The document discusses strategic decision making and presents a new framework.
Part 1 summarizes Michael Porter's theories of the five competitive forces and the value chain for analyzing a company's strategic environment and internal processes.
Part 2 analyzes the strengths and limitations of Porter's theories, such as glossing over corporate mission alignment.
Part 3 introduces a new framework that assesses strategic decisions based on their impact on corporate coherence with elements like DNA and vision, and on the external environment. It provides an example of evaluating a decision's structural coherence.
Corporate Bridge Group provides financial training programs and e-learning services. It has two verticals: 1) Edu Corporate Bridge which deals with instructor-led and online training programs in financial courses and exam preparatory courses. 2) Elearning Labz which develops custom e-learning content and solutions. The management team includes Dheeraj Vaidya as CEO, S. Premananda as MD, and Kayideni Kholi. Business valuation is complex and involves various financial and non-financial factors. Valuations are performed for different purposes such as transactions, disputes, compliance, and planning. Direct valuation methods like discounted cash flow models provide an explicit equity value by discounting estimated future cash flows.
The document discusses strategic analysis and industry/competitive analysis. It provides an overview of the key components of strategic analysis including assessing the external environment, industry conditions, competitors, and a company's internal resources. It then discusses the 7 questions that should be answered when conducting industry and competitive analysis: 1) industry's economic traits, 2) competitive forces, 3) drivers of industry change, 4) competitive positions of rivals, 5) competitive moves of rivals, 6) key success factors, and 7) overall industry attractiveness.
Managing market competitive strategy successfully an empirical testing of suIAEME Publication
This document summarizes a study that examines the impact of differentiation strategies of Malaysian manufacturing companies on customer satisfaction. It discusses measurements of differentiation strategies, including product, personnel, and price differentiation. It also discusses measurements of customer satisfaction, including product quality, features, design, and delivery. The document reports on reliability testing of the differentiation and customer satisfaction measurements, which showed satisfactory levels of reliability based on Cronbach's alpha coefficients.
Three Basic Managements Techniques for Analysis and PlanningOmer Iqbal
This document discusses strategic planning and analysis tools. It provides an overview of Porter's Five Forces analysis, which examines competitive rivalry, supplier power, buyer power, threat of substitution, and threat of new entry. It also discusses TOWS analysis, a tool to generate strategies by linking internal strengths and weaknesses to external opportunities and threats. Finally, it outlines the strategic planning process, including gathering inputs, strategic planning activities, outputs such as a strategic plan, and outcomes of implementing the strategic plan.
This document provides an overview of a study on sales and performance of Ultratech Cement. It includes chapters on the cement industry profile, company profile of Ultratech Cement, product profile, dealer profile, SWOT analysis, finance report, data analysis and interpretation, and suggestions and conclusions. The objectives of the study are to understand demand for Ultratech cement, sales in the Chitradurga district, brand image and popularity, quality and customer preferences, and existing product problems. The scope is limited to the Chitradurga region and sample size limits generalization. Research methodology includes primary and secondary data collection to analyze Ultratech's market position and sales performance compared to competitors.
The document discusses analyzing a company's external environment. It covers:
1. Diagnosing a company's situation involves assessing external/macro factors like general economic conditions and internal/micro factors like market position.
2. The macroenvironment includes societal, technological, political/legal, and cultural forces that influence a company. Important variables to analyze include economic, technological, political, and socio-cultural trends.
3. Understanding driving forces of change like globalization, innovation, and regulations is important to assess their impact on industry and competitive conditions.
This document provides an overview of industry, competitor, and market analysis for entrepreneurship. It discusses the importance of conducting an industry analysis before starting a new venture to understand factors like threats from new entrants, competition among existing firms, bargaining power of suppliers and buyers, and availability of substitutes. The document also explains Porter's Five Forces model as a framework for assessing industry attractiveness.
This document discusses evaluating a company's resources, competitive position, and strategy. It addresses five key questions:
1) How well is the present strategy working? 2) What are the company's strengths, weaknesses, opportunities, and threats? 3) Are prices and costs competitive? 4) Is the company stronger or weaker than rivals? 5) What issues need attention? The document provides frameworks for assessing these questions, including analyzing a strategy's qualitative and quantitative performance, identifying internal strengths and weaknesses, and external opportunities and threats. It distinguishes between competencies, core competencies, and distinctive competencies as valuable competitive capabilities.
Corporate Bridge Group provides financial training programs and e-learning services. It has two verticals: 1) Edu Corporate Bridge which deals with instructor-led and online training programs in financial courses and exam preparatory courses. 2) Elearning Labz which develops custom e-learning content and solutions. The management team includes Dheeraj Vaidya as CEO, S. Premananda as MD, and Kayideni Kholi. Business valuation is complex and involves various financial and non-financial factors. Valuations are performed for different purposes such as transactions, disputes, compliance, and planning. Direct valuation methods like discounted cash flow models provide an explicit equity value by discounting estimated future cash flows.
The document discusses strategic analysis and industry/competitive analysis. It provides an overview of the key components of strategic analysis including assessing the external environment, industry conditions, competitors, and a company's internal resources. It then discusses the 7 questions that should be answered when conducting industry and competitive analysis: 1) industry's economic traits, 2) competitive forces, 3) drivers of industry change, 4) competitive positions of rivals, 5) competitive moves of rivals, 6) key success factors, and 7) overall industry attractiveness.
Managing market competitive strategy successfully an empirical testing of suIAEME Publication
This document summarizes a study that examines the impact of differentiation strategies of Malaysian manufacturing companies on customer satisfaction. It discusses measurements of differentiation strategies, including product, personnel, and price differentiation. It also discusses measurements of customer satisfaction, including product quality, features, design, and delivery. The document reports on reliability testing of the differentiation and customer satisfaction measurements, which showed satisfactory levels of reliability based on Cronbach's alpha coefficients.
Three Basic Managements Techniques for Analysis and PlanningOmer Iqbal
This document discusses strategic planning and analysis tools. It provides an overview of Porter's Five Forces analysis, which examines competitive rivalry, supplier power, buyer power, threat of substitution, and threat of new entry. It also discusses TOWS analysis, a tool to generate strategies by linking internal strengths and weaknesses to external opportunities and threats. Finally, it outlines the strategic planning process, including gathering inputs, strategic planning activities, outputs such as a strategic plan, and outcomes of implementing the strategic plan.
This document provides an overview of a study on sales and performance of Ultratech Cement. It includes chapters on the cement industry profile, company profile of Ultratech Cement, product profile, dealer profile, SWOT analysis, finance report, data analysis and interpretation, and suggestions and conclusions. The objectives of the study are to understand demand for Ultratech cement, sales in the Chitradurga district, brand image and popularity, quality and customer preferences, and existing product problems. The scope is limited to the Chitradurga region and sample size limits generalization. Research methodology includes primary and secondary data collection to analyze Ultratech's market position and sales performance compared to competitors.
The document discusses analyzing a company's external environment. It covers:
1. Diagnosing a company's situation involves assessing external/macro factors like general economic conditions and internal/micro factors like market position.
2. The macroenvironment includes societal, technological, political/legal, and cultural forces that influence a company. Important variables to analyze include economic, technological, political, and socio-cultural trends.
3. Understanding driving forces of change like globalization, innovation, and regulations is important to assess their impact on industry and competitive conditions.
This document provides an overview of industry, competitor, and market analysis for entrepreneurship. It discusses the importance of conducting an industry analysis before starting a new venture to understand factors like threats from new entrants, competition among existing firms, bargaining power of suppliers and buyers, and availability of substitutes. The document also explains Porter's Five Forces model as a framework for assessing industry attractiveness.
