How to create sustainable Competitive Advantage using Strategy Mechanism?Petrilau
The company operating in a turbulent environment needs a working strategy mechanism rather than a detailed road map for a road when the environment is fast changing, and topography is unknown
Ansoff’s strategic success formula states that for optimum return on investment, both the aggressiveness of the firm’s strategy and its capabilities must match the turbulence of the environment.
Porter was right, when he said: "A Sustainable Strategic Position Requires Trade-off".
Kaplan & Norton were right, when they said: "A strategy is a set of hypotheses about cause and effect. Cause and effect relationships can be expressed by a sequence of if-then statements. A properly constructed Scorecard should tell the story of the business unit´s strategy. The measurement system should make the relationships (hypotheses) among objectives (and measures) in the various perspectives explicit so that they can be managed and validated."
However, at the end of the day it is all about leadership, alignment, accountability, engagement and adaptability.
You can view and download the full presentation here:
http://pptlab.com/ppt/Strategic-Analysis-Framework-25
This document outlines a 3-phase framework for conducting robust Strategic Analysis. Concepts and supporting frameworks discussed include Impact Matrix, Political Strategy, Solution Analysis, Life Cycle Portfolio Matrix, GE Matrix, Portfolio Matrix, Performance Assessment Tool, and PEST Analysis.
Business Strategy and Management ModelsDavid Tracy
This document is a collection PowerPoint diagrams and templates used to convey 23 different business strategy and management models, as listed below:
3 C’s
ADL Matrix
Acquisitions Integration Approaches
Blue Ocean Strategy
Capability Maturity Model
GE-McKinsey Matrix
OODA Loop
Profit Pools
Resource-based View of Firm
Scenario Planning
Strategy Maps
Application Portfolio Optimization
Value Stream Mapping
Six Thinking Hats
4 P’s Marketing Mix
7 P’s Marketing Mix
6 Change Approaches
Cultural Dimensions Theory
Six Sigma Quality Management
Change Management Iceberg
Organizational Learning
Performance Prism
Crossing the Chasm (Product Lifecycle)
Whenever possible, multiple depictions are presented for each management model.
How to create sustainable Competitive Advantage using Strategy Mechanism?Petrilau
The company operating in a turbulent environment needs a working strategy mechanism rather than a detailed road map for a road when the environment is fast changing, and topography is unknown
Ansoff’s strategic success formula states that for optimum return on investment, both the aggressiveness of the firm’s strategy and its capabilities must match the turbulence of the environment.
Porter was right, when he said: "A Sustainable Strategic Position Requires Trade-off".
Kaplan & Norton were right, when they said: "A strategy is a set of hypotheses about cause and effect. Cause and effect relationships can be expressed by a sequence of if-then statements. A properly constructed Scorecard should tell the story of the business unit´s strategy. The measurement system should make the relationships (hypotheses) among objectives (and measures) in the various perspectives explicit so that they can be managed and validated."
However, at the end of the day it is all about leadership, alignment, accountability, engagement and adaptability.
You can view and download the full presentation here:
http://pptlab.com/ppt/Strategic-Analysis-Framework-25
This document outlines a 3-phase framework for conducting robust Strategic Analysis. Concepts and supporting frameworks discussed include Impact Matrix, Political Strategy, Solution Analysis, Life Cycle Portfolio Matrix, GE Matrix, Portfolio Matrix, Performance Assessment Tool, and PEST Analysis.
Business Strategy and Management ModelsDavid Tracy
This document is a collection PowerPoint diagrams and templates used to convey 23 different business strategy and management models, as listed below:
3 C’s
ADL Matrix
Acquisitions Integration Approaches
Blue Ocean Strategy
Capability Maturity Model
GE-McKinsey Matrix
OODA Loop
Profit Pools
Resource-based View of Firm
Scenario Planning
Strategy Maps
Application Portfolio Optimization
Value Stream Mapping
Six Thinking Hats
4 P’s Marketing Mix
7 P’s Marketing Mix
6 Change Approaches
Cultural Dimensions Theory
Six Sigma Quality Management
Change Management Iceberg
Organizational Learning
Performance Prism
Crossing the Chasm (Product Lifecycle)
Whenever possible, multiple depictions are presented for each management model.
Market Based Strategic Planning For Early Stage Life Science Companies. See how to position your products and services to win the battle for your customers’ minds.
