Presentation for Sir John Talbot's Technology College


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Slides for Presentation to Sir John Talbot's Technology College October 2012

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Presentation for Sir John Talbot's Technology College

  1. 1. All slides courtesy of:©2012 Robert M. Grant & Judith The Concept of Strategy 1
  2. 2. Common elements in successful strategies 2
  3. 3. Mission statements (aka Long Term Goals)“I will build a motor car for the great multitude . . . It will be so low in price that no manmaking good wages will be unable to own one and to enjoy with his family the blessing ofhours of pleasure in God’s great open spaces . . . When I’m through, everyone will be able toafford one and everyone will have one.”To organize the world’s information and make it universally accessible and usefulTo create a better everyday life for the many people. We make this possible by offering a widerange of well-designed, functional home furnishing products at prices so low that as manypeople as possible will be able to afford them.To refresh the world... To inspire moments of optimism and happiness... To create value andmake a difference. 3
  4. 4. Layers of the business environment The Organisation
  5. 5. From environmental analysis to industry analysis 5
  6. 6. The Five Forces Framework
  7. 7. The basic framework: strategy as a link between the firm and its environment 7
  8. 8. Resources of a Business? 8
  9. 9. The links among resources, capabilities and competitive advantage 9
  10. 10. Appraising resources RESOURCE CHARACTERISTICS INDICATORS Financial Borrowing capacity Debt/Equity ratio Internal funds generation Credit ratingTangible Net cash flowResources Physical Plant and equipment: Market value of fixed assets. Size, location, technology flexibility. Scale of plants Land and buildings Alternative uses for fixed assets Raw materials Technology Patent, copyrights, know-how, R&D Number of patents owned facilities Royalty incomeIntangible Technical and scientific employees R&D expenditureResources R&D staff Reputation Brands, customer loyalty, company Brand equity reputation (with suppliers, customers, Customer retention government) Supplier loyaltyHuman Resources Training, experience,adaptability, Employee qualifications, commitment and loyalty of employees Pay rates, turnover 10
  11. 11. The world’s most valuable brands, 2012 n 11 Source: Interbrand
  12. 12. Porter’s value chain 12
  13. 13. Putting resource and capability analysis to work: a practical guideStep 1: Identify the key resources and capabilitiesStep 2: Appraising resources and capabilities ― Assessing importance ― Assessing relative strengthStep 3: Developing strategy implications KEY ― Exploiting key strengths CONCEPT ― Managing key weaknesses ― What about superfluous strengths? 13
  14. 14. Summary: a framework for analysing resources and capabilities 14