This document discusses evaluating a company's resources, competitive position, and strategy. It addresses five key questions:
1) How well is the present strategy working? 2) What are the company's strengths, weaknesses, opportunities, and threats? 3) Are prices and costs competitive? 4) Is the company stronger or weaker than rivals? 5) What issues need attention? The document provides frameworks for assessing these questions, including analyzing a strategy's qualitative and quantitative performance, identifying internal strengths and weaknesses, and external opportunities and threats. It distinguishes between competencies, core competencies, and distinctive competencies as valuable competitive capabilities.
This document discusses competitor analysis and provides guidance on analyzing competitors. It outlines four key stages: collecting information on competitors, converting information to intelligence, analyzing and interpreting the intelligence, and countering competitor actions. Various marketing strategies are discussed that can be used to minimize losses to competitors and gain market share, drawing parallels between business competition and military warfare strategies. The importance of ongoing competitor monitoring is emphasized to stay aware of their strengths, weaknesses, and potential moves.
This presentation gives the definition of competitor analysis, the important tool of competitor analysis namely competitor array with example, how to profile the existing competitors and how to find the new competitors.
The document provides an introduction to competitor analysis. It lists the course objectives which include explaining what competitor analysis is, its dimensions, objectives, benefits and steps. It also covers identifying current and potential competitors, competitor profiling, critical success factor analysis, SWOT analysis, Porter's five forces model, and competitive advantage. The document emphasizes that thorough competitor analysis is crucial for strategic planning and success, as it helps organizations understand their position, weaknesses, opportunities and threats from other industry players.
The document provides an overview of conducting a competitor analysis. It discusses identifying competitors and evaluating their strengths and weaknesses. It also outlines constructing a competitor array by defining the industry, determining key competitors, customers, and competitor strengths. The document then discusses aspects to profile for competitors such as background, financials, products, marketing, facilities, personnel, and strategies. It also notes the importance of monitoring competitors through media scanning and provides sources of competitor information. Potential new competition and competitive blind spots are also addressed.
The document discusses Porter's framework for industry analysis and defining an industry's scope. It addresses three issues in defining an industry's scope: horizontal scope across product markets, vertical scope along the value chain, and geographic scope across boundaries. Porter's guiding question is what happens to the potential profit or value created by a product - is it bargained away by suppliers/customers, dissipated in rivalry, or limited by substitutes. The document also discusses strategic groups as groups of firms following similar strategies.
This document discusses evaluating a company's external environment. It covers:
1. The five forces model of competition - analyzing rivalry, threat of new entrants, substitute products, supplier power, and buyer power. Key factors that influence each force are identified.
2. Common drivers of industry change such as growth rates, technology, regulations. Their impact on industry attractiveness must be assessed.
3. Key success factors - the strategic elements, attributes, resources necessary for competitive success in an industry.
4. Strategic groups - clusters of rivals with similar competitive approaches and positions. Strategic group maps can assess competitors' market positions.
This document provides a template and guidance for conducting a market and competitor analysis. It includes sections for analyzing the target market, market size and growth, market profitability and trends, and key success factors. The competitor analysis section includes templates for identifying competitors, comparing competitors based on various criteria, positioning competitors on a matrix, and ranking the top competitors. The overall aim is to save consultants time by providing an editable PowerPoint template to analyze the market and key competitors for a given business.
The document discusses competitive intelligence and competitor analysis. It provides a pyramid for competitive intelligence with sources of data, analysis of data, and recommendations at the top. It emphasizes systematically gathering information about competitors and trends to further a company's goals. It also discusses analyzing competitors' capabilities, strategies, goals, and assumptions to inform a company's own strategy.
A competitive analysis involves gathering information about competitors' products, practices, strengths, and weaknesses in order to assess one's own position in the market. It helps businesses identify ways to attract new customers and retain existing ones. A competitive analysis reveals a company's strengths and weaknesses compared to competitors, identifies primary and secondary competitors, and determines how products and marketing can be improved. It evaluates the features and functions of a company's products against competitors' offerings.
The document discusses industry analysis and profitability. It provides two quotes about industry fundamentals and profitability. It then outlines the chapter, which will cover determining industry profitability, analyzing industry attractiveness using Porter's five forces framework, and identifying success factors. The document discusses how macro factors affect industries and the importance of understanding the industry environment. It identifies demand, competition, and supplier bargaining power as determining industry profits.
The document provides an introduction and outline for a chapter on industry analysis. It discusses how analyzing an industry's structure can help determine its profitability. Specifically, it notes that industry profits are determined by three main factors: the value created for customers, the intensity of competition, and the bargaining power relative to suppliers. It introduces Porter's Five Forces framework for analyzing industry attractiveness and competition. The outline indicates the chapter will cover defining industry boundaries, identifying success factors, and applying industry analysis to strategy.
In the 1960s, Stanley Milgram addressed a number of letters to a friend of his, a stockbroker in Boston. Milgram then distributed these letters to a random selection of people in Nebraska. He instructed the individuals to pass the letters to the addressee by sending them to a person they knew on a first-name basis who seemed in some way closer (socially, geographically, etc.) to the stockbroker. This person would then do the same, until the letters reached their final destination
This document summarizes the results of a study on how Danish food companies analyze their competitors. The study found that:
1) Danish food companies do analyze competitors, but the collection, storage, and processing of competitor information is largely informal and focuses only on direct competitors and standard information like prices and market shares.
2) Companies use competitor information mostly for tactical/operational decisions rather than long-term planning.
3) There is little knowledge about competitors in export markets.
4) Salespeople and informal networks are the most common sources of competitor information, even though salespeople are not seen as very reliable.
5) Some companies want to formalize competitor analysis more while others see formalization
The document discusses various strategic frameworks that can be used to analyze business problems and opportunities. It includes frameworks for analyzing declining profits, increasing profitability, increasing capacity, competitive response, new product introduction, international expansion, pricing strategies, investment decisions, mergers and acquisitions, hostile takeover defense, entering new markets, industry analysis, starting a new business, and turnarounds. Diagrams are provided to illustrate frameworks like the BCG matrix, GE-McKinsey matrix, Ansoff matrix, Porter's diamond, and value chain.
Smartphone Industry and Apple iPhone RisingRobin Thieu
This document discusses strategic analysis of the communication equipment industry and Apple Inc.'s smartphone business. It provides an overview of industry drivers and trends, a PESTEL analysis, Porter's Five Forces analysis, a SWOT analysis of Apple, and recommends that Apple pursue product diversification, expansion through M&A/partnerships, and continuous innovation.
Strategy as analysis - company industry analysis toolsSharon Johnson
The document discusses strategic processes, tools, and lessons for enhancing individual and team strategic thinking. It introduces frameworks for asking the right questions, analyzing information, and taking action to make an impact. Several strategic thinking tools and processes are described, including conducting a historic 4C analysis of an organization, performing a STEP-FAR environmental analysis, using a 5-forces model to analyze industry competition, conducting a strategic customer analysis, and performing a strength-limitation cluster analysis of an organization. The goal is to provide teams with mental discipline and leverage to develop strategic thinking skills.
Mergers and Acquisitions, Why and Why not? With a focus on High-Tech IndustryMotaz Agamawi
Mergers and acquisition is a regular term in business community. In this article we will try to cover the difference between mergers/acquisitions, types, general issues, advantages/disadvantages, and some important concepts related. In addition, we will have a deeper look for mergers and acquisition from the technology companies perspectives, in addition to some historical background and finally few success and failure cases in the technology domain. Also different techniques and methods for the valuation of small and medium software companies is covered due to the special nature of such companies.