Strategic Planning And Budgeting Part 1: Business Model and StrategyKenny Ong
ABF Budgeting, Forecasting and Financial Planning Conference, Feb 2009
*Understanding what strategic planning is and why it is important
*Clarify the difference between vision, mission statement, goals and objectives
*The external environment: The need to understand the economic cycle
*SWOT and PESTEL analysis
*Tying the strategic plan to the budget
Market Based Strategic Planning For Early Stage Life Science Companies. See how to position your products and services to win the battle for your customers’ minds.
Strategic Planning And Budgeting Part 1: Business Model and StrategyKenny Ong
ABF Budgeting, Forecasting and Financial Planning Conference, Feb 2009
*Understanding what strategic planning is and why it is important
*Clarify the difference between vision, mission statement, goals and objectives
*The external environment: The need to understand the economic cycle
*SWOT and PESTEL analysis
*Tying the strategic plan to the budget
Integrating strategy and business modelsNigel Carr
Using a balanced business scorecard pivot point: Objectives should be SMART and at the greatest level of detail within a hierarchical business strategy framework;
Business Model Canvas is a comprehensive framework for business model design; Use a natural alignment of the balanced business scorecard framework with the Business Model Canvas framework.
Slides from my class on "Business Model and Strategy" in the Strategy MBA course at Aarhus BSS, Aarhus University (Sep 2014).
Key takeaways:
- business model describes the essence of business in simple terms;
- business model is different from and complementary to strategy;
- business model affects firm’s performance.
Intense competition and slow growth in mature markets have magnified uncertainty and put pressure on costs, just as regulators are escalating their demands. Research shows that CFOs and other senior finance executives believe that their function can play a key role but the ability to impact these challenges depends on levels of maturity and preparedness, which vary widely across companies and industries, as well by sub-functions. Here are the key findings from our research on how enterprises are driving transformation to achieve business impact.
International Target Operating Model DesignChris Oddy
International Target Operating Model Design
Chris Oddy
SLIDE 1
• A Plan is only of value if it is successfully implemented
• A good Strategy is important… A Great Operating Model is more beneficial
• A Target Operating Model ensures everyone is aligned and knows what to do
SLIDE 2
What is an Operating Model?
• A breakdown of a business into its key components
• A framework for how an organization operates in terms of people, processes and technology
• A basis for formulating strategy and making informed decisions
What Is a Target Operating Model?
• A structure that dictates how the business should be organized
• A target state informed by strategy and opportunities for optimization
• An operational design that depicts how business objectives will be achieved
• A basis for developing operational improvement and transformation plans
• A framework that enables goal congruence
SLIDE 3
Why is a Target Operating Model Important?
• Without a Target Operating Model operations often evolve and do not fully align to the business vision and strategy
– This approach might work initially, however it has significant associated risk
– Clients and products are added, new markets are entered and acquisitions are integrated.
– People, processes and technologies build and a complicated web of inefficient and ineffective systems and processes is created
• A Target Operating Model based on the business strategy often leads to a significant competitive advantage:
– Faster decision making in areas such as launching new products, services and partnerships
– Improved client service through greater roles and responsibility definition across the organization
– Better investments as they can more easily be assessed and prioritized based on business impact
– Reduced risk from a more controlled and stable operating environment
– Higher colleague engagement and alignment from clearer strategic execution plans
– Greater long-term operational efficiency and optimization
• Businesses without a Target Operating Model typically:
– Deploy increasingly greater resources simply to manage the issue resolution and operational deficiencies.
– Decisions are slow due to the lack of clarity as to how to implement strategies
– Costs of adapting technology and processes increase exponentially
SLIDE 4
Where does the Target Operating Model Fit In?
• A Corporate Strategy must be reflected in a Target Operating Model for the Strategy to be successfully implemented
• The Target Operating Model comes below the vision and corporate strategy and above the operational planning and execution.
• The Target Operating Model can be created in layers
• The Target Operating Model for corporate, country and function level operations must be aligned and congruent with the Corporate Strategy
SLIDE 5 and 6
Focus Areas for Transformation and Optimization
1. Client Valu
How do you plan for synergy and effectiveness using the multitude of channels? This initial introduction to the subject is part of DigitasLBi's Strategy Academy.
