This PPT deals with the the role of business model in managing change in an organization.
This is an MBA note for students at the Azman Hashim International Business School, UTM, Malaysia.
Introduction and Overview (Strategic Business Management)Textboo.docxmariuse18nolet
Introduction and Overview (Strategic Business Management)
Textbook: book - Strategy Crafting and Executing Strategy: Competitive Advantage
.
1. Good strategy and good strategy execution together provide
A. a surefire guarantee for avoiding periods of weak financial performance.
B. the two best signs that a company is a true industry leader.
C. the most trustworthy signs of good management.
D. signs of a company having a superior business model.
2. Which one of the following questions is not something that company managers should consider when choosing to pursue one strategic course or directional path versus another?
A. Is the company stretching its resources too thinly by trying to compete in too many markets or segments, some of which are unprofitable?
B. Do we have a better business model than key rivals?
C. Are changing market and competitive conditions acting to enhance or weaken the company's business outlook?
D. Will our present business generate sufficient growth and profitability in the years ahead to please shareholders?
3. Business strategy, as distinct from corporate strategy, is chiefly concerned with
A. deciding what new businesses to enter, which existing businesses to get out of, and which existing business to remain in.
B. forging actions and approaches to compete successfully in a particular line of business.
C. coordinating the competitive approaches of a company's different business units.
D. making sure the strategic intent of a particular business is in step with the company's overall strategic intent and strategy.
4. Which of the following is not one of the basic reasons that a company's strategy evolves over time?
A. An ongoing need to abandon those strategy features that are no longer working well
B. The need to make regular adjustments in the company's strategic vision so employees don't become bored executing the same strategy month after month
C. The proactive efforts of company managers to fine-tune and improve one or more pieces of the strategy
D. The need to keep strategy in step with changing market conditions and changing customer needs and expectations
5. Which of the following is an integral part of the managerial process of crafting and executing strategy?
A. Setting objectives and using them as yardsticks for measuring the company's performance and progress
B. Deciding how much of the company's resources to employ in the pursuit of sustainable competitive advantage
C. Communicating the company's mission and purpose to all employees
D. Developing a proven business model
6. Which one of the following questions can be used to test the merits of one strategy over another and distinguish a winning strategy from a mediocre or losing strategy?
A. Does the company have low prices in comparison to rivals?
B. How well does the strategy fit the company's situation?
C. How good is the company's business model?
D. Is the company putting too little emphasis on behaving in an ethical and socially responsible manner.
C-level Innovation as Collaborative Business TransformationMalcolm Ryder
Executive adoption of innovations is an outcome of forming and pursuing a group ambition, but the group must be executives themselves, and it could also take a group of innovations to get any of them adopted.
Introduction and Overview (Strategic Business Management)Textboo.docxmariuse18nolet
Introduction and Overview (Strategic Business Management)
Textbook: book - Strategy Crafting and Executing Strategy: Competitive Advantage
.
1. Good strategy and good strategy execution together provide
A. a surefire guarantee for avoiding periods of weak financial performance.
B. the two best signs that a company is a true industry leader.
C. the most trustworthy signs of good management.
D. signs of a company having a superior business model.
2. Which one of the following questions is not something that company managers should consider when choosing to pursue one strategic course or directional path versus another?
A. Is the company stretching its resources too thinly by trying to compete in too many markets or segments, some of which are unprofitable?
B. Do we have a better business model than key rivals?
C. Are changing market and competitive conditions acting to enhance or weaken the company's business outlook?
D. Will our present business generate sufficient growth and profitability in the years ahead to please shareholders?
3. Business strategy, as distinct from corporate strategy, is chiefly concerned with
A. deciding what new businesses to enter, which existing businesses to get out of, and which existing business to remain in.
B. forging actions and approaches to compete successfully in a particular line of business.
C. coordinating the competitive approaches of a company's different business units.
D. making sure the strategic intent of a particular business is in step with the company's overall strategic intent and strategy.