The document describes Porter's Five Forces model and Porter's value chain using Petronas, a Malaysian oil and gas company, as an example. It outlines Petronas' business activities, subsidiaries, and role in the Malaysian economy. It then applies Porter's Five Forces model to analyze competition in the oil and gas industry in Malaysia. Finally, it maps out the elements of Petronas' value chain, including its primary and support activities.
Pick My Brain Episode 2- Making Strategic DecisionsRichard Byrd
This document provides advice on evaluating a new business opportunity. It suggests considering whether the opportunity conflicts with your goals, morals, or existing business model. It also advises checking if the financials make sense and following your intuition on whether it "feels right". The document promotes connecting with the author on social media and his website for more productivity and business advice.
Get to Oz by Making Better Strategic Decisions v5leepublish
This document summarizes a masterclass on improving strategic decision making. The masterclass will cover why strategy often fails due to bad decisions, moving beyond rational decision making, common decision traps and biases, case studies of failures, decision making tools, and an evidence-based decision framework. Attendees will learn about psychological, perception, memory, logic, physiological, and social traps that can lead to suboptimal decisions. Examples of traps that will be discussed include the availability heuristic, confirmation bias, pseudocertainty effect, and status quo bias. The overall goal is to help participants make better strategic decisions.
This document discusses competitor analysis and provides guidance on analyzing competitors. It outlines four key stages: collecting information on competitors, converting information to intelligence, analyzing and interpreting the intelligence, and countering competitor actions. Various marketing strategies are discussed that can be used to minimize losses to competitors and gain market share, drawing parallels between business competition and military warfare strategies. The importance of ongoing competitor monitoring is emphasized to stay aware of their strengths, weaknesses, and potential moves.
This presentation gives the definition of competitor analysis, the important tool of competitor analysis namely competitor array with example, how to profile the existing competitors and how to find the new competitors.
The document provides an introduction to competitor analysis. It lists the course objectives which include explaining what competitor analysis is, its dimensions, objectives, benefits and steps. It also covers identifying current and potential competitors, competitor profiling, critical success factor analysis, SWOT analysis, Porter's five forces model, and competitive advantage. The document emphasizes that thorough competitor analysis is crucial for strategic planning and success, as it helps organizations understand their position, weaknesses, opportunities and threats from other industry players.
The document provides an overview of conducting a competitor analysis. It discusses identifying competitors and evaluating their strengths and weaknesses. It also outlines constructing a competitor array by defining the industry, determining key competitors, customers, and competitor strengths. The document then discusses aspects to profile for competitors such as background, financials, products, marketing, facilities, personnel, and strategies. It also notes the importance of monitoring competitors through media scanning and provides sources of competitor information. Potential new competition and competitive blind spots are also addressed.
The document discusses Porter's framework for industry analysis and defining an industry's scope. It addresses three issues in defining an industry's scope: horizontal scope across product markets, vertical scope along the value chain, and geographic scope across boundaries. Porter's guiding question is what happens to the potential profit or value created by a product - is it bargained away by suppliers/customers, dissipated in rivalry, or limited by substitutes. The document also discusses strategic groups as groups of firms following similar strategies.
This document discusses evaluating a company's external environment. It covers:
1. The five forces model of competition - analyzing rivalry, threat of new entrants, substitute products, supplier power, and buyer power. Key factors that influence each force are identified.
2. Common drivers of industry change such as growth rates, technology, regulations. Their impact on industry attractiveness must be assessed.
3. Key success factors - the strategic elements, attributes, resources necessary for competitive success in an industry.
4. Strategic groups - clusters of rivals with similar competitive approaches and positions. Strategic group maps can assess competitors' market positions.
This document provides a template and guidance for conducting a market and competitor analysis. It includes sections for analyzing the target market, market size and growth, market profitability and trends, and key success factors. The competitor analysis section includes templates for identifying competitors, comparing competitors based on various criteria, positioning competitors on a matrix, and ranking the top competitors. The overall aim is to save consultants time by providing an editable PowerPoint template to analyze the market and key competitors for a given business.
The document discusses competitive intelligence and competitor analysis. It provides a pyramid for competitive intelligence with sources of data, analysis of data, and recommendations at the top. It emphasizes systematically gathering information about competitors and trends to further a company's goals. It also discusses analyzing competitors' capabilities, strategies, goals, and assumptions to inform a company's own strategy.
A competitive analysis involves gathering information about competitors' products, practices, strengths, and weaknesses in order to assess one's own position in the market. It helps businesses identify ways to attract new customers and retain existing ones. A competitive analysis reveals a company's strengths and weaknesses compared to competitors, identifies primary and secondary competitors, and determines how products and marketing can be improved. It evaluates the features and functions of a company's products against competitors' offerings.
The document discusses industry analysis and profitability. It provides two quotes about industry fundamentals and profitability. It then outlines the chapter, which will cover determining industry profitability, analyzing industry attractiveness using Porter's five forces framework, and identifying success factors. The document discusses how macro factors affect industries and the importance of understanding the industry environment. It identifies demand, competition, and supplier bargaining power as determining industry profits.
The document provides an introduction and outline for a chapter on industry analysis. It discusses how analyzing an industry's structure can help determine its profitability. Specifically, it notes that industry profits are determined by three main factors: the value created for customers, the intensity of competition, and the bargaining power relative to suppliers. It introduces Porter's Five Forces framework for analyzing industry attractiveness and competition. The outline indicates the chapter will cover defining industry boundaries, identifying success factors, and applying industry analysis to strategy.
In the 1960s, Stanley Milgram addressed a number of letters to a friend of his, a stockbroker in Boston. Milgram then distributed these letters to a random selection of people in Nebraska. He instructed the individuals to pass the letters to the addressee by sending them to a person they knew on a first-name basis who seemed in some way closer (socially, geographically, etc.) to the stockbroker. This person would then do the same, until the letters reached their final destination
This document summarizes the results of a study on how Danish food companies analyze their competitors. The study found that:
1) Danish food companies do analyze competitors, but the collection, storage, and processing of competitor information is largely informal and focuses only on direct competitors and standard information like prices and market shares.
2) Companies use competitor information mostly for tactical/operational decisions rather than long-term planning.
3) There is little knowledge about competitors in export markets.
4) Salespeople and informal networks are the most common sources of competitor information, even though salespeople are not seen as very reliable.
5) Some companies want to formalize competitor analysis more while others see formalization
The document discusses various strategic frameworks that can be used to analyze business problems and opportunities. It includes frameworks for analyzing declining profits, increasing profitability, increasing capacity, competitive response, new product introduction, international expansion, pricing strategies, investment decisions, mergers and acquisitions, hostile takeover defense, entering new markets, industry analysis, starting a new business, and turnarounds. Diagrams are provided to illustrate frameworks like the BCG matrix, GE-McKinsey matrix, Ansoff matrix, Porter's diamond, and value chain.
Smartphone Industry and Apple iPhone RisingRobin Thieu
This document discusses strategic analysis of the communication equipment industry and Apple Inc.'s smartphone business. It provides an overview of industry drivers and trends, a PESTEL analysis, Porter's Five Forces analysis, a SWOT analysis of Apple, and recommends that Apple pursue product diversification, expansion through M&A/partnerships, and continuous innovation.
Strategy as analysis - company industry analysis toolsSharon Johnson
The document discusses strategic processes, tools, and lessons for enhancing individual and team strategic thinking. It introduces frameworks for asking the right questions, analyzing information, and taking action to make an impact. Several strategic thinking tools and processes are described, including conducting a historic 4C analysis of an organization, performing a STEP-FAR environmental analysis, using a 5-forces model to analyze industry competition, conducting a strategic customer analysis, and performing a strength-limitation cluster analysis of an organization. The goal is to provide teams with mental discipline and leverage to develop strategic thinking skills.