Corporate and Personal Strategic Planning is a Process for Reaching Professional or Personal Goals. It can be used in coaching sessions for individuals, small businesses corporate teams or corportae planning to strategize action plans
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
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 Business Plan, The Business Planning Process, Strategic Planning, Analysing The Environment, Analysing The Firm, Industry And Competitor Analysis, Product And Portfolio Analysis, SWOT Analysis, Generating Strategic Options, Market Analysis And Strategy , Market Forecasting, The Operational Plan, Model The Business, Accounting Principles, Completing The Financial Statements, Reviewing The Financial Statements, Evaluating Strategic Options, Funding Issues, Risk Analysis, Presenting The Business Plan And Obtaining Approval, Implementing The Business Plan, Sayeed Alam, 9910479355
CI 2.0 - Competitive Innovation IntelligenceArik Johnson
Presentation to KMWorld 2006 Audience in San Jose California October 31 on How the Principles of Disruptive Innovation, Risk Management, Corporate Governance and Enterprise Collaboration are Driving the Incorporation of Blog, Wiki, Social Networking, Free-Tagging, Prediction Market and other Web 2.0 Features and Capabilities into Traditional Competitive Intelligence Software
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
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
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.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
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).
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
"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."
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
2. SWOT analysis
www.chriscfox.com 2
Strengths Weaknesses
Opportunities Threats
Summarise the firms Strengths,
Weaknesses, Opportunities and
Threats
Strengths and Weaknesses are
typically internal to the firm and
describe the current reality
Opportunities and Threats typically
arise from factors in the firms
competitive environment and may
exist already or have the potential to
occur in the future.
Strengths and Opportunities should be
leveraged, Weaknesses and Threats
should be mitigated.
A SWOT is a useful tool to summarise
the insights gained from using other
models.
3. McKinsey 7-S analysis
3
Describe and analyse strengths and
weaknesses in terms of:
the “hardware”
◦ Strategy: alignment, implementation,
communication, planning vs
opportunism, rigour, depth,
transformative vs incremental
◦ Structure: committees, governance,
depth, breadth, collaboration,
◦ Systems: IT, operational, finance, HR,
etc. level of rigour
the “software”
◦ Style: culture, leadership, managerial
versus transformational
◦ Staff: selection, reward, autonomy,
empowerment
◦ Skills: ability, training, experience
◦ Shared Values: alignment, positive
or negative, hard minds vs soft hearts
Consider applying this lens to each process
in the Value Chain
Structure
Systems
Style
Staff
Skills
Strategy
Shared
Values
www.chriscfox.com
Insights from a 7-S analysis can be summarised
as Strengths or Weaknesses in a SWOT
analysis
4. Porter’s 5 Forces analysis
4
Analyse the competitive forces in the
industry
Sample issues to consider:
Bargaining power of suppliers
◦ Extracting a higher margin
◦ Forward integrating
Bargaining power of buyers /
distributors
◦ Price sensitivity
◦ Backward integration
◦ Switching costs
Threat of new entrants
◦ Industry profitability
◦ Barriers to entry
Threat of substitutes
◦ Disruptive change
◦ Perceived level of differentiation
Rivalry
◦ Concentration & stability
◦ Industry growth rates
Threat of
Substitutes
Bargaining
Power of
Suppliers
Bargaining
Power of
Buyers
Threat of New
Entrants
Rivalry
www.chriscfox.com
Insights from a 5 Forces analysis can be
summarised as Opportunities or Threats in a
SWOT analysis
5. PEST analysis
www.chriscfox.com 5
Political Economic
Social Technological
Identify environmental trends in the
competitive environment:
Political: Changes in the political,
regulatory, legal and special interest
groups sphere.
Economic: Macro-economic trends such
as interest rates, equity markets, inflation
/ purchasing power and disposable
income; and micro-economic trends such
as supply, demand and elasticity.
Social: and socio-economic trends such
as health, longevity, family and living
patterns, behaviour and fashions.
Technological: trends in product
development, procurement,
manufacturing, distribution and customer
engagement.
The model is sometimes extended as PESTLE
to include:
Legal: as a separate sphere
Environmental: an increasing
consideration in many industries
Insights from a PEST analysis can be
summarised as Opportunities or Threats in a
SWOT analysis
6. Business Model Canvas
www.chriscfox.com 6
KP
Which Key
Partners does
the firm rely on,
and for what?