4. Which of the following is not one of the basic reasons that a company's strategy evolves over time?
A. An ongoing need to abandon those strategy features that are no longer working well
B. The need to make regular adjustments in the company's strategic vision so employees don't become bored executing the same strategy month after month
C. The proactive efforts of company managers to fine-tune and improve one or more pieces of the strategy
D. The need to keep strategy in step with changing market conditions and changing customer needs and expectations
5. Which of the following is an integral part of the managerial process of crafting and executing strategy?
A. Setting objectives and using them as yardsticks for measuring the company's performance and progress
B. Deciding how much of the company's resources to employ in the pursuit of sustainable competitive advantage
C. Communicating the company's mission and purpose to all employees
D. Developing a proven business model
6. Which one of the following questions can be used to test the merits of one strategy over another and distinguish a winning strategy from a mediocre or losing strategy?
A. Does the company have low prices in comparison to rivals?
B. How well does the strategy fit the company's situation?
C. How good is the company's business model?
D. Is the company putting too little emphasis on behaving in an ethical and socially responsible manner.
C-level Innovation as Collaborative Business TransformationMalcolm Ryder
Executive adoption of innovations is an outcome of forming and pursuing a group ambition, but the group must be executives themselves, and it could also take a group of innovations to get any of them adopted.
This is a sample of my sales effectiveness program training. It is a three days course that can be followed by workshops and courses of several subject:
- Business model workshop
- Territory management workshop
- Sales coaching workshop
- Go to Market model development workshop
Clarifying Strategic Positioning: An RBL ApproachThe RBL Group
As we work with clients to help them position for customer advantage, we focus on creating alignment on two levels: Enterprise Strategy and Business Strategy.
Business Models: Six recommendations to enable business model innovation in t...melnorman
Advances in technology have disrupted the creative marketplace. What customers value and will pay for has changed and companies who don’t evaluate their existing business models risk losing their relevance.
There is a lot of discussion around reinventing ‘business models’ and ‘strategy’ but there is a lack of clarity about what this means and even less about how to apply it.
So how does this impact the creative industries, which have undergone more change than most sectors over the last 10 years?
The part time Business Model Theme Champion role, funded by and on behalf of the Creative Industries KTN, focused on transferring current business model practice to the creative industries, using that to shape and inform business model innovation and examine how businesses can better articulate new and emergent business models.
This document is not meant as a scientific document or academic paper but a combination of a summary of my learnings from both my year’s tenure, as well as the thoughts and experiences from those who kindly attended workshops and roundtables or were consulted as experts or as leading companies in their field. My intention is to start a conversation around business model innovation in the creative and digital sectors and for the recommendations to be explored further.
Emerging markets already offer a wide range of business opportunities
and the number of attractive business cases is growing at a rapid
pace. Population growth, urbanization, industrialization, improved
governance structures and the massive development in modern ICT
technology are making the markets even more attractive and accessible
for foreign companies...
Why value propositions matter? How to create a true value proposition for B2B businesses? Implementation ready toolkit to design a superior value propositions
developing a business model. business model innovation. types of business model. How Business Models Emerge. Components of a Business Model. core strategy, strategic resources
Running head BUSINESS PLAN BREAKDOWN 1B.docxsusanschei
Running head: BUSINESS PLAN BREAKDOWN
1
BUSINESS PLAN BREAKDOWN
2
Assignment 2: Business Plan Breakdown 2 -- The Marketing Plan
Student’s Name
University Affiliation
Marketing entails the art of identifying customer needs and providing services that meet their interests. Despite this, customers have varying preferences thereby highlighting that each organization is characterized by specific needs that ought to be addressed (Lynn, 2014). Primarily, their characteristics define their needs, which features they benefit the most. Target market segmentation refers to the art of categorizing consumers in that the business offerings can be tailored to match the receptive customer segments (Lynn, 2014). In this regard, market segmentation seeks to define customers based on the business services features that they value the most. From a high level, the objective of the marketing strategy is to identify the target market and establish a marketing mix that will be appealing to the target consumers (Lynn, 2014). Considerably, the primary objective is not coming up with a specific marketing strategy but rather focusing on the value proposition to the target market.