Mergers and Acquisitions, Why and Why not? With a focus on High-Tech IndustryMotaz Agamawi
Mergers and acquisition is a regular term in business community. In this article we will try to cover the difference between mergers/acquisitions, types, general issues, advantages/disadvantages, and some important concepts related. In addition, we will have a deeper look for mergers and acquisition from the technology companies perspectives, in addition to some historical background and finally few success and failure cases in the technology domain. Also different techniques and methods for the valuation of small and medium software companies is covered due to the special nature of such companies.
The document describes Porter's Five Forces model and Porter's value chain using Petronas, a Malaysian oil and gas company, as an example. It outlines Petronas' business activities, subsidiaries, and role in the Malaysian economy. It then applies Porter's Five Forces model to analyze competition in the oil and gas industry in Malaysia. Finally, it maps out the elements of Petronas' value chain, including its primary and support activities.
Pick My Brain Episode 2- Making Strategic DecisionsRichard Byrd
This document provides advice on evaluating a new business opportunity. It suggests considering whether the opportunity conflicts with your goals, morals, or existing business model. It also advises checking if the financials make sense and following your intuition on whether it "feels right". The document promotes connecting with the author on social media and his website for more productivity and business advice.
Get to Oz by Making Better Strategic Decisions v5leepublish
This document summarizes a masterclass on improving strategic decision making. The masterclass will cover why strategy often fails due to bad decisions, moving beyond rational decision making, common decision traps and biases, case studies of failures, decision making tools, and an evidence-based decision framework. Attendees will learn about psychological, perception, memory, logic, physiological, and social traps that can lead to suboptimal decisions. Examples of traps that will be discussed include the availability heuristic, confirmation bias, pseudocertainty effect, and status quo bias. The overall goal is to help participants make better strategic decisions.
What is the secret to great Agile leadership?Hawkman Academy
Open and honest communication is a skill that all Agile Leaders should master but many of us find it difficult to put this into practice.
According to many successful leaders, the secret to being a great leader is "saying what you mean and meaning what you say".
If this is so simple...
• Why do many leaders struggle to become really great and how do you measure greatness in leadership anyway?
• Why should such a simple thing as being open and honest be so difficult?
• Why is it more important to get this right today than a decade or two ago?
In this workshop, we explore the relationship between "saying what you mean" and strong Agile Leadership. We will then explore a framework for effective leadership communication.
This document discusses RACI matrices, which are tools used to define roles and responsibilities in organizations. A RACI matrix maps activities or decisions against roles, and assigns each role as being Responsible, Accountable, Consulted, or Informed for each item. Creating a RACI matrix helps clarify accountability, accelerate work, provide decision-making visibility, and ensure all tasks have an owner. The process of building a RACI matrix involves identifying tasks and roles, and determining the appropriate assignment for each role on each task.
Becoming an Agile Leader, Regardless of Your RoleJohanna Rothman
Agile is about the ability to inspect and adapt to change. Can we become adaptable agile leaders? You don’t need to change your title. You might not need to change where you sit in the organization. You will need to change your mindset to have the courage to lead.
Johanna will discuss how you can develop an agile mindset, seeing and living the “art of the possible.” We’ll discuss how your mindset influences your change artistry tools, and maybe even what you call yourself. We’ll see how to learn from small successes and continue to make progress, as you change yourself and your organization. You can start your change by changing your mindset to be one of change artistry and leadership.
ten things (about diversity and inclusion)Joe Gerstandt
Diversity means difference, and difference exists in relationships between people, not within individuals. True inclusion requires an organization to have the capacity to include different perspectives, identities, and ways of thinking and doing. It also requires sharing power in a dialogic relationship where no one party has to do all the accommodating. Clarity on concepts like diversity, difference, and inclusion is important for organizations seeking to realize the potential value and benefits of a more diverse workforce and inclusive culture.
We Go is a unique app for travelers with disabilities featuring interactive guides, maps and tips. Currently in the start up phase, We Go has prepared its diversity and inclusion plan with the help of IDylls Consulting to stay true to its values as the company grows.
The survey found that:
- HR is primarily responsible for implementing (64%) and leading (59%) diversity initiatives.
- Only 17% of organizations use internal diversity groups, though larger organizations are more likely to (31% vs 10% for small organizations).
- 15% of organizations have staff dedicated exclusively to diversity, up slightly from 13% in 2011.
- Over three-fifths (64%) of organizations address sexual orientation discrimination but only one-fifth (24%) address gender identity.
The document discusses the evolution from traditional strategy to strategic agility. It argues that strategic agility requires organizations to harness collective intelligence through participative and networked structures. This allows for continuous learning and adaptation of strategy in response to rapidly changing environments. True strategic agility involves facilitating organizational change through employee participation rather than top-down control of change.
The document discusses the importance of diversity and inclusion in the workplace, defining key terms and outlining best practices for effectively managing diversity such as emphasizing its value, eliminating misconceptions, improving management, and developing greater productivity while enhancing human relations by respecting differences among all individuals. It also addresses challenges like discrimination and biases that can arise without proper diversity management.
The document discusses effective vocabulary instruction strategies supported by research. It recommends explicitly teaching vocabulary words, including providing student-friendly definitions and examples of words in context. It also suggests varying vocabulary instruction tasks, such as asking questions about word meanings, and relating words to students' prior knowledge and experiences. The document emphasizes the importance of multiple exposures, active engagement, and relating new words to known words.
COMMUNICATION PROCESS,TYPES,MODES,BARRIERSSruthi Balaji
The document discusses communication and its various aspects. It defines communication and provides definitions from different scholars. It describes the components of the communication process including the context, sender, message, encoding, medium, receiver, decoding, and feedback. It also discusses different types of communication such as verbal, nonverbal, symbolic, and written communication. Finally, it outlines some barriers to effective communication.
Michael Porter, a renowned strategy expert, spoke about aligning strategy and project management. He emphasized that (1) every project is embedded in an organization's strategy and managers must understand the strategy to select the right projects. (2) Strategy must be clear throughout the organization to make aligned decisions. (3) There are misconceptions about strategy being top-down when it requires continuous dialogue between levels. Strategy is about tradeoffs in choosing customers to value and how to configure activities to deliver that value uniquely.
This document provides an overview of unit 32 on business strategy. It outlines the learning objectives, which include analyzing external environmental factors, assessing a company's internal environment and capabilities, and applying analytical models. It then describes the pass, merit and distinction criteria for evaluating students. Several analytical tools and models are defined, including the balanced scorecard, Porter's five forces model, stakeholder analysis, and Ansoff's matrix. Details and examples are provided for how to apply each model to strategic analysis.
How to Introduce Operational Excellence in your Organisation?Tina Arora
This presentation will help you present to the management the need and benefits of introducing Operational Excellence as a department in your Organisation.
It can be modified to suit the advocacy in any industry - be it Financial services, BPO, LPO, KPO, Domestic call centres, Manufacturing, Consumer Goods, Retail, etc.
This document discusses strategies at different levels of an organization. It defines strategy as a plan of action to achieve long-term goals through configuration of resources to gain advantage in markets. Strategies exist at the corporate, business unit, and operational levels. Strategic management involves strategic analysis, choice, and implementation to guide a business according to its direction, scope, markets, advantage, resources, environment, and stakeholders.
The document discusses key concepts related to business strategy including core competencies, capabilities, strategic planning, and defining a company's mission and vision.
The main points are:
1) A firm's success depends on having distinctive capabilities and core competencies that are difficult for competitors to imitate. These provide the strategic platform for the business.
2) It is important to define what business a company is truly in based on customer needs, rather than just products. The mission statement should communicate the company's core values, purpose, and goals.
