised well above the industry standard? Reduce Raise Should factors should be created that the industry has never offered? Create Which of the factors that the industry takes for granted should be eliminated? Eliminate A new Value Curve This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  7. 7. © Operational Excellence Consulting. All rights reserved. 19 Insert Header Insert bumper – takeaway statement Source: Ansoff Ansoff’s Growth Matrix (TEMPLATE) Product Development Market Penetration Market Development Diversification Product Market NewExisting NewExisting This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  8. 8. © Operational Excellence Consulting. All rights reserved. 22 The BCG Matrix is a strategic tool to identify the profit and growth potential of each business unit as a company The BCG Matrix ?Analyze Divest Milk Market Share MarketGrowth High HighLow Low Invest Source: BCG This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  9. 9. © Operational Excellence Consulting. All rights reserved. The Value Disciplines of Treacy & Wiersema This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  10. 10. © Operational Excellence Consulting. All rights reserved. 28 Treacy & Wiersema Market Positioning Strategic Positioning Cost Leadership Product Leadership Customer Partnership Characteristics Optimized product delivery and basic service processes Uncomplicated buyer service, where possible Standardized offers Simplified processes Central planning and control Corporate culture towards efficiency Focus on innovation, product development, and market analysis / segmentation Flexible organization structure with short response times and a high adaptability to realignments Result-oriented management systems that measure product success Corporate culture towards creativity, unconventional solutions, and entrepreneurial thinking Unconditional customer orientation Customer support in needs identification Problem solution competency Customer relationship management Employees with decision power close to the customer Management systems oriented towards customer requirements Corporate culture nurtures individual solutions and close, lasting customer relationships Company Example Dell 3M Apple Home Depot This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  11. 11. © Operational Excellence Consulting. All rights reserved. 31 Insert Header Source: Larry Greiner Greiner’s Growth Model (TEMPLATE) Time Phase 1 Growth through creativity OrganizationSize Phase 6 Growth through alliances Phase 5 Growth through collaboration Phase 4 Growth through co- ordination Phase 3 Growth through delegation Phase 2 Growth through direction Insert bumper – takeaway statement This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  12. 12. © Operational Excellence Consulting. All rights reserved. 34 PEST Analysis looks at “big picture” factors that might influence a decision, a market, or a potential new business or project PEST Analysis Government type Government stability Freedom of press, rule of law, bureaucracy and corruption Regulation and de- regulation trends Employment legislation Likely political change Impact of emerging technologies Impact of internet and reduced communication costs Research and development activity Impact of technology transfer Likely technological change Political Technological Population growth / age profile Health, education and social mobility Employment patterns and attitudes to work Press, public opinion, attitudes and taboos Lifestyle choices Likely socio- cultural change Social Business cycle stage Growth, inflation and interest rates Unemployment, labor supply and labor costs Disposable income and distribution Globalization Likely economic change Economic This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  13. 13. © Operational Excellence Consulting. All rights reserved. 37 Situation Analysis can be broken down into internal and external analysis Situation Analysis Situation Analysis Internal Analysis Strength External Analysis Weaknesses Opportunities Threats This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  14. 14. © Operational Excellence Consulting. All rights reserved. 40 SWOT analysis aims to identify the key internal and external factors seen as important to achieving an objective Weaknesses (W)Strengths (S) Threats(T)Opportunities(O) SO strategies Use strengths to take advantage of opportunities WO strategies Take advantage of opportunities by overcoming weaknesses or making them relevant ST strategies Use strengths to avoid threats WT strategies Minimize weaknesses and avoid threats SWOT Analysis This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  15. 15. © Operational Excellence Consulting. All rights reserved. 43 Insert Header Impact & Probability Analysis (TEMPLATE) Insert bumper – takeaway statement Opportunities and Threats Probability PotentialImpact This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  16. 16. © Operational Excellence Consulting. All rights reserved. 46 Insert Header Porter’s Five Forces (TEMPLATE) Insert bumper – takeaway statement Source: Michael Porter Bargaining Power of Suppliers Bargaining Power of Suppliers Bargaining Power of Customers Threat of New Entrants Rivalry Among existing competitors Threat of Substitutes This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  17. 