The document provides an overview of tools for developing a strategic business plan, including:
1. Assessing sources of competitive advantage through a capability platform analysis of physical assets, locations, distribution networks, brands, patents, relationships, innovation, competencies, positioning, cost management, and talent development.
2. Conducting a SWOT analysis to identify strengths, weaknesses, opportunities, and threats and determine how to leverage strengths, overcome weaknesses, seize opportunities, and mitigate threats.
3. Using Porter's Five Forces framework to analyze competitive forces including rivalry, potential new entrants, substitution threats, supplier power, and buyer power.
In December 2012, Clay Christensen and I published "Surviving Disruption" in the Harvard Business Review. (http://bit.ly/Z7DMvY)
This slide deck, old but good, is the first presentation I offered Clay on the subject when proposing that we author an article on the topic.
The presentation offers a framework fro corporate strategists, who are trying to determine where their core businesses can move in the future based on the theory of disruption.
Creative Services and Marketing Communications professional offering a history of excellence in challenging, fast-paced corporate environments. Respected team member contributing a broad-based perspective to create innovative marketing and creative strategies designed for maximum ROI. Expert in partnering strategy and creativity to achieve initiatives and objectives. Multi-scale project management coupled with superior interpersonal and communication skills. Accomplished at realizing unique needs, motivations and expectations of teams in order to maximize performance and results.
In December 2012, Clay Christensen and I published "Surviving Disruption" in the Harvard Business Review. (http://bit.ly/Z7DMvY)
This slide deck, old but good, is the first presentation I offered Clay on the subject when proposing that we author an article on the topic.
The presentation offers a framework fro corporate strategists, who are trying to determine where their core businesses can move in the future based on the theory of disruption.
Creative Services and Marketing Communications professional offering a history of excellence in challenging, fast-paced corporate environments. Respected team member contributing a broad-based perspective to create innovative marketing and creative strategies designed for maximum ROI. Expert in partnering strategy and creativity to achieve initiatives and objectives. Multi-scale project management coupled with superior interpersonal and communication skills. Accomplished at realizing unique needs, motivations and expectations of teams in order to maximize performance and results.
Thinking of innovation in a tough economy? Read more and learn about the benefits of utilizing Open Source, Cloud Computing and Engineering Automation.
ORGANIZATIONAL DEVELOPMENT CANVAS (ODC) FOR GOOGLE'S BUSINESS MODEL AND ECOSY...Rod King, Ph.D.
The Organizational Development (OrgDev) Canvas is a universal problem-solving worksheet for presenting, organizing, evaluating, and managing business models as well as business ecosystems
Cardium Therapeutics (NYSE MKT: CXM) is an asset-based health sciences and regenerative medicine company focused on the acquisition and strategic development of innovative products and businesses with the potential to address significant unmet medical needs and having definable pathways to commercialization, partnering or other economic monetizations. Cardium's current portfolio includes the Tissue Repair Company, Cardium Biologics, and the Company's newly-acquired To Go Brands® nutraceutical business. The Company's lead commercial product, Excellagen® topical gel for wound care management, has received FDA clearance for marketing and sale in the United States. Cardium's lead clinical development product candidate Generx® is a DNA-based angiogenic biologic intended for the treatment of patients with myocardial ischemia due to coronary artery disease. To Go Brands® develops, markets and sells dietary supplements through established regional and national retailers. In addition, consistent with its capital-efficient business model, Cardium continues to actively evaluate new technologies and business opportunities.
News and additional information on Cardium is located at www.cardiumthx.com.
This is a great toolbox of slides for putting together a strategic planning or business planning presentation - either in businesses or as a consultant. It took ages to collect this all and put in one place.
Thinking of innovation in a tough economy? Read more and learn about the benefits of utilizing Open Source, Cloud Computing and Engineering Automation.
ORGANIZATIONAL DEVELOPMENT CANVAS (ODC) FOR GOOGLE'S BUSINESS MODEL AND ECOSY...Rod King, Ph.D.