3) Developing the right marketing strategy is key to exploiting a company's strengths and selecting the right target markets that fit its capabilities.
The document discusses key aspects of developing capabilities and achieving corporate success. It states that firms must design offerings for well-defined markets and focus on being part of the value delivery process rather than just making and selling products. It also discusses examining costs and capabilities, benchmarking against competitors, and coordinating inter-departmental activities to improve core business processes. Core competencies provide the strategic platform for long-term profitability and competitive advantage. The document emphasizes identifying capability gaps and investing in capabilities rather than individual business units. Measuring added value through output minus input costs is key to assessing corporate success.
The ExternalEnvironment, Internal Profile,SWOTRemember that th.docxtodd771
The ExternalEnvironment, Internal Profile,SWOT
Remember that the Case in this course is an ongoing exercise, meaning that we will be taking an intensive look at one company over the course of our four modules. This session, we will be conducting a strategic analysis of Pepsico.
The outcome of this Case is to use a completed external and internal analysis of Pepsico in the completion of a SWOT.
Case Assignment
In a 8 to 10 page paper, integrate your external and internal company analysis, completing a formal company SWOT.
Keys to the Assignment
Step 1: Perform research, and complete an industry analysis using each of the Five Forces in Porter's model. Support your analysis with current financial, operational, and marketing data.
Step 2: Complete your external analysis using each of the four elements in the PEST analysis. When considering economic data, use the most current data you can find.
Step 3: Write up the results of your external analysis, and be sure to label the impact of each of the Five Forces as high, moderate, or low. Taken together, the Five Forces analysis and the PEST analysis should lead to conclusions about the overall opportunities and threats facing Pepsico as revealed by your research. All data and factual information that you report in your Five Forces and PEST analysis must be properly cited using APA style.
Step 4: Conduct a critical and thorough internal analysis of Pepsico, assessing as many of the company’s key internal strengths and weaknesses as you can. Consider the operations, customer service, finance, human resources management, and marketing functions. See the following website, as it will help you decide which strengths and weaknesses you might wish to evaluate: http://www.businessballs.com/swotanalysisfreetemplate.htm
Step 5: Discuss the results of your internal analysis, including your conclusions concerning the strengths and weaknesses facing Pepsico.
Step 6: Synthesize your internal analysis with your external environmental analysis, formulating a complete SWOT analysis. Provide a SWOT diagram (include as an Appendix – not as part of the written analysis) in which you show – in each of the four quadrants – the most important 3-4 company strengths, weaknesses, opportunities, and threats. Each of these should be discussed thoroughly within your written analysis.
Based on your SWOT, give very specific and informed recommendations as to what the company should do. Give your overall analysis—does the company have more strengths than weaknesses? More weaknesses than strengths? Whatever you decide, you need to recommend (with strong, convincing support) what you believe should be the company’s strategy — in response to your collective assessment of the organization's strengths, weaknesses, opportunities, and threats. You must demonstrate evidence of critical thinking – do not simply restate facts you have learned about the company. Interpret the data and factual information you have found instead.
Ste.
The document provides guidance on developing a strategic management paper, including:
1) Analyzing the external environment through tools like PESTLE analysis, Porter's Five Forces, and competitive profile matrix to identify opportunities and threats.
2) Conducting an internal audit using the competitive profile matrix to determine company strengths and weaknesses.
3) Developing an external factor evaluation (EFE) matrix by selecting relevant external factors aligned with the company vision and informed by the external analysis.
Porter's generic strategies framework outlines three types of competitive advantage - cost leadership, differentiation, and focus. Firms can pursue one of these advantages across a broad or narrow scope. Competitive advantage is created through value chain activities that are difficult for competitors to imitate. It is sustained through durable sources of advantage, multiple distinct sources, and continuous upgrading. Alternatively, the core competence framework emphasizes developing dynamic capabilities rather than positioning within an industry. Core competencies allow firms to enter new markets and are sustained through continuous investment. Both frameworks provide guidance for analyzing competitive advantage but must be tailored to a specific company's challenges.
INTERNSHIP MEMORY ANALYZE OF MICHAEL PORTER S GENERIC STRATEGIES AND ITS RELA...Onur GUVENC
This document summarizes Onur Guvenc's internship report at GfK Türkiye, a market research firm in Turkey. The report begins with an introduction to Michael Porter's generic strategies of cost leadership, differentiation, and market segmentation. It then outlines the objectives of Guvenc's internship report, which is to present his work at GfK and analyze a case study they conducted in light of Porter's strategies. The bulk of the report describes Guvenc's work assisting with qualitative and quantitative research for a client, Merisant, on launching their sweetener brands in the Turkish market. It evaluates the project and Merisant's strategies using Porter's framework. The report concludes with Guven
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This comprehensive presentation contains 30 common frameworks, models and tools for strategic planning.
A detailed summary is provided for each strategy framework, model or tool.
The frameworks in this deck span across the key domains of strategic planning. They include stakeholder analysis, internal analysis, environmental analysis, industry analysis, market analysis, competitive analysis, strategy development and strategy implementation.
INCLUDED FRAMEWORKS, MODELS & TOOLS:
1. Power/Interest Grid
2. VRIO Framework
3. Porter's Value Chain
4. PESTEL Analysis
5. BCG Growth/Share Matrix
6. GE-McKinsey Matrix
7. Porter's Five Forces
8. Industry Life Cycle Model
9. Competitive Profile Matrix
10. SWOT Analysis
11. Porter's Generic Strategies
12. Value Disciplines Model
13. Ansoff Matrix
14. BCG Strategy Palette
15. Blue Ocean Strategy
16. Greiner's Growth Model
17. McKinsey's Three Horizons of Growth
18. Disruptive Innovation (Christensen)
19. Value Proposition Canvas
20. Business Model Canvas
21. Core Competencies Model (Hamel & Prahalad)
22. Risk Management Process
23. Probability-Impact Matrix
24. Big Hairy Audacious Goal (BHAG)
25. Vision, Mission & Values
26. SMART Objectives
27. Hoshin Planning
28. Balanced Scorecard
29. McKinsey's 7-S Framework
30. Kotter's 8-Step Process for Leading Change
These frameworks and templates are used in many strategy consulting firms. With this comprehensive document in your back pocket, you can find a way to address just about any strategic planning challenge that can arise in your organization.
The level of detail varies by framework, depending on the nature of the model or tool. Examples and templates are provided.
The document discusses various frameworks for conducting a situation analysis for advertising planning, including the 5Cs analysis, SWOT analysis, Porter's 5 forces model, AIDA model, DAGMAR model, and hierarchy of effects model. It explains how to use these models to analyze the company, competitors, customers, collaborators, climate/environment, and to identify strengths, weaknesses, opportunities, threats. It also discusses how to define advertising objectives and target audiences, and the importance of brand personality in positioning strategy. The planning process involves situation analysis, objective setting, targeting, strategy development, implementation, and evaluation.
Mtm2 white paper competitor analysis (featuring the four corners)IntelCollab.com
This document provides an overview of competitor analysis using the Four Corners method. The Four Corners method analyzes competitors by assessing their 1) assumptions, 2) capabilities, 3) current strategy, and 4) drivers and future goals. It encourages understanding a competitor's motivations and potential actions. The analysis creates a profile of a competitor's satisfaction with their position and likely future moves or strategy shifts. It fits into planning by helping gauge a competitor's response to trends and each other's moves. The analysis is then used to determine a competitor's offensive and defensive strategies.
Here are the key steps I would recommend for your strategic planning process:
1. Form a strategic planning committee with representatives from across departments to gather diverse perspectives.
2. Conduct an environmental scan to analyze opportunities/threats in the industry and assess the company's strengths/weaknesses.