17. © Operational Excellence Consulting. All rights reserved. 49 Insert Header Insert bumper – takeaway statement Value Chain Model Firm infrastructure Human resource management Technological development Procurement Inbound logistics Service Operations Outbound logistics Marketingand sales Primary activities Support activities This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  18. 18. © Operational Excellence Consulting. All rights reserved. 52 Primary activities DESCRIPTION Activities include receiving, storing, listing and grouping inputs to the product. Includes functions such as material handling, warehousing, inventory management, transportation scheduling and managing suppliers. Include machining, packaging, assembly, maintenance of equipment, testing and operational management. Refers to activities such as order processing, warehousing, scheduling transportation and distribution management. Includes all activities that make or convince buyers to purchase the company’s products. Included are: advertising, promotion, selling, pricing, channel selection and retail management. Is concerned with maintaining the product after sale, thus guaranteeing quality and/or adding value in other ways, such as installation, training, servicing, providing spare parts and upgrading. Service enhances the product value and allows for after-sale (commercial) interaction with the buyer. Inbound logisticsInbound logistics OperationsOperations Outbound logisticsOutbound logistics Marketing and salesMarketing and sales ServiceService Value Chain Model This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  19. 19. © Operational Excellence Consulting. All rights reserved. 55 Insert Header Value Chain Analysis (TEMPLATE) Insert bumper – takeaway statement versus This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  20. 20. © Operational Excellence Consulting. All rights reserved. Value-based Management This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  21. 21. © Operational Excellence Consulting. All rights reserved. The Branding Pentagram This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  22. 22. © Operational Excellence Consulting. All rights reserved. 64 The five points of the branding pentagram DESCRIPTION The principles of branding consists of brand mission, desired brand perception and brand architecture. The positioning of the brand can be chosen based on segmentation, target groups and how the brand distinguish itself compared to the competitors. Consistency can be created by creating consistency in the way the brand is carried by the products and services of the organization, and how employees speak of the brand itself. A person should be appointed who will have direct responsibility for branding. Branding should be embedded by anchoring it in the organization’s culture and employees’ behaviors. Formulation of SMART targets of brand policy for short and long term. Measurements must be developed and results of the degrees of realization be evaluated. Principles of brandingPrinciples of branding PositioningPositioning Consistency in brand carriers Consistency in brand carriers Embedding the branding Embedding the branding Planning and control cycle Planning and control cycle The Branding Pentagram Source: M. Baker and S. Hart This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  23. 23. © Operational Excellence Consulting. All rights reserved. 67 Insert Header Strategic HRM Model (TEMPLATE) Insert bumper – takeaway statement Current Organizational profile Desired Organizational profile Key HR issues TechnologyStructurePeople Process Implementation Action plan Source: Adapted from Kouwenhoven, C.P.M., Hooft, P.L.R.M. van and Hoeksema, L.H. (2005) This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  24. 24. © Operational Excellence Consulting. All rights reserved. 70 Hoshin Kanri Strategy Deployment Process focuses and aligns the organization to the core objectives of the business Source: Yoji Akao Vision Objectives Strategy Resources Action Schedule Measures Hoshin Plan Senior Management Implementation Teams Middle Management Hoshin Kanri Strategy Deployment (TEMPLATE) This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  25. 25. © Operational Excellence Consulting. All rights reserved. 73 TRADE Benchmarking Methodology focuses on the exchange of information and best practices for organizational improvement TRADE Benchmarking Methodology Terms of Reference Terms of Reference ResearchResearch ActAct DeployDeploy EvaluateEvaluate Source: Center for Organizational Excellence Research (COER) Evaluate the benchmarking process and customers Communicate and implement best practices Undertake data collection and analysis Research current state Plan the project This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  26. 26. © Operational Excellence Consulting. All rights reserved. The McKinsey 7S Framework This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  27. 27. © Operational Excellence Consulting. All rights reserved. 