Download this primer now from slideshare.
Full version here:
https://flevy.com/browse/business-document/complete-consulting-frameworks-toolkit-644
This is a very comprehensive document with over 350+ slides--covering 51 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms. With this comprehensive document in your back pocket, you can find a way to address just about any problem that can arise in your organization.
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
FULL LIST OF MANAGEMENT CONSULTING FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle ( Consumer Adoption Curve)
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Consumer Decision Journey ( McKinsey Consumer Decision Journey)
16. Core Competence Analysis
17. Cost Structure Analysis
18. Customer Experience
19. Customer Satisfaction Analysis
20. Customer Value Proposition
21. Fiaccabrino Selection Process
22. Financial Ratios Analysis
23. Gap Analysis
24. Industry Attractiveness & Business Strength Assessment
25. Key Purchase Criteria
26. Key Success Factors (KSF)
27. Market Sizing & Share
28. McKinsey 7-S
29. Net Present Value
30. PEST Analysis
31. Porter Competition Strategies
32. Porter's Five Forces
33. Portfolio Strategies
34. Price Elasticity
35. Product Life Cycle
36. Product Substitution
37. Relative Cost Positioning
38. Rogers' Five Factors
39. Scenario Techniques
40. Scoring Models
41. Segment Attractiveness
42. Segmentation & Targeting
43. Six Thinking Hats
44. Stakeholder Analysis
45. Strengths & Weaknesses Analysis
46. Structure-Conduct-Performance (SCP)
47. SWOT Analysis
48. SWOT Strategies
49. Treacy / Wiersema Market Positioning
50. Value Chain Analysis
51. Venkat Matrix
Go to www.slidebooks.com to access the editable version in Powerpoint and Excel of this Business Toolkit created by former management consultants from Deloitte and McKinsey.
Management Consulting Toolkit with Great Powerpoint PresentationsAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Management Consulting Toolkit with Great Powerpoint Presentations | Created By ex-McKinsey & Deloitte Consultants.
Operational Excellence Models, Strategies, Principles & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-McKinsey & Deloitte Consultants | Download and Reuse Now 10+ Operational Excellence Models, Strategies, Principles & Tools.
Leadership and Managerial Skills Toolkit - Framework, Best Practices and Temp...Aurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte & BCG Management Consultants specialized in coaching leaders and managers. It will help you (I) Resolve complex problems and structure your reasoning, (II) Communicate effectively, (III) Negotiate effectively, (IV) Manage your time, (V) Manage your team, (VI) Define who you want to be, and what you want to achieve. This Toolkit was used to train the leadership team and the managers of multiple Fortune Global 1000 firms. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Strategic Planning Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Strategic Planning Toolkit was created by ex-McKinsey, Deloitte and BCG Strategy Consultants, after more than 2,000 hours of work. It is considered the world's best & most comprehensive Strategic Planning Toolkit. It includes all the Frameworks, Analysis Tools & Document Templates required to improve your Strategic Planning capability, and become the subject matter expert of your organization. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
This Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Strategy Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Strategy Toolkit. It includes all the Frameworks, Analysis Tools & Document Templates required to excel in a Strategy position and define & implement a winning Strategy for your organization. This Slideshare presentation is only a small sample of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
Management Consulting Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte & BCG Consultants, after 2,000+ hours of work. It is considered the world's best & most comprehensive Management Consulting Toolkit. It includes all the Frameworks, Tools & Document Templates required to improve the Management Consulting Capability of your organization & excel as a Management Consultant. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
Go to www.slidebooks.com to access the editable version in Powerpoint and Excel of this Business Toolkit created by former management consultants from Deloitte and McKinsey.
Management Consulting Toolkit with Great Powerpoint PresentationsAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Management Consulting Toolkit with Great Powerpoint Presentations | Created By ex-McKinsey & Deloitte Consultants.
Operational Excellence Models, Strategies, Principles & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-McKinsey & Deloitte Consultants | Download and Reuse Now 10+ Operational Excellence Models, Strategies, Principles & Tools.