3. Hold brainstorming sessions to generate ideas for the vision, mission, values and strategic goals. Survey all employees to get input.
4. Have the committee synthesize feedback to draft the strategic plan documents for board review.
5. Cascade the strategic objectives throughout the organization so everyone understands their role in achieving the goals.
6. Implement action plans with accountability, timeline and performance metrics assigned.
The document outlines a market entry strategy framework comprised of four phases: market assessment, business case development, implementation roadmap, and go live. The market assessment phase involves research to understand regulations, customers, competitors, distribution channels, and the client's position. The business case development formalizes this to assess market attractiveness, ease of entry, potential partners, and ability to execute. The implementation roadmap establishes cooperation agreements and entry plans. The go live phase supports organizational structure and performance monitoring upon market entry.
The document discusses strategic marketing versus tactical marketing. It defines strategic marketing as determining overall goals and direction, while tactical marketing identifies specific actions to achieve those goals. It provides examples of strategic planning steps like defining a company mission and objectives. Tactical marketing activities include promotions, advertising, and pricing. A SWOT analysis of Facebook is presented to illustrate its internal strengths and weaknesses and external opportunities and threats.
Developing competitive advantage and strategic focusAshraf Hlouh
The document discusses SWOT analysis and its application in marketing strategy. It defines SWOT analysis and explains its key elements - strengths, weaknesses, opportunities, and threats. It also discusses how to conduct a SWOT analysis, including developing a SWOT matrix and examining internal/external factors from the customer's perspective. The document provides tips for making SWOT analysis more productive, such as focusing analysis on specific products/markets, collaborating across business functions, and separating internal vs. external issues. The overall goal of SWOT analysis is to help identify competitive advantages and inform the strategic focus of a company's marketing efforts.
The strategic management process involves 6 steps: 1) defining the organization's mission and goals, 2) external analysis of opportunities and threats, 3) internal analysis of strengths and weaknesses, 4) formulating strategies to leverage strengths and address weaknesses, 5) implementing strategies, and 6) evaluating results and making adjustments. Key tools used include SWOT analysis, BCG matrix, Ansoff's growth matrix, Porter's five forces model, and identifying core competencies. The overall process allows organizations to systematically analyze their environment and capabilities to develop strategies that create a competitive advantage.
This document provides an overview of environmental analysis techniques used to understand the external business environment. It defines environmental analysis as identifying external and internal factors that can affect organizational performance. Major techniques discussed include SWOT analysis, PESTLE analysis, and Porter's Five Forces framework. Each has benefits but also limitations. Conducting environmental analysis helps align business strategies with the operating environment.
The document discusses various models and methods used for project selection. It begins by describing non-numeric models such as sacred cow, operating necessity, competitive necessity, and product line extension. It then discusses numeric scoring models including unweighted 0-1 factor model, unweighted factor scoring model, and weighted factor scoring model. Finally, it discusses financial models used for project selection, focusing on models that evaluate profitability. The document provides an overview of different approaches organizations can take when selecting projects.
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
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The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
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Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
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Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
1. How making efficient
strategic decisions!
1!2013/07/01! Written by Maxime CROS!
My PERFormance!Freelance Consulting and Facilitation in Strategic
Management and Managerial Relationships/Processes!
3. The presentation objective!
• For a long time, specialists have developed several models or theories in
order to analyse the strategic environment of a company and make the
good decisions in this context.!
• These theories are often based on common principles, as for example the
types of criteria used to assess the company position in its environment.!
• Plenty of consulting companies specialized in strategy have used these
models, or others derived from, in order to support their clients for making
the good decisions.!
• For what result? Success for some companies but also huge failure for
others.!
• Through this presentation, we certainly don’t want to criticize these models
considered as references in the matter. Indeed, our ambition is more:!
– to understand the philosophy of these theories,!
– to show their advantages but humbly also their limits,!
– to complete them in proposing a complementary view on the strategic decision-
making in a company.!
3!2013/07/01! Written by Maxime CROS!
4. The presentation summary!
!
Part 1: Presentation of the Michael Porter
thought!
Part 2: Analysis of the Michael Porter thought!
Part 3: Presentation of a new framework for a
strategic decision making!
4!2013/07/01! Written by Maxime CROS!
6. • Among the several publications concerning methods and
tools of strategic analysis, we have chosen to focus our
attention on the Michael Porter works, still considered as a
reference.!
• 2 Michael Porter models have especially held our attention:!
– the 5 competitive forces,!
– the value chain.!
• These ones will be briefly described in the 1st part.!
6!2013/07/01! Written by Maxime CROS!
Presentation of the Michael
Porter thought!
7. A first Porter model:"
The 5 competitive forces (1/3)!
• For Michael Porter, the performance of a company depends
on its capability to face up, to influence and to resist the
pressures from its competitive environment.!
• Besides, Michael Porter explains that the main objective of a
company must be to keep a competitive advantage on its
market, which is assessable by its capability to grow its
profit.!
• The Porter model named “ The 5 competitive forces” is a tool
of strategic analysis that aims at understanding the
competitive environment of a company, assessing the power
of every character in this environment, and therefore
defining the company position and adapting its strategy in
order to develop a competitive advantage. Then the
company may develop a bigger profit than the market
average.!
7!2013/07/01! Written by Maxime CROS!
8. Threat of substitute
products or services!
Threats of new
entrants!
Bargaining power of
suppliers!
Bargaining power of
buyers!
Competitive
rivalry within an
industry!
A first Porter model:"
The 5 competitive forces (2/3)!
8!2013/07/01! Written by Maxime CROS!
9. • Threat of new entrants: level of difficulty to enter a market, depending on the
barriers at the entrance (ex: search and development costs, marketing costs,
regulation,…)!
• Threat of substitute products or services: propensity of consumers to switch to
alternatives (ex: computer vs tablet, monospace vehicle vs SUV)!
• Bargaining power of suppliers: suppliers capability to influence the industry,
concerning the prices or the quality of the products/services (ex: balance of
power between Apple and its distributors)!
• Bargaining power of buyers: customers capability to negotiate the price, the
level of quality, the services associated (ex: balance of power between the major
retailers and their suppliers)!
• The rivalry within an industry: all the global decisions that influence the profit of
all the characters of an industry (ex: the communication following the entrance
of Free on mobile market in France)!
A first Porter model:"
The 5 competitive forces (3/3)!
9!2013/07/01! Written by Maxime CROS!
10. A second Porter model:"
The value chain (1/2)!
• After a company has identified its competitive advantage and its best
position on the market in analysing its external environment, then Porter
suggests to identify the contribution of every internal process to this
competitive advantage.!
• So, the analysis of the value chain is based on the idea that an organization
is composed of a chain of internal relationships customers/suppliers; every
intersection aiming at adding some value to the product /service.!
• We can define this value as the best ratio between the satisfaction of the
customer needs and the costs relating to the service. So, the value mainly is
at the intersection of the connection customer/service.!
• The value analysis is used to identify the vital activities (the most valuable
activities), and therefore to focus all the resources on these ones until
having an activity chain more efficient than the competitors.!
10!2013/07/01! Written by Maxime CROS!
11. 2013/07/01! Written by Maxime CROS! 11!
A second Porter model:"
The value chain (2/2)!
Firm infrastructures!
HR Management!
Technology Development!
Procurement!
Inbound
logistics!
Operations! Outbound
logistics!
Marketing
and Sales!
Service!
Support
activities!
Primary activities!
• In analysing the value chain, it is possible to classify the organization processes in 9
categories of processes, divided in:!
– 5 macro primary processes,!
– 4 macro support processes.!
12. Part 2:"
Analysis of the Michael
Porter thought!