The Organizational Development (OrgDev) Canvas is a universal problem-solving worksheet for presenting, organizing, evaluating, and managing business models as well as business ecosystems
Cardium Therapeutics (NYSE MKT: CXM) is an asset-based health sciences and regenerative medicine company focused on the acquisition and strategic development of innovative products and businesses with the potential to address significant unmet medical needs and having definable pathways to commercialization, partnering or other economic monetizations. Cardium's current portfolio includes the Tissue Repair Company, Cardium Biologics, and the Company's newly-acquired To Go Brands® nutraceutical business. The Company's lead commercial product, Excellagen® topical gel for wound care management, has received FDA clearance for marketing and sale in the United States. Cardium's lead clinical development product candidate Generx® is a DNA-based angiogenic biologic intended for the treatment of patients with myocardial ischemia due to coronary artery disease. To Go Brands® develops, markets and sells dietary supplements through established regional and national retailers. In addition, consistent with its capital-efficient business model, Cardium continues to actively evaluate new technologies and business opportunities.
News and additional information on Cardium is located at www.cardiumthx.com.
This is a great toolbox of slides for putting together a strategic planning or business planning presentation - either in businesses or as a consultant. It took ages to collect this all and put in one place.
NCTIES 2011 session.
iPads are fun and easy to use, but are they productive? Will they be the next generation of hardware for 1:1? In this session we will discuss the pros and cons of using iPads, their uses compared to laptops as well as how they are currently being used in the classroom. Which hardware will reign supreme? You decide!
“Strategic Thinking is a way of understanding the fundamental drivers of a Business and rigorously (and playfully) challenging conventional thinking about them.”
--> Focuses on finding and developing unique opportunities to create value for the organization
--> Takes into account: Products & offerings, Markets, Clients/Customers, Competitors, and Suppliers.
--> Input to strategic planning
--------------------------
The process of Strategic Thinking must ensure that business strategies are:
+ Aligned: fit with business’s Mission, Vision, Competitive Situation, and Operating Strategies
+ Goal-orientated: strategies’ outcomes must linked with business’s goals
+ Focused: points out exactly what should be prioritized
+ Implementable
Sony VIAO - Dilemma of Richard Lopez.
Richard Lopez: Product manager of Sony Corp, Hong Kong has a problem.
He Has to create a Marketing Plan for VAIO laptop in China
But that is not the main problem. The problem is too much data.
Initially Lopez was working with three MR reports. Then he got another corporate study that segmented consumers at global level.
Now his problem is that which combination he should choose
Mike Felmlee, CEO of The Prouty Project in the Twin Cities, gave this talk to a group of entrepreneurs and business owners as part of a speaker series sponsored by Venture Bank. Radiate Presentation Design helped Mike develop the visuals and the narrative structure—comparing the 1960s "space race" to the fundamentals of strategic planning.
Felmlee had this to say about working with Radiate:
"Michael helped me develop a very creative, engaging and visually impactful 60 minute presentation. It received rave reviews and generated leads for several prospective clients. Working with Michael was easy and fun. And, I couldn't have been more pleased with the outcome!
If you have a presentation coming up and you really want to WOW your audience, I would recommend you utilize Michael's talents as he is one very creative person."
An overview of AEC (or EC) market drivers, associated business issues and impacts, and enabling technology solutions. Additional insights on advanced tech and that for sustainability processes.
Everest Group Performance | Experience | Ability | Knowledge (PEAK) Matrix™ provides an objective, data-driven comparative assessment of third-party outsourcing service providers specific to a market segment (function, process, industry vertical).