Leadership and Managerial Skills Toolkit - Framework, Best Practices and Temp...Aurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte & BCG Management Consultants specialized in coaching leaders and managers. It will help you (I) Resolve complex problems and structure your reasoning, (II) Communicate effectively, (III) Negotiate effectively, (IV) Manage your time, (V) Manage your team, (VI) Define who you want to be, and what you want to achieve. This Toolkit was used to train the leadership team and the managers of multiple Fortune Global 1000 firms. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Strategic Planning Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Strategic Planning Toolkit was created by ex-McKinsey, Deloitte and BCG Strategy Consultants, after more than 2,000 hours of work. It is considered the world's best & most comprehensive Strategic Planning Toolkit. It includes all the Frameworks, Analysis Tools & Document Templates required to improve your Strategic Planning capability, and become the subject matter expert of your organization. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
This Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Strategy Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Strategy Toolkit. It includes all the Frameworks, Analysis Tools & Document Templates required to excel in a Strategy position and define & implement a winning Strategy for your organization. This Slideshare presentation is only a small sample of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
Management Consulting Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte & BCG Consultants, after 2,000+ hours of work. It is considered the world's best & most comprehensive Management Consulting Toolkit. It includes all the Frameworks, Tools & Document Templates required to improve the Management Consulting Capability of your organization & excel as a Management Consultant. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
Digital Transformation Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Digital Transformation Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation Toolkit. It includes all the Frameworks, Tools & Templates required to successfully undertake the Digital Transformation of your organization.This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Project Management Overall Approach created by ex-McKinsey, Deloitte & BCG Consultants specialized in Project Management. Powerpoint version Downloadable at www.slidebooks.com.
Post Merger Integration Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 2000 hours of work. It is considered the world's best & most comprehensive Post Merger Integration Toolkit. It includes all the Frameworks, Tools & Templates required to increase the value creation of your Mergers & Acquisitions. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
This Toolkit was created by ex-McKinsey, Havas & Deloitte Consultants specialized in Marketing, Sales & Communication Strategy. It includes all the Frameworks, Tools & Templates required to help you define and execute your Sales, Marketing, Communication and Pricing Strategy & Plan. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com.
Business Plan and Entrepreneurship Toolkit - Framework, Best Practices and Te...Aurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Consultants and Entrepreneurs, after more than 2,000 hours of work. It is considered the world's best & most comprehensive Entrepreneurship Toolkit. It includes all the Frameworks, Tools & Templates required to build, run and scale your own Business and excel as an Entrepreneur. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Finance and Investment Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey & Deloitte Consultants, and JP Morgan Investment Bankers, after more than 1,000 hours of work. It is considered the world's best & most comprehensive Finance & Investment Toolkit. It includes all the Frameworks, Tools & Templates required to improve the capability of your organization and boost your career. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Easily define & implement your Digital Transformation Strategy & Plan by leveraging this 10-step Template. Created by ex-McKinsey, Deloitte and BCG Consultants specialized in Digital Strategy, after more than 600 hours of work. Don’t reinvent the wheel. Download Now. To download the whole template, go to www.slidebooks.com.
Management consultant toolkit in Powerpoint & Excel created by ex-Deloitte & McKinsey Consultants. Huge time saver.
Download the toolkit at www.slidebooks.com
Go to www.slidebooks.com to access the editable version in Powerpoint and Excel of this Management Consultant Toolkit created by former management consultants from Deloitte and McKinsey.
Stratechi Sales Plan Presentation by McKinsey Alum.pdfStratechi.com
Visit https://www.stratechi.com/sales-plan-template to download the 54-page editable Sales Plan PowerPoint widescreen template created by a McKinsey consultant. The PowerPoint has all you need to get started on your sales strategy with slides packed full of agendas, charts, funnels, plans, timelines, geographic sales maps, images, icons, goals, mission, marketing strategy, account management, org charts, budgets, revenue trends, benchmarking, target customers, value proposition, change management, roadmaps, project plans, SWOT analysis, PESTLE Analysis, competitive advantage worksheet, initiatives, and many other topics necessary to create a winning sales strategy.
Sales Strategy and Plan Template in Powerpoint | By ex-McKinsey ConsultantsAurelien Domont, MBA
Sales Strategy and Plan Template in Powerpoint and Excel | Created by ex-McKinsey & Deloitte Consultants
The Editable version can be fully downloaded at www.slidebooks.com
Easily define & implement the Sales Strategy & Plan of your Organization.
Be more productive & save yourself hundreds of hours of work with this fully editable Sales Strategy & Plan Template.
Impress your stakeholders with a world-class approach to define & execute your Sales Strategy & Plan.