In the wake of the evolving business markets, organizations face an increasing need to understand their leadership requirements. Pointedly, this is highlighted by the fact that leadership is integral to the implementation of suitable changes within an organization (Lynn, 2014). In this regard, the marketing plan for the business initiative is tailored to identify specific leadership and change management practices needs faced by organizations in today’s complex business environment. Implicitly, the marketing plan will highlight on the different service features available to address the needs of different organizations (Mustafa, 2017). As highlighted, target customers have varying preferences thereby heightening the need to integrate different service features relating to their interests. This signifies the importance of identifying the potential customers and their respective needs relating to innovative leadership and management of change practices (Mustafa, 2017). Therefore, the marketing plan incorporates different product features to address unique customer needs.
Establishing viable target customers is the core initiative of the marketing plan. Considerably, no two customers can share unique needs as preferences often vary. Significantly, it will be inefficient to develop a marketing plan for a single target customer. With this, the marketing plan will identify the common attributes among the customers (Lynn, 2014). Through this, the business initiative will identify the customers it can serve the best, the target segment. Significantly, the target segment must be classified based on unique characteristics to enhance ease in the provision of the different service features (Lynn, 2014). Therefore, the marketing plan intends to target the market segm ...
Building a Successful Business - Key Demand Drivers, Trends and Best Practice...SSCG Consulting
It's a good time to be involved in the start-up scene. More funding available than ever before, capacity building support and content on how to start your own business are easily accessible, and community-driven coworking and innovation hubs are popping up everywhere.
Despite the rising popularity of entrepreneurship, starting up a venture and culture brings its own unique set of challenges and problems in a rapidly changing and complex global landscape that its leaders must overcome.
Marketing checklists – love them or loath them, they are at the heart of management thinking and practice. And they serve two purposes.
The first is to provide a framework to improve marketing performance. The second is to help managers and business owners with an easy to follow system for crafting today’s - and tomorrow’s - breakthrough marketing strategies and plans.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
This is a sample of my sales effectiveness program training. It is a three days course that can be followed by workshops and courses of several subject:
- Business model workshop
- Territory management workshop
- Sales coaching workshop
- Go to Market model development workshop
Clarifying Strategic Positioning: An RBL ApproachThe RBL Group
As we work with clients to help them position for customer advantage, we focus on creating alignment on two levels: Enterprise Strategy and Business Strategy.
Business Models: Six recommendations to enable business model innovation in t...melnorman
Advances in technology have disrupted the creative marketplace. What customers value and will pay for has changed and companies who don’t evaluate their existing business models risk losing their relevance.
There is a lot of discussion around reinventing ‘business models’ and ‘strategy’ but there is a lack of clarity about what this means and even less about how to apply it.
So how does this impact the creative industries, which have undergone more change than most sectors over the last 10 years?
The part time Business Model Theme Champion role, funded by and on behalf of the Creative Industries KTN, focused on transferring current business model practice to the creative industries, using that to shape and inform business model innovation and examine how businesses can better articulate new and emergent business models.
This document is not meant as a scientific document or academic paper but a combination of a summary of my learnings from both my year’s tenure, as well as the thoughts and experiences from those who kindly attended workshops and roundtables or were consulted as experts or as leading companies in their field. My intention is to start a conversation around business model innovation in the creative and digital sectors and for the recommendations to be explored further.
Emerging markets already offer a wide range of business opportunities
and the number of attractive business cases is growing at a rapid
pace. Population growth, urbanization, industrialization, improved
governance structures and the massive development in modern ICT
technology are making the markets even more attractive and accessible
for foreign companies...