12!2013/07/01! Written by Maxime CROS!
13. Analysis of the Porter thought
(1/3)!
Why the Porter thought is interesting:!
• The Porter tools are a precious help in order to have a detailed analysis of a
company environment and assess the risks connected to this environment.!
• Porter connects the analysis of the external environment and the internal
environment of a company, which is a good mean to have an exhaustive
and efficient view on the situation.!
• His analytic tools are based on rational and analytical types of criteria,
which limits the risks for decisions made on the basis of emotion (for
example, because of a stressful situation).!
• Porter stresses the importance of the connection customer/supplier inside
companies. Indeed, if all the members of a company are focused on the
satisfaction of their direct customers, there is a strong probability that the
final customer is efficiently served and therefore satisfied.!
• Porter stresses the importance to focus on the added value of a system in
order to develop its performance, which is the basis of the prioritization
theory (in management, we can use this theory from the Pareto law).!
13!2013/07/01! Written by Maxime CROS!
14. Analysis of the Porter thought
(2/3)!
Why the Porter thought has some limits:!
!
• In his theory, Porter glosses over the corporate coherence in the
definition of a corporate position or strategy, especially:!
– the alignment of the strategy with the corporate mission, which is the reason
why the company exists (its finality),!
– the alignment of the strategy with the cultural strengths of the company (its
cultural success keys as the main corporate job pillar and the corporate
values), which concretize the corporate mission in the field and are the
reasons why the company is recognized and appreciated by its customers.!
Therefore, in glossing over these points of its analysis, a company
may:!
– decide to give up a product or a business of its portfolio because of an
intensive competition, instead of thinking how strengthen even more the
main corporate job pillar in the customers mind for this product or business,!
– start a new business or launch a new product only because the level of the
market competition is very low, but in risking to be unaligned with the
corporate mission.!
14!2013/07/01! Written by Maxime CROS!
15. Analysis of the Porter thought
(3/3)!
• Furthermore, we could imagine that a Senior Manager can basically
decide to internalise the primary processes but to outsource the
support processes, because of his will to focus on the corporate core
business. In making such a decision, he can gloss over the corporate
mission and the strongest corporate job pillar, which results in a risk for
the company. Indeed, we could imagine that a process identified as a
support process by Porter may be a primary process including a great
added value depending on the corporate mission (ex: IT department for
a mobile phone operator). Therefore, outsourcing this activity would be
probably a strategic mistake.!
• Finally, Porter considers the notion of performance through the notion
of profit or margin, which is very restrictive. Indeed the notion of
enduring performance is more complex than the simple economic
factors.!
2013/07/01! Written by Maxime CROS! 15!
16. Part 3:"
Presentation of a new
framework for a
strategic decision
making!
16!2013/07/01! Written by Maxime CROS!
17. Presentation of a new framework
for a strategic decision making!
• As mentioned in the introduction of this presentation, the
part 3 aims at proposing a new framework for making a
strategic decision, in order to grow the performances of
companies.!
• This new framework is not in opposition to the classical
strategic models, but a complement in order to use them
more efficiently.!
2013/07/01! Written by Maxime CROS! 17!
18. The notion of performance
(1/2)!
• First of all, let’s define the notion of performance. Performance is
the capability of an individual or a system to achieve his objectives
thanks to the mobilization of the appropriate means.!
• We make the distinction between performance and exploit.
Performance is enduring whereas exploit is occasional. For
example, we can associate the notion of exploit to the picture of
comet: it comes very fast, it’s impressive when it’s coming, it leaves
us as faster as it came, and sometimes it comes back. !
• We don’t only consider the notion of performance in term of result
but also in term of capability to apply an efficient method. If an
individual or a system has the capability to use the good method
every time, he increases his chances to achieve his objectives every
time. !
2013/07/01! Written by Maxime CROS! 18!
19. The notion of performance
(2/2)!• The enduring performance depends on the company capability to satisfy 4 conflicting
interests at the same time, as a win-win relationship:!
2013/07/01! Written by Maxime CROS! 19!
• Making a decision that consists to favor consciously or unconsciously one interest to
the detriment to the others, as for example the economic profit, often involves good
results at short term (exploit) but bad results at long term (lack of performance). !
Enduring(
Performance(
Shareholders and investors!
(those who invest their own money to
finance the company development)!
Clients and consumers!
(those who buy and use the products
and services of the company)!
Staff!
(those who work for the company,
and concretize the corporate dreams
in manufacturing and selling its
products, and serving the customers!
Global environment!
(government, environment,
anybody)!
20. 2 key processes for assessing the
relevance of a strategic decision!
2013/07/01! Written by Maxime CROS! 20!
To assess the impact of
the strategic decision
on the corporate
coherence!
To assess the impact of
the strategic decision
on the corporate
environment!
Relevance of
the strategic
decision!
21. 2 key processes for assessing the
relevance of a strategic decision!
2013/07/01! Written by Maxime CROS! 21!
To assess the impact of
the strategic decision
on the corporate
coherence!
To assess the impact of
the strategic decision
on the corporate
environment!
Relevance of
the strategic
decision!
22. Mission(
(Long&Term)&
Vision(
(Middle&Term)&
Strategy(
(Short&Term)&
DNA(
(Long&Term)&
The genes defining our company as
unique since its creation and for all
its existence: our job strengths, our
values.!
The unrealizable founder dream
when he created our company,
which motivated him and will
motivate our staff for ever.!
The ambition of our current
company leader.!
The objectives, the projects and
action plans that we have to
implement in order to achieve our
ambition.!
WHO are we?!
WHY do we exist?!
WHAT do we dream to reach?!
HOW can we work in order to
achieve our vision?!
Inputs from
environment!
Inputs from!
environment!
A mature management team who guarantees the coherence
in a changing environment!
22!2013/07/01! Written by Maxime CROS!
The corporate coherence!
23. 2013/07/01! Written by Maxime CROS! 23!
Alignment of
the strategic
decision with
the key global
elements
structuring the
company!
1
2
3
4
5
Structural coherence!
(alignment of the strategic decision with the
corporate DNA)!
Cyclical coherence!
(alignment of the strategic
decision with the current
context)!
Aspirational coherence!
(alignment of the
strategic decision with the
corporate vision)!
So, first of all, the relevance and the efficiency
of a strategic decision depends on its level of
alignment with some key corporate elements:!
– The corporate history, which includes
the corporate DNA / the corporate
foundations,!
– The corporate aspirational future, which
is the ambition of the current Senior
Manager at middle or long term,!
– The corporate present, which is the
corporate aims at very short term
depending on the current context.!
It involves:!
– to identify clearly and write these key
structural elements,!
– to use a list of objective criteria through
quantitative and qualitative surveys in
order to assess the level of alignment for
the strategic decision on each axis of
coherence.!
What is a strategic decision guaranteeing the
corporate coherence? (1/3)!
Assessment of the coherence for a
strategic decision (example)!
24. What is a strategic decision guaranteeing the
corporate coherence? (2/3)!
Example of structural coherence assessment:!
• These are few informations about the company and its context:!
– The company is a service provider (for companies and also consumers)
in the African energy industry.!
– The company would like to develop a service offering the opportunity to
every South African consumer to purchase their electricity invoice
anywhere / any time and also to reduce their electricity consumption.!
– So, the company expects to launch a mobile application including
different functions: purchasing prepaid electricity on line, reporting the
electricity consumption, estimation of the future consumption
depending some personal and seasonal parameters, tailored advices in
order to optimize the electricity consumption,…).!
2013/07/01! Written by Maxime CROS! 24!
25. What is a strategic decision guaranteeing the
corporate coherence? (3/3)!
2013/07/01! Written by Maxime CROS! 25!