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
2. Capability platform: assessment of sources of
competitive advantage (1/2)
Example
• BHP’s low-cost mines
Physical asset
• Telecomm/media company with rights
Location/quot;spacequot;
radio spectrum
Privileged
assets • Avon’s representatives
Distribution/sales network
• Coca-Cola
Brand/reputation
• Pharmaceutical company with a quot;wonder
Patent
Necessary
drug‖
capabilities
in order to
• quot;Favored nationquot; status with a key
Relationship with quot;licensequot;
succeed in
allocator minister in liberalizing economy
the
industry
• 3M with new products
Innovation
• McDonald’s with QSC&V
Cross-functional
Distinctive
coordination
competencies
• J&J with branded consumer health products
Market positioning
• Emerson Electric’s Best Cost Producer
Cost/efficiency program
management
• P&G brand management program
Talent development
3. Extremely relevant
Capability platform: assessment of Somewhat relevant
sources of competitive advantage (2/2) Irrelevant
Segments
BU Overall A B C
Physical asset
Location/quot;spacequot;
Privileged
assets Distribution/sales network
Brand/reputation
Necessary
Patent
capabilities in
order to
Relationship with quot;licensequot;
succeed in the
allocator
industry
Innovation
Cross-functional
coordination
Distinctive
competencies
Market positioning
Cost/efficiency
management Talent
development
Step 2: Assess your overall position relative to
Step 1: Ensure that these are the
the capabilities required to succeed in the industry.
capabilities required to succeed in the
Also, determine if these capabilities are relevant to
industry. Use this list as a thought
the segments you serve
starter, add and delete as you see
appropriate
4. Competitor capability comparison
Competitors
BU Overall A B C
•
Physical asset
•
Location/quot;spacequot;
Privileged
•
assets Distribution/sales network •
Brand/reputation
Necessary
Patent
capabilities
in order to
Relationship with quot;licensequot;
succeed in
allocator
the
Innovation
industry
Cross-functional
coordination
Distinctive
competencies
Market positioning
Cost/efficiency
management Talent
development
Step 3: Compare the strengths and weaknesses of
your competitive position vs. the necessary skills
5. Porter’s 5 Forces of Competitive
Position Diagram
New Market
Entrants
Supplier Competitive
Buyer Power
Power Rivalry
Product &
Technology
Development
8. Porter’s 5 Forces of Competitive
Position #3 Entry Barriers
Economies of Scale
Brand Identity
Rivalry Determinants
Capital Requirements
Industry Growth
Fixed Costs
New Product Differences
Entrants
Determinants of Supplier Power Brand Identity
Switching Costs Exit Barriers
Supplier Volume
Impact
Forward Integration
Industry
Competitors
Suppliers Buyers
Intensity
of Rivalry Determinants of Buyer Power
Buyer Concentration
Determinants of Buyer Volume
Substitution Threat
Backward Integration
Relative Price
Performance Substitutes
Switching Costs
9. Forces at work framework
2. Determinants of barriers to entry
1. Determinants of supplier power
• Economies of scale
• Differentiation of inputs
• Proprietary product differences
• Switching costs of suppliers and firms in the
• Brand identity
industry
• Switching costs
• Presence of substitute inputs
• Capital requirements
• Supplier concentration
• Access to distribution
• Importance of volume to supplier
• Absolute cost advantages
• Cost relative to total purchases in the industry 2. New entrants
– Proprietary learning curve
• Impact of inputs on cost or differentiation
– Access to necessary inputs
• Threat of forward integration relative to threat
– Proprietary, low-cost product design
of backward integration by firms in the industry
• Government policy
5. Industry competitors
• Expected retaliation
1. Suppliers
3. Buyers
Intensity of rivalry
3. Determinants of buying power
• Bargaining leverage
5. Rivalry determinants
– Buyer concentration vs. firm
• Industry growth
• Fixed (or storage) cost/value added concentration
4. Substitutes – Buyer volume
• Intermittent overcapacity
– Buyer switching costs relative to firm
• Product differences
• Brand identity switching costs
4. Determinants of – Buyer information
• Switching costs
substitution threat – Ability to backward integrate
• Concentration and balance
• Relative price performance of – Substitute products
• Informational complexity
substitutes – Pull-through
• Diversity of competitors
• Switching costs • Price sensitivity
• Corporate stakes
• Buyer propensity to substitute – Price/total purchases
• Exit barriers
– Product differences
– Brand Identity
– Impact on quality perception
– Buyer profits
– Decision makers' incentives
10. Ninety ways to measure
demand (6 x 5 x 3)
World
Geographical
Level Region
Country
Territory
Client
Total sales
Sector sales
Company’s sales
Product
Product lines
Level
Product config
Product items
Short Medium Long
term term term
Timing Level
11. Strategic Planning Link with
Marketing Planning
Businesses that succeed do so by creating and keeping customers.