Why value propositions matter? How to create a true value proposition for B2B businesses? Implementation ready toolkit to design a superior value propositions
developing a business model. business model innovation. types of business model. How Business Models Emerge. Components of a Business Model. core strategy, strategic resources
Running head BUSINESS PLAN BREAKDOWN 1B.docxsusanschei
Running head: BUSINESS PLAN BREAKDOWN
1
BUSINESS PLAN BREAKDOWN
2
Assignment 2: Business Plan Breakdown 2 -- The Marketing Plan
Student’s Name
University Affiliation
Marketing entails the art of identifying customer needs and providing services that meet their interests. Despite this, customers have varying preferences thereby highlighting that each organization is characterized by specific needs that ought to be addressed (Lynn, 2014). Primarily, their characteristics define their needs, which features they benefit the most. Target market segmentation refers to the art of categorizing consumers in that the business offerings can be tailored to match the receptive customer segments (Lynn, 2014). In this regard, market segmentation seeks to define customers based on the business services features that they value the most. From a high level, the objective of the marketing strategy is to identify the target market and establish a marketing mix that will be appealing to the target consumers (Lynn, 2014). Considerably, the primary objective is not coming up with a specific marketing strategy but rather focusing on the value proposition to the target market.
In the wake of the evolving business markets, organizations face an increasing need to understand their leadership requirements. Pointedly, this is highlighted by the fact that leadership is integral to the implementation of suitable changes within an organization (Lynn, 2014). In this regard, the marketing plan for the business initiative is tailored to identify specific leadership and change management practices needs faced by organizations in today’s complex business environment. Implicitly, the marketing plan will highlight on the different service features available to address the needs of different organizations (Mustafa, 2017). As highlighted, target customers have varying preferences thereby heightening the need to integrate different service features relating to their interests. This signifies the importance of identifying the potential customers and their respective needs relating to innovative leadership and management of change practices (Mustafa, 2017). Therefore, the marketing plan incorporates different product features to address unique customer needs.
Establishing viable target customers is the core initiative of the marketing plan. Considerably, no two customers can share unique needs as preferences often vary. Significantly, it will be inefficient to develop a marketing plan for a single target customer. With this, the marketing plan will identify the common attributes among the customers (Lynn, 2014). Through this, the business initiative will identify the customers it can serve the best, the target segment. Significantly, the target segment must be classified based on unique characteristics to enhance ease in the provision of the different service features (Lynn, 2014). Therefore, the marketing plan intends to target the market segm ...
Building a Successful Business - Key Demand Drivers, Trends and Best Practice...SSCG Consulting
It's a good time to be involved in the start-up scene. More funding available than ever before, capacity building support and content on how to start your own business are easily accessible, and community-driven coworking and innovation hubs are popping up everywhere.
Despite the rising popularity of entrepreneurship, starting up a venture and culture brings its own unique set of challenges and problems in a rapidly changing and complex global landscape that its leaders must overcome.
Marketing checklists – love them or loath them, they are at the heart of management thinking and practice. And they serve two purposes.
The first is to provide a framework to improve marketing performance. The second is to help managers and business owners with an easy to follow system for crafting today’s - and tomorrow’s - breakthrough marketing strategies and plans.
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Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
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unwillingness to rectify this violation through action requires accountability.
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2. Usually, while appreciating change, a
manager will reflect on the forces of
change impacting the organization and
become aware of the mental models that
are driving the organization.
• A key mental model that the managers need to be
aware of is the soul or essence of the organization.
14/06/2023 2
3. In simple terms;
What does the organization
stand for?
What does it mean to the
customer?
What does it represent for its
employees?
14/06/2023 3
5. • In business organizations, the
task of appreciating change also
involves becoming aware of the
organization’s value proposition
and a related concept called
business model.
14/06/2023 5
6. The concept of a business model
offers a powerful way of
analysing the fundamentals of
an organization’s performance
• Any organization, new or
established, needS a business
model to survive.
• Joan Magretta of HBS points
out, a good business model
answers two fundamental
questions relating to any
business:
• Who are our customers?
• What do they value?
14/06/2023 6
7. Or to put
differently, a
business model
tells a manager
how the business
can make money.
14/06/2023 7
8. If we accept the premise that businesses can only
generate profits by providing customers with value at
an acceptable cost, then a business model signifies
the underlying economic logic of an organization.
• In other words, a business model reveals the
profit engine that drives the business.
• Business models are important because in
times of change, the underlying economic
logic of an organization may need to be re-
evaluated.