Corporate DNA! Criteria of assessment! Observations!
Average
rate!
Global
average
rate!
Corporate mission:!
!
To make the energy
accessible anywhere, any
time, for anybody, with the
greatest respect for our
Planet!
!
!
• Consumers can use our service regardless their revenue!
• Consumers can use our service regardless their location!
• Consumers can use our service anytime!
• Consumers can reduce their energy foot-print in using our service!
• ETC…..!
1 2 3 4 5
The app is free
and developed for
all the kind of
devices. Its using
depends only on
the internet
network location.!
4,1!
3,8!
!
x
!
x
x
!
X
!
!
Strongest corporate job
pillar:!
!
Customer intimacy!
!
• Our service is friendly to use!
• Our service is easy to use!
• Our service is customized for each consumer!
• Our consumers can reduce their electricity expenses !
• The fidelity of our consumers is rewarded!
• ETC…!
1 2 3 4 5
There is an
incentive
program for the
recurrent users of
our service.!
3,9!
X
!
!
!
x
!
x
x
x
Corporate values:!
!
Proximity!
Opening!
Adaptability!
!
• Our service is aligned with the consumer suggestions from the last
survey!
• Our service is aligned with the new technologies used by our
consumers!
• ETC…!
1 2 3 4 5
…! 3,5!
X
!
x
Example of structural coherence assessment:!
26. 2 key processes for assessing the
relevance of a strategic decision!
2013/07/01! Written by Maxime CROS! 26!
To assess the impact of
the strategic decision
on the corporate
coherence!
To assess the impact of
the strategic decision
on the corporate
environment!
Relevance of
the strategic
decision!
27. The combination decision /
concretization of the decision… (1/2)!
• Our customers buy us nor for our products or services (ex: a mobile app
for purchasing prepaid electricity on line in Africa, including a reporting
of our consumption and tailored advices based on this reporting in
order to master it), neither for the decisions, ideas or concepts at the
origin of our products or services (ex: to develop a service for
purchasing our electricity anywhere / any time and also reducing our
electricity consumption).!
• Indeed, what makes our offer unique (or differentiating on the market)
and valuable for our customers, and therefore the main reason why our
customers buy us, depends on the following combination:!
– A decision/concept/idea in line with our corporate mission (ex: the project:
to develop a service for purchasing our electricity invoice anywhere / any
time and also reducing our electricity consumption; the corporate mission: to
make the energy accessible anywhere, any time, for anybody, with the
greatest respect for our Planet),!
– And the concretization of the decision including our recognised and
recognisable knowledge , know-how (the operational concretization of our
strongest corporate job pillar), and skills (the operational concretization of
our corporate values).!
2013/07/01! Written by Maxime CROS! 27!
28. The combination decision /
concretization of the decision… (2/2)!
2013/07/01! Written by Maxime CROS! 28!
Decision! Concretization of the decision!
Idea/concept/project!
Know-how!
This is the operational
concretization of the
strongest corporate job
pillar (between
customer intimacy,
product superiority,
excellence of
implementation)!
In the field, these are all
the job basics applied
and the means
associated in order to
satisfy the customers!
Skills!
This is the operational
concretization of the
corporate values!
In the field, these are all
the behaviours aligned
with the values for a
better customer service!
Aligned with the
corporate mission !
The implementation of the corporate DNA in the field!
29. 2013/07/01! 29!
…creates some value for the key
characters in our environment…!• We consider that the value created because of a strategic decision can’t be only assess economically (please see the part
about the enduring performance). Indeed, as mentioned previously, the enduring performance depends on our capability
to satisfy the conflicting interests of some characters in our environment at the same time.!
• For this reason, we consider that we could assess the value created through a strategic decision with the level of
satisfaction for all the key characters of our environment impacted by the implementation of the decision (qualitative and
quantitative indicators). The level of satisfaction of these ones finally represents the value created by the strategic decision
for each key character.!
• Our capability to satisfy all of them at the same time could indicate the enduring efficiency of the strategic decision.!
Value
durably
created for
each
character!
Shareholder! Government!
Clients!
(distributors)!
Consumer!
Staff!
Supplier!
Written by Maxime CROS!
Assessment of the value created
because of a strategic decision
(example)!
30. 2013/07/01! 30!
…and therefore our competitive
advantage!
Value
durably
created
for each
character!
Shareholder! Government!
Clients!
(distributors)!
Consumer!
Staff!
Supplier!
Value
durably
created
for each
character!
Shareholder! Government!
Clients!
(distributors)!
Consumer!
Staff!
Supplier!
Assessment of the value
created because of a
strategic decision
(example)!
Our company! Our competitor!
Written by Maxime CROS!
The value created because of our strategic
decision is globally higher than this one of our
competitor. It means that this decision develops
our competitive advantage in our environment.!
• We could define the competitive advantage of a company as a higher value created
because of a strategic decision than the competitors, for all the key characters in its
environment.!
32. To sum up: 5 key ideas!
1st key idea:!
• First of all, a successful strategic decision has to guarantee or
even strengthen the global corporate coherence.!
2013/07/01! Written by Maxime CROS! 32!
Alignment of the
strategic
decision with the
key global
elements
structuring the
company!
Structural coherence!
(alignment of the strategic decision with the
corporate DNA)!
Cyclical coherence!
(alignment of the strategic
decision with the current
context)!
Aspirational
coherence!
(alignment of the
strategic decision with
the corporate vision)!
33. To sum up: 5 key ideas!
2nd key idea:!
• The value durably created through a strategic decision is
assessable with the level of satisfaction for each key
character of the corporate environment impacted by the
making and the implementation of the decision.!
2013/07/01! Written by Maxime CROS! 33!
Value
durably
created
for each
character!
Shareholder! Government!
Clients!
(distributors)!
Consumer!
Staff!
Supplier!
34. To sum up: 5 key ideas!
3rd key idea:!
• The value generated by a strategic decision depends on the
combination decision/concretization of the decision, which means
the capability:!
– to make the strategic decision pragmatic in the field with its implementation into
tactical and operational action plans,!
– to keep the alignment with the corporate DNA in the implementation of the
decision, with an application of the best practices in the field (job basics,
behaviours) strongly impregnated with the corporate mission, the strongest job
pillar, and the values.!
2013/07/01! Written by Maxime CROS! 34!
Idea/concept/
project!
Know-how!
Skills!
Decision!
Concretization of the
decision!
Aligned with the
corporate mission !
The implementation of
the corporate DNA in the
field!
35. To sum up: 5 key ideas!
4th key idea:!
• For implementing efficiently a strategic decision, a company
has to organize its primary and support processes, that is to
say the structure of its value chain, taking into account the
corporate DNA.!
2013/07/01! Written by Maxime CROS! 35!
The organization of the primary and
support processes is determined taking into
account the corporate mission, the
strongest corporate job pillar, and the
corporate values.!
36. To sum up: 5 key ideas!
5th key idea:!
• A corporate competitive advantage is a higher value created
because of a strategic decision than the competitors, for all
the key characters in its environment.!
2013/07/01! Written by Maxime CROS! 36!
Value
durably
created
for each
character!
Shareholder! Government!
Clients!
(distributors)!
Consumer!
Staff!
Supplier!
Value
durably
created
for each
character!
Shareholder! Government!
Clients!
(distributors)!
Consumer!
Staff!
Supplier!
Assessment of the value
created because of a
strategic decision
(example)!
Our company! Our competitor!
37. Contact us!
I want to enhance!
Contact details!
• Senior Consultant: Maxime CROS!
• Email: maximecros.ct@myperf.org!
• Location: Cape Town (South Africa)!
My PERFormance!
2013/07/01! Written by Maxime CROS! 37!