Business Process Management Tools & Framework. By ex-DeloitteAurelien Domont, MBA
Document Downloadable at www.slidebooks.com | Download and Reuse Now Business Process Management Tools & Framework in Powerpoint | Created By ex-Deloitte Consultants.
How to create a management consulting presentationAsen Gyczew
In management consulting you are delivering your advices, observation and analyses using presentations. On some projects you may be producing as much as 200-300 slides. Slide preparation is very time-consuming and you have to make sure that you structure you work properly to deliver according to promised deadlines.
In this presentation I will show you how to prepare a great presentation for your customer that will help you deliver your thoughts in a coherent manner and win him over. I will teach you how to prepare the presentation in the right order so you do not waste your time. You will also learn what type of slides you can consider and when you should use a specific type of slide.
This presentation is based on my 12 years of experience as a consultant in top consulting companies and as a Board Member responsible for strategy, improvement and turn-arounds in biggest companies from FMCG, SMG, B2B sector that I worked for. I have not only delivered presentations on numerous projects myself but I was also receiving presentations from consulting companies such as PwC, BCG, McKinsey, EY, Accenture, OCC as a Board Member in many companies. I have seen the process of preparing and delivering presentations form all angles. On the basis of what you will find in this course and I have trained over 100 business analysts and consultants who now are Investment Directors, Senior Analyst, Directors in Consulting Companies, Board Members etc.
Mergers and Acquisitions Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey & Deloitte Consultants, and JP Morgan Investment Bankers, after more than 2,000 hours of work. It is considered the world's best & most comprehensive Mergers and Acquisitions Toolkit. It includes all the Frameworks, Tools & Templates required to improve the M&A capability of your organization and boost your personal career. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
This is a preview of the Complete Business Frameworks Reference Guide/Toolkit. The full document can be downloaded here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
The Complete Business Frameworks Reference Guide is a very comprehensive document with over 300+ slides--covering 50 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms, such as McKinsey, Bain, BCG, Booz, Monitor Group, Deloitte, Accenture, IBM, E&Y, LEK, AT Kearney, Roland Berger, Oliver Wyman, and others.
INCLUDED FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Core Competence Analysis
16. Cost Structure Analysis
17. Customer Experience
18. Customer Satisfaction Analysis
19. Customer Value Proposition
20. Fiaccabrino Selection Process
21. Financial Ratios Analysis
22. Gap Analysis
23. Industry Attractiveness & Business Strength Assessment
24. Key Purchase Criteria
25. Key Success Factors (KSF)
26. Market Sizing & Share
27. McKinsey 7-S
28. Net Present Value
29. PEST Analysis
30. Porter Competition Strategies
31. Porter's Five Forces
32. Portfolio Strategies
33. Price Elasticity
34. Product Life Cycle
35. Product Substitution
36. Relative Cost Positioning
37. Rogers' Five Factors
38. Scenario Techniques
39. Scoring Models
40. Segment Attractiveness
41. Segmentation & Targeting
42. Six Thinking Hats
43. Stakeholder Analysis
44. Strengths & Weaknesses Analysis
45. Structure-Conduct-Performance (SCP)
46. SWOT Analysis
47. SWOT Strategies
48. Treacy / Wiersema Market Positioning
49. Value Chain Analysis
50. Venkat Matrix
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
Change and Project Management Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created after 2,000+ hours of work by ex-McKinsey, Deloitte & BCG Consultants specialized in Change & Project Management. It is considered the world's best & most comprehensive Change & Project Management Toolkit. It includes all the Frameworks, Tools & Templates required to improve the Capability of your organization & excel as a Change Manager or Project Manager. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
Digital Transformation Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Digital Transformation Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation Toolkit. It includes all the Frameworks, Tools & Templates required to successfully undertake the Digital Transformation of your organization.This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Project Management Overall Approach created by ex-McKinsey, Deloitte & BCG Consultants specialized in Project Management. Powerpoint version Downloadable at www.slidebooks.com.
Post Merger Integration Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 2000 hours of work. It is considered the world's best & most comprehensive Post Merger Integration Toolkit. It includes all the Frameworks, Tools & Templates required to increase the value creation of your Mergers & Acquisitions. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
This Toolkit was created by ex-McKinsey, Havas & Deloitte Consultants specialized in Marketing, Sales & Communication Strategy. It includes all the Frameworks, Tools & Templates required to help you define and execute your Sales, Marketing, Communication and Pricing Strategy & Plan. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com.