They do this by providing better value for the customer than the competition.
Marketing management constantly have to assess which customers they are
trying to reach and how they can design products and services that provide
better value (―competitive advantage‖).
The main problem with this process is that the ―environment‖ in which
businesses operate is constantly changing.
So a business must adapt to reflect changes in the environment and make
decisions about how to change the marketing mix in order to succeed.
This process of adapting and decision-making is known as marketing
planning.
Key
Strategic Business Marketing Regional Industry
Account
Sales Plan State Plan
Plan Plan Plan Plan Plan
Plan
12. Strategic vs. Marketing Plans
Strategic planning is concerned about the overall direction of the
business.
◦ It is concerned with marketing, of course.
◦ But it also involves decision-making about production and operations, finance,
human resource management and other business issues.
The objective of a strategic plan is to set the direction of a
business and create its shape so that the products and
services it provides meet the overall business objectives.
Marketing has a key role to play in strategic planning, because it is
the job of marketing management to understand and manage the
links between the business and the ―environment‖. Sometimes this is
quite a straightforward task.
◦ For example, in many small businesses there is only one geographical market
and a limited number of products (perhaps only one product!).
◦ However, consider the challenge faced by marketing management in a
multinational business, with hundreds of business units located around the
globe, producing a wide range of products.
◦ Keeping control of marketing decision-making in such a complex situation calls
for well-organised marketing planning.
13. Key issues in strategic and
marketing planning?
The following questions are key in the marketing and strategic
planning process:
◦ Where are we now?
◦ How did we get there?
◦ Where are we heading?
◦ Where would we like to be?
◦ How do we get there?
◦ Are we on course?
A marketing plan helps to:
◦ The ability of a business to achieve profitable sales is impacted by dozens of
environmental factors, many of which are inter-connected
◦ Identify sources of competitive advantage
◦ Gain commitment to a strategy
◦ Get resources needed to invest in and build the business
◦ Inform stakeholders in the business
◦ Set objectives and strategies
◦ Measure performance
14. Situation Analysis
Internal Analysis—company; capability etc.
External Analysis—customers, market
definition, industry structure
SWOT Analysis
◦ Strengths, Weaknesses,
Opportunities & Threats
◦ Identify & prioritize major problems and
opportunities: selection of key issues
Based on the firm’s core
competencies, decide on future
options
15. SWOT
Internal Environment
Strengths Weaknesses
World class product Technical support
Financial resources Internal processes
Know-how Channels network
External Environment
Opportunities Threats
Water & Energy crises Competitors market share
Environment awareness Euro X Dollar
Productivity improvement Technology development
16. SWOT ANALYSIS
Opportunities/Threats
• How are demand and
supply expected to
NEUTRALIZE
evolve?
THREATS
• How do you expect the
industry chain
economics to evolve?
• What are the potential
major industry
discontinuities?
YOUR
• What competitor
BUILD ON CONVERT
BUSINESS
actions do you expect?
STRENGTHS OPPORTUNITIES
Strengths/
Weaknesses
• What are your BU’s
Surfaces potential
assets/competencies ADDRESS opportunities/threats arising
that solidify your WEAK- from factors external to the
competitive position? NESSES business
• What are your BU’s
assets/competencies
that weaken your
competitive position?
Can be used as a thought
starter for competitive
analysis and internal
assessment
18. TOWS matrix
Strengths Weaknesses
Opportunities S-O strategies W-O strategies
Threats S-T strategies W-T strategies
S-O strategies pursue opportunities that are a good fit to the
companies strengths.
W-O strategies overcome weaknesses to pursue opportunities.
S-T strategies identify ways that the firm can use its strengths to
reduce its vulnerability to external threats.
W-T strategies establish a defensive plan to prevent the firm's
weaknesses from making it highly susceptible to external threats.