14/06/2023 8
9. As industries evolve and dominant designs
emerge, the business of surviving organizations
become entrenched.
In fact, the industry may be characterized by
just a few business models.
As industries evolve, new business models may
emerge to challenge existing business models.
While the survival rate of new business models
is not high, occasionally they may come to
dominate the industry by a creative re-
organization of the underlying economic logic.
14/06/2023 9
11. A value proposition is generally a clear and succinct
statement (e.g., 2-4 sentences) that outlines a company’s
unique value-creating features.
• The secret of a good value proposition is having a tangible
difference in a characteristic of an organization’s product or
service—one that is actually matters to the customers.
14/06/2023 11
12. Three aspects constitute a firm’s
good value proposition:
a. Customer objectives
b. The firm’s offer, and
c. Differentiators
The customer objectives refer to the
specific needs that a customers are
aiming to realize.
This part of value proposition
addresses these objectives in the
customers’ language.
The firm’s offer refer to what the firm
is presenting to fulfil these objectives.
Differentiators refer to how the firm’s
offer stands out in comparison with
the competitors’ offers
14/06/2023 12
14. Identifying the business model
• Business models can be seen as stories that explain how an organization
works.
• Therefore, a business model is like writing a new story.
• All stories are variations of old ones reflecting same universal themes
that underlie all human experience.
• Similarly, all new business models are variations on the generic value
chain that underlie all businesses.
14/06/2023 14
17. • A business model explains how the
different pieces of business fit
together.
• It does not consider competition.
• A competitive strategy, on the other
hand, explains how you will do
better than your rivals.
• However, if your business model is
based on a sound value proposition,
it will have a differentiator that tells
your customers how your offerings
are different from other options.
• In this sense, a good business model
can also be a winning strategy.
14/06/2023 17
18. When business models don’t work, it is because
the story doesn’t make sense or the number don’t
add up (Magretta).
• This is because it is not enough that your business model tells a
good story.
• It should also be profitable.
• A number of new businesses fail because they have interesting
business models that ae just not profitable.
14/06/2023 18
19. In order to pass the
numbers test, business
model must address
the following factors:
1. Revenue sources
2. Key expenses
3. Investment sizes
4. Critical success factors
14/06/2023 19
20. Factors Explanation Questions
Revenue sources Revenue sources are made up of revenue streams.
Organizations can have single or multiple revenue
streams based on different revenue models.
How many different revue
streams will the business
model generate?
What are the source of each
revenue stream?
What is the relative size and
importance of each revenue
steam?
How quickly is each revenue
stream likely to grow?
Key expenses Key expenses are based on cost drivers that affect
total costs
What are the primary cost
drivers?
Are these expected to change
over time?
Investment size This is the amount of cash required before a firm
achieves a positive cash flow.
What are the cash
requirements in the present or
new business model?
Critical success
factors
This refers to an operational function or
competence that a company must possess in order
for it to be sustainable and profitable
What are the critical success
factors in the present or new
business model?
Evaluating a Business Model
14/06/2023 20
21. The table can be
used as a
framework to
analyse the need
for change in an
organization
14/06/2023 21
23. In the first phase of appreciating
change, the management of an
organization contemplating
change needs to identify its
business model and the
underlying value proposition.
This business model needs to be
compared with the dominant model of
the industry.
14/06/2023 23
24. Specifically, the organization
needs to address the following
questions:
a. What are the industry dynamics?
b. What stage of evolution has the industry
reached?
c. Is the industry likely to experience new
technology cycles or changes in institutional
rules?
d. Will these affect the dominant design?
e. Is our business model appropriate for the industry
in its present stage of evolution?
f. Do we need a radical change in our business
model?
g. If the answer to above is no, do we need
refinement of our business model?
14/06/2023 24
25. While appreciating change, key managers in an
organization would have come to an in-depth
understanding of their industry dynamics and their
organization business models.
• The critical questions they have to address are:
-Whether this business model needs to change,
and
-If the business model needs changing , does it
require radical change (a completely new
business model) or incremental change
(refinement of the existing business
model?
14/06/2023 25