Business Plan and Entrepreneurship Toolkit - Framework, Best Practices and Te...Aurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Consultants and Entrepreneurs, after more than 2,000 hours of work. It is considered the world's best & most comprehensive Entrepreneurship Toolkit. It includes all the Frameworks, Tools & Templates required to build, run and scale your own Business and excel as an Entrepreneur. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Finance and Investment Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey & Deloitte Consultants, and JP Morgan Investment Bankers, after more than 1,000 hours of work. It is considered the world's best & most comprehensive Finance & Investment Toolkit. It includes all the Frameworks, Tools & Templates required to improve the capability of your organization and boost your career. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Easily define & implement your Digital Transformation Strategy & Plan by leveraging this 10-step Template. Created by ex-McKinsey, Deloitte and BCG Consultants specialized in Digital Strategy, after more than 600 hours of work. Don’t reinvent the wheel. Download Now. To download the whole template, go to www.slidebooks.com.
Management consultant toolkit in Powerpoint & Excel created by ex-Deloitte & McKinsey Consultants. Huge time saver.
Download the toolkit at www.slidebooks.com
Go to www.slidebooks.com to access the editable version in Powerpoint and Excel of this Management Consultant Toolkit created by former management consultants from Deloitte and McKinsey.
Stratechi Sales Plan Presentation by McKinsey Alum.pdfStratechi.com
Visit https://www.stratechi.com/sales-plan-template to download the 54-page editable Sales Plan PowerPoint widescreen template created by a McKinsey consultant. The PowerPoint has all you need to get started on your sales strategy with slides packed full of agendas, charts, funnels, plans, timelines, geographic sales maps, images, icons, goals, mission, marketing strategy, account management, org charts, budgets, revenue trends, benchmarking, target customers, value proposition, change management, roadmaps, project plans, SWOT analysis, PESTLE Analysis, competitive advantage worksheet, initiatives, and many other topics necessary to create a winning sales strategy.
Sales Strategy and Plan Template in Powerpoint | By ex-McKinsey ConsultantsAurelien Domont, MBA
Sales Strategy and Plan Template in Powerpoint and Excel | Created by ex-McKinsey & Deloitte Consultants
The Editable version can be fully downloaded at www.slidebooks.com
Easily define & implement the Sales Strategy & Plan of your Organization.
Be more productive & save yourself hundreds of hours of work with this fully editable Sales Strategy & Plan Template.
Impress your stakeholders with a world-class approach to define & execute your Sales Strategy & Plan.
Business Process Management Tools & Framework. By ex-DeloitteAurelien Domont, MBA
Document Downloadable at www.slidebooks.com | Download and Reuse Now Business Process Management Tools & Framework in Powerpoint | Created By ex-Deloitte Consultants.
How to create a management consulting presentationAsen Gyczew
In management consulting you are delivering your advices, observation and analyses using presentations. On some projects you may be producing as much as 200-300 slides. Slide preparation is very time-consuming and you have to make sure that you structure you work properly to deliver according to promised deadlines.
In this presentation I will show you how to prepare a great presentation for your customer that will help you deliver your thoughts in a coherent manner and win him over. I will teach you how to prepare the presentation in the right order so you do not waste your time. You will also learn what type of slides you can consider and when you should use a specific type of slide.
This presentation is based on my 12 years of experience as a consultant in top consulting companies and as a Board Member responsible for strategy, improvement and turn-arounds in biggest companies from FMCG, SMG, B2B sector that I worked for. I have not only delivered presentations on numerous projects myself but I was also receiving presentations from consulting companies such as PwC, BCG, McKinsey, EY, Accenture, OCC as a Board Member in many companies. I have seen the process of preparing and delivering presentations form all angles. On the basis of what you will find in this course and I have trained over 100 business analysts and consultants who now are Investment Directors, Senior Analyst, Directors in Consulting Companies, Board Members etc.
Mergers and Acquisitions Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey & Deloitte Consultants, and JP Morgan Investment Bankers, after more than 2,000 hours of work. It is considered the world's best & most comprehensive Mergers and Acquisitions Toolkit. It includes all the Frameworks, Tools & Templates required to improve the M&A capability of your organization and boost your personal career. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
This is a preview of the Complete Business Frameworks Reference Guide/Toolkit. The full document can be downloaded here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
The Complete Business Frameworks Reference Guide is a very comprehensive document with over 300+ slides--covering 50 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms, such as McKinsey, Bain, BCG, Booz, Monitor Group, Deloitte, Accenture, IBM, E&Y, LEK, AT Kearney, Roland Berger, Oliver Wyman, and others.