19. PEST analysis
A scan of the external macro-
environment in which the company
wants to operate (or operates) and
can be expressed in terms of the
following factors:
◦ Political
◦ Economic
◦ Social
◦ Technological
20. PEST Analysis - market, business, proposition, etc.
POLITICAL ECONOMIC
• •
ecological/environmental issues home economy situation
• •
current legislation home market home economy trends
• •
future legislation overseas economies and trends
• •
European/international legislation general taxation issues
• •
regulatory bodies and processes taxation specific to product/services
• •
government policies seasonality/weather issues
• •
government term and change market and trade cycles
• •
trading policies specific industry factors
• •
funding, grants and initiatives market routes and distribution trends
• •
home market lobbying/pressure groups customer/end-user drivers
• •
international pressure groups interest and exchange rates
• •
wars and conflict international trade/monetary issues
SOCIAL TECHNOLOGICAL
• •
lifestyle trends competing technology development
• •
demographics research funding
• •
consumer attitudes and opinions associated/dependent technologies
• •
media views replacement technology/solutions
• •
law changes affecting social factors maturity of technology
• •
brand, company, technology image manufacturing maturity and capacity
• •
consumer buying patterns information and communications
• •
fashion and role models consumer buying mechanisms/technology
• •
major events and influences technology legislation
• •
buying access and trends innovation potential
• •
ethnic/religious factors technology access, licencing, patents
• •
advertising and publicity intellectual property issues
• •
ethical issues global communications
21. PEST or SWOT
A PEST analysis most commonly measures a market; a
SWOT analysis measures a business unit, a proposition
or idea.
Generally speaking a SWOT analysis measures a business
unit or proposition, whereas a PEST analysis measures the
market potential and situation, particularly indicating growth
or decline, and thereby market attractiveness, business
potential, and suitability of access - market potential and 'fit' in
other words.
PEST analysis uses four perspectives, which give a logical
structure, in this case organized by the PEST format, that
helps understanding, presentation, discussion and decision-
making.
PEST analysis can be used for marketing and business
development assessment and decision-making, and the
PEST template encourages proactive thinking, rather than
relying on habitual or instinctive reactions.
22. Structure-conduct-performance (SCP)
model
Industry Producers
External
S C P
tructure onduct erformance
shocks
Feedback
• Technology Economics of demand Marketing Finance
• Availability of substitutes • Pricing • Profitability
breakthroughs
• Changes in • Differentiability of products • Volume • Value creation
• Rate of growth • Advertising/promotion
government Technological progress
• Volatility/cyclicality • New products/R&D
policy/regulations Employment objectives
– Domestic • Distribution
Economics of supply
– International • Concentration of producers Capacity change
• Import competition • Expansion/contraction
• Diversity of producers • Entry/exit
• Fixed/variable cost structure • Acquisition/merger/ divestiture
• Capacity utilization Vertical integration
• Entry/exit barriers • Forward/backward integration
• Vertical joint ventures
Industry chain economics
• Bargaining power of input • Long-term contracts
suppliers Internal efficiency
• Bargaining power of customers • Cost control
• Logistics
• Process R&D
• Organization effectiveness
23. Definition of risks
Definition
• Risk of loss due to changes in industry and competitive
Business risk environment, as well as shifts in customer preferences
• Risk due to changes in regulatory environment (e.g.
Regulatory risk deregulation)
• Risk due to major changes in technology
Technology risk
• Risk of failures due to business processes and
Integrity risk operations or people’s behavior, either intentional (e.g.
fraud) or unintentional (e.g. errors)
• Risk of loss due to changes in the political, social, or
Macroeconomic
economic environments
risk
24. Management
Management, control and evaluation
25. Five disciplines – Peter Senge
Personal Mastery:
◦ Aspiration involves formulating a coherent picture of the results
people most desire to gain as individuals, alongside a realistic
assessment of the current state of their lives today.
◦ Learning to cultivate the tension between vision and reality can
expand people's capacity to make better choices, and to achieve
more of the results that they have chosen.
Mental Models:
◦ Reflection and inquiry skills is focused around developing
awareness of the attitudes and perceptions that influence thought
and interaction.