79 The vectors of contention is a useful tool to profile an organization with respect to the seven factors Source: McKinsey McKinsey 7-S Vectors of Contention 7-S Vectors of Contention Strategy Planned Opportunistic Structure Elitist Pluralist Systems Mandatory Discretionary Shared values Hard minds Soft hearts Style Managerial Transformational Skills Collegiality Individuality Staff Maximize ‘Meta-mize’ This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  28. 28. © Operational Excellence Consulting. All rights reserved. 82 Insert Header 4 Ps of Marketing Source: Kotler, P. and Keller, K.L. Do you actually produce what your customers want? How much are your customers willing to pay? Product Price Are your products available in the right quantities, in the right place, at the right time? Place How can you best inform/educate groups of customers about your organization and its products Promotion Marketing Mix Insert bumper – takeaway statement This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  29. 29. © Operational Excellence Consulting. All rights reserved. 85 Considerations in developing the optimal marketing mix Source: Kotler, P. and Keller, K.L. 4 Ps of Marketing Product Decisions Price Decisions Distribution (Place) Decisions Promotion Decisions Brand name Functionality styling Quality Safety Packaging Repairs and support Warranty Accessories and services Pricing strategy (skim and penetration) Suggested retail price Volume discounts and wholesale pricing Cash and early payment discounts Seasonal pricing Bundling Price flexibility Price discrimination Distribution channels Market coverage (inclusive, selective or exclusive distribution) Specific channel members Inventory management Warehousing Distribution centers Order processing Transportation Reverse logistics Promotional strategy (push or pull) Advertising Personal selling and sales force Sales promotions Public relations and publicity Marketing Communications budget This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  30. 30. © Operational Excellence Consulting. All rights reserved. 88 Kraljic’s purchasing model is used to determine an adequate purchasing strategy that optimizes the trade-off between costs and risks Kraljic’s Purchasing Model Source: P. Kraljic, Harvard Business Review, 1983 Strategic itemsLeverage items Non-critical items Bottleneck items Supply Risk FinancialImpact HighLow LowHigh This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  31. 31. © Operational Excellence Consulting. All rights reserved. Baldrige Performance Excellence Model This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  32. 32. © Operational Excellence Consulting. All rights reserved. EFQM Business Excellence Model This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  33. 33. © Operational Excellence Consulting. All rights reserved. Lean Management Model (TPS) This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  34. 34. © Operational Excellence Consulting. All rights reserved. Six Sigma Quality Management This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  35. 35. © Operational Excellence Consulting. All rights reserved. 103 Identify the critical business issues and concerns Understand the current process and it’s customers Characterize the Y and potential X’s Collect data for process elements Verify/quantify important X’s Identify factors (X’s) that have an influence on the business issue. Implement solutions to improve Y Adjust the factors that influence the business concerns Manage important X’s and monitor the Y over time Mange routine or day-to-day operations for these critical factors DMAIC allows for the utilization of multiple tools and techniques when improving processes; including statistics and Lean techniques. The Control phase allows teams to develop a process to ensure improvement results will be sustained over the long-term. Define Opportunity Define Opportunity Measure Performance Measure Performance Analyze Opportunity Analyze Opportunity Improve Performance Improve Performance Control Performance Control Performance Each step in the DMAIC process is required and results in deliverables that ensures the team is focused on key process metrics Six Sigma DMAIC Model This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  36. 36. © Operational Excellence Consulting. All rights reserved. 106 DMAIC Project Charter Template Project Name Business Problem Executive Sponsor Black Belt Champion Objective and Scope Objective: Scope: Steering Committee Process Owner: Black Belt: Green Belt: Financial Analyst: Investment Team Members DMAIC Plan Start – Plan End Operational Metric Baseline Target Define <Metrics that will impact line operations, corporate measurements, profit & loss, etc.> <Indicate gross order of magnitude – if actual estimates are not available – describe value> Measure Analyze Defect Definition: Expected Benefits Projected Savings (US$) Improve Hard Benefits: Soft Benefits: Strategic/Other Qualitative Benefits: Control This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  37. 37. © Operational Excellence Consulting. All rights reserved. 109 Senge’s Five Disciplines of a learning organization focuses on group problem solving using systems thinking Systems Thinking Personal Mastery Mental Models Building Shared Vision Team Learning The Learning Organization Source: The Fifth Discipline, Peter Senge This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  38. 