KA
What Key
Activities must
the firm perform?
VP
What Value
Proposition does
the firm offer to
solve its
customers’
problems or
satisfy their
needs?
CS
What Customer
Segments does
the firm target?
KR
What Key
Resources does
the firm need?
CR
What kinds of
Customer
Relationships
does the firm
have?
CH
Through which
CHannels does
the firm deliver its
products and
services?
C$
What is the Cost structure of the firm?
R$
What is the Revenue structure of the firm?
Firms extract value from the markets in which they compete by integrating the 9 elements of their
business model.
7. Target Operating Model
Identify the People, Processes and
Technology required to deliver each value add
in the Value Chain
www.chriscfox.com 7
8. Activity System
A subset of Southwest Airlines’ activity
system
Key strategic activities are mutually
reinforcing
Individual activities are easy for
competitors to copy; the whole system
is harder to copy = sustainable
competitive advantage
Focused – will not appeal to all
passengers; not trying to be the best at
everything
Specific – regarding what is done and
what is not done
Differentiated – no other airline
pursues the same strategy
8
Limited
passenger
service
Frequent
Reliable
Departures
High
Aircraft
utilisation
Very low
ticket
prices
Short-haul
point-point
2ndary
airports
Lean
productive
ground
crews
No meals
No seat
assigns
No bag
transfer
No
connec-
tions
15 min
turn-
around
737s only
High
compen-
sation
Flexible
union
contracts
“low cost
airline”
Competitive Strategy is about being different. It means deliberately choosing a set of activities to
deliver a unique mix of value.
Michael E. Porter, 1998
www.chriscfox.com
9. Customer segmentation
Kaplan and Norton, 1996
9
Some managers object to choosing targeted customer segments; they have never seen
a customer they didn't like, and want to be able to satisfy all customers' preferences.
But this approach runs the risk of doing nothing well for anybody.
The essence of strategy is not just choosing what to do, it also requires choosing what
not to do.
Segment
Value
Proposition Objectives Measures TargetsProducts
www.chriscfox.com
10. Strategy Canvas
www.chriscfox.com 10
A sample Strategy Canvas for Southwest Airlines
A Strategy Canvas is a visual representation of how a firm differentiates its value proposition(s) from
those of its competitors:
Identify the factors which your customers consider important.
Chart how well your competitors/substitutes perform against each category.
A Strategy Canvas can be used to understand an existing value proposition, or to identify a new
opportunity. Individual canvases can be produced for different target customer segments.
11. BCG Matrix
11
For multi-line portfolios, map market
growth against market share
Interpretation:
◦ Invest in Stars – they are the
source of future profitability
◦ Improve efficiencies in Cash Cows
– they are funding the investment
in your Stars
◦ Decide whether you can turn
Question Marks into Stars or not
◦ Exit Dogs – unless there are cross-
line synergies (e.g. loss leaders);
remember that all costs are
variable in the long term
Variations: e.g. Bubble size for profit
contribution
Market scope definition is key
Portfolio analysis can be performed for
different products, services, customer
segments, geographic markets,
channels, brands, etc.
Cash Cows Stars
Dogs Question Marks
MarketShare
HighLow
Market Growth
Low High
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12. A Balanced Scorecard
Define measureable outcomes
Answer 4 simple questions using SMART
objectives
For a mutual, replace shareholders with
customers and regulators. For business
units, treat the parent as the shareholder.
Define measures and targets
Aim for between 16 and 24 measurable
outcomes (in total)
Aim for a balance between the four questions
– don’t let one aspect of the strategy
dominate the others
You get what you measure. If you can’t
measure it, you can’t manage it.
Don’t confuse balanced scorecard metrics
with benchmarking – strategy is non-
comparable
12
To succeed
financially,
how should
we appear to
our
shareholders?
To achieve our
vision, how
should we
appear to our
customers?
To satisfy our
customers and
shareholders,
what business
processes
must we excel
at?
To achieve our
vision, how
will we sustain
our ability to
learn and
improve?
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13. Chris C Fox Consulting Limited is registered in England and Wales as a Private Limited Company: Company Number 6939359.
Registered Office: Unit 4 Vista Place, Coy Pond Business Park, Ingworth Road, Poole BH12 1JY
www.chriscfox.com 13
For a confidential
discussion, contact
Chris C Fox Consulting
Limited
www.chriscfox.com