◦ By continually reflecting upon, talking about, and reconsidering
these internal pictures of the world, people can gain more
capability in governing their actions and decisions.
26. Five disciplines – Peter Senge
Shared Vision:
◦ Establishes a focus on mutual purpose.
◦ People learn to nourish a sense of commitment in a group
or organization by developing shared images of the future
they seek to create, and the principles and guiding
practices by which they hope to get there.
Team Learning:
◦ Group interaction.
◦ Through techniques like dialogue and skillful discussion,
teams transform their collective thinking, learning to
mobilize their energies and actions to achieve common
goals, and drawing forth an intelligence and ability greater
than the sum of individual members' talents.
27. Five disciplines – Peter Senge
Systems Thinking:
◦ People learn to better understand
interdependency and change, and thereby to
deal more effectively with the forces that shape
the consequences of our actions.
◦ Systems thinking is based upon a growing body
of theory about the behavior of feedback and
complexity - the innate tendencies of a system
that lead to growth or stability over time.
◦ To help people see how to change systems more
effectively and how to act more in tune with the
larger processes of the natural and economic
world.
32. Success Keys - Deployment
Deployment - Completing the Plan
Success Failure
>Assign roles and responsibilities >No accountability for deployment
>Establish priorities >Too many goals, strategies, or objectives
- no apparent priority
>Involve mid-level management as >Plan in a vacuum-functional focus
active participants
>Think it through - decide how to >No overall strategy to implement
manage implementation
>Charge mid-level management with >Make no attempt to link with day-to-day
aligning lower-level plans operations
>Make careful choices about the >Not being thorough-glossing over the
contents of the plan and form it will details
take
33. Success Keys - Communication
Deployment - Communicating
Success Failure
Assign roles and responsibilities No accountability
Communicate the plan constantly Never talk about the plan
and consistently
Recognize the change process Ignore the emotional impact of
change
Help people through the change
process Focus only on task
accomplishment
34. Success Keys - Implementation
Implementing - I
Success Failure
Assign roles and responsibilities No accountability
Involve senior leaders Disengagement from process
Define an infrastructure Unmanaged activity
Link goal groups Fragmented accomplishment of
objectives leads to sub-optimization
Phase integration of Force people to choose between
implementation implementation and daily work; too
actions with workload many teams
Involve everyone within the No alignment of strategies
organization
35. Success Keys - Implementation
Implementing - II
Success Failure
Allocate resources for Focus only on short term need for
implementation resources
Ignore or avoid change
Manage the change process
No measurement system
Evaluate results
Hide mistakes/lay blame;
Share lessons learned; limited/no communication
acknowledge
successes through open and
frequent communication
36. Success Keys - Measurement
Strategic Measurement - I
Success Failure
Assign roles and responsibilities No accountability
Use measurement to understand Sub-optimization: focus only on
the organization efficiencies
Use measurement to provide a Use measures that provide no real
consistent viewpoint from which to information on performance; use
gauge performance too many measures
Use measurement to provide an Use measurement to focus on the
integrated, focused view of the bottom-line only
future
37. Success Keys - Measurement
Strategic Measurement - II
Success Failure
Use measurement to communicate Use measurement to control
policy (new strategic direction)
Update the measurement system Never review measures
Use measurement to provide Fail to use measurement to make
quality feedback to the strategic strategic, fact-based decisions; use
management process only for control
38. Success Keys - Evaluation
Evaluation
Success Failure
Assign roles and responsibilities No accountability
Recognize when to update the plan Poor timing and not recognizing
external forces
Modify strategic planning process to Rigid application of strategic
accommodate the more mature planning process; ignore lessons
organization learned from previous efforts
Ignore impact of new leaders
Incorporate new leaders into the
strategic planning process
Don't use measurement
Integrate measurement with strategic information
planning
Shortcut the process
Use experienced strategic planning
facilitators
39. Best Companies Spend more time
on Forward Planning than Historical
Analysis
Achieving Agility Through a New Approach to Forecasting In today’s turbulent economy, rolling forecasts are proving to be an
important new tool in changing the way budgeting and planning has traditionally been handled. Mary Brandel