38. © Operational Excellence Consulting. All rights reserved. Covey’s Seven Habits This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  39. 39. © Operational Excellence Consulting. All rights reserved. SERVQUAL Model This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  40. 40. © Operational Excellence Consulting. All rights reserved. 118 Insert Header Source: “SERVQUAL” by Valarie A. Zeithaml, A. Parasuraman, and Leonard L. Berry Insert bumper – takeaway statement SERVQUAL Model (RATER) (TEMPLATE) Responsiveness Empathy Tangibles Assurance Reliability This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  41. 41. © Operational Excellence Consulting. All rights reserved. 121 Insert Header Insert bumper – takeaway statement Kotter’s Eight Phases of Change (TEMPLATE) Source: John Kotter Need for Change Change Behavior Change Direction Change Sustainability 1. Establish a Sense of Urgency 2. Form a Powerful Guiding Coalition 3. Create a Vision 4. Communicate the Vision 5. Empower Others to Act on the Vision 6. Plan for and Create Short Term Wins 7. Consolidate Improvements & Produce More Change 8. Institutionalize New Approaches Committed Leadership This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  42. 42. © Operational Excellence Consulting. All rights reserved. 124 Insert Header FINANCIALFINANCIAL BUSINESS PROCESSESBUSINESS PROCESSES Vision and Strategy Vision and Strategy To succeed financially, how should we appear to our shareholders? LEARNING & GROWTHLEARNING & GROWTH CUSTOMERSCUSTOMERS To achieve our vision, how will we sustain our ability to change and improve? To achieve our vision, how should we appear to our customers? To satisfy our shareholders and customers, what business processes must we excel at? Source: Kaplan & Norton Insert bumper – takeaway statement The Balanced Scorecard (TEMPLATE) This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  43. 43. © Operational Excellence Consulting. All rights reserved. 127 • Creates an end-to-end view of the system • Demonstrates interaction between material/work and information flow • Provides a common visual language for understanding a complex system • Creates an end-to-end view of the system • Demonstrates interaction between material/work and information flow • Provides a common visual language for understanding a complex system Supplier Management Control Customer Work & Information Flow Information flow Value stream mapping provides a holistic view of the end-to-end business process and highlights opportunities for improvement This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  44. 44. © Operational Excellence Consulting. All rights reserved. PDCA Problem Solving Process This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  45. 45. © Operational Excellence Consulting. All rights reserved. Cause & Effect Diagram This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  46. 46. © Operational Excellence Consulting. All rights reserved. 136 The four sources of variability in a system are used to understand root causes (Service) Source: Kaoru Ishikawa Process Technology People Policy Output Causes Effect Cause & Effect Diagram (Service) This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  47. 47. © Operational Excellence Consulting. All rights reserved. 139 Other Presentations You May Like… Check out our presentations catalog at http://www.oeconsulting.com.sg/#!training-presentations/c1les This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  48. 48. © Operational Excellence Consulting. All rights reserved. www.oeconsulting.com.sg END OF PRESENTATION For more presentations and templates, please visit us at: This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  49. 49. © Operational Excellence Consulting. All rights reserved. 145 Value Stream Mapping Symbols Symbol Name Description Operator or Employee Represents operator(s). The number of available operators is shown below the symbol. Push Arrow Represents the movement of materials from one process to another. It is used when the previous process ‘pushes’ materials to the next process regardless of whether it is needed by the next process. Material Receipts & Shipments Represents movement of finished goods to the customer. It can also be used to represent movement of raw materials from the supplier to the factory. Electronic Information Flow Represents an electronic flow of electronic data or information. Manual Information Flow Represents the general flow of information. This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
  50. 50. © Operational Excellence Consulting. All rights reserved. 148 Value Stream Mapping Symbols Symbol Name Description Buffer Represents safety stock required to continue production against problems such as downtime or fluctuations in demand. Load Leveling Used to batch Kanbans to level the production volume and mix over a period of time. Kaizen Used to highlight areas that required improvement and plan Kaizen Events to do so. This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/key-strategy-and-management-models-817
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