INCLUDED FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Core Competence Analysis
16. Cost Structure Analysis
17. Customer Experience
18. Customer Satisfaction Analysis
19. Customer Value Proposition
20. Fiaccabrino Selection Process
21. Financial Ratios Analysis
22. Gap Analysis
23. Industry Attractiveness & Business Strength Assessment
24. Key Purchase Criteria
25. Key Success Factors (KSF)
26. Market Sizing & Share
27. McKinsey 7-S
28. Net Present Value
29. PEST Analysis
30. Porter Competition Strategies
31. Porter's Five Forces
32. Portfolio Strategies
33. Price Elasticity
34. Product Life Cycle
35. Product Substitution
36. Relative Cost Positioning
37. Rogers' Five Factors
38. Scenario Techniques
39. Scoring Models
40. Segment Attractiveness
41. Segmentation & Targeting
42. Six Thinking Hats
43. Stakeholder Analysis
44. Strengths & Weaknesses Analysis
45. Structure-Conduct-Performance (SCP)
46. SWOT Analysis
47. SWOT Strategies
48. Treacy / Wiersema Market Positioning
49. Value Chain Analysis
50. Venkat Matrix
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
Change and Project Management Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created after 2,000+ hours of work by ex-McKinsey, Deloitte & BCG Consultants specialized in Change & Project Management. It is considered the world's best & most comprehensive Change & Project Management Toolkit. It includes all the Frameworks, Tools & Templates required to improve the Capability of your organization & excel as a Change Manager or Project Manager. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
Mekko Graphics Webinar - Choosing The Right ChartMekko Graphics
In this webinar, we discuss the process of choosing the best chart based on the question you are trying to answer or the message you are trying to convey. We show you a wide range of sample charts which you can take and modify for your presentations.
You can find the corresponding video from this deck in:
https://www.youtube.com/watch?v=F0jcusgcV0k
Used in our February 2017 webinar, this deck will show you the key charts you can use when identifying and discussing profit improvement opportunities.
You can find the corresponding video from this deck in:
https://youtu.be/pRAIsAeNeBE
Strategy consultants are often engaged to analyze company profit and find ways to improve it. This slide deck contains data-driven charts that help to explain company profit and to present approaches for profit improvement. The slides in this solution toolkit will provide charting and data presentation ideas you can adopt for your own work.
Each chart is presented on two slides. The first contains an example of how the chart is used. The second contains an explanation of the chart and information on how to create it. All charts are created using Mekko Graphics; and you can copy, edit, and reuse them in your own presentations.
These slides are from a webinar in which you will learn how to create a business strategy presentation from concept through messaging and slide and chart creation. This will not be a webinar that teaches you how to use Mekko Graphics software, but instead will focus on building a presentation that will get your message across to your senior management team, your peers, or your key customers and prospects. We will cover how to select charts and diagrams based on your data and communication goals and how to organize them for an optimal presentation.
You can find the corresponding video from this deck in:
http://www.youtube.com/watch?v=y_wdHqvbbMs
Big Data is one of the most prominent disruptive technologies available today. The potential it offers for business is truly astounding.
But what is it? Time for a crashcourse!
Social Business: Frameworks for Next-Gen Organizational Structure | Enterpris...Dion Hinchcliffe
This month in Paris at Enterprise 2.0 SUMMIT I explored what we've learned about social business and how we can use frameworks and heuristics to capture and communicate lessons learned.
Place in Space (AKA "How to Design A Concept Model")Stephen Anderson
“How do you create a concept model?”
It's a simple question without a simple answer. As wranglers of information, we routinely create visual artifacts to make sense of difficult subjects. Think service blueprints. Site maps. Clusters of sticky notes on walls. Venn diagrams. These are all external representations created to organize our understanding—concept models. And in team settings, these models allow us to communicate and collaborate; master these visual thinking skills and you can effectively frame the conversation. For as long as we’ve organized things into stacks (“my pile, your pile”) or into some continuum (letterforms carved into a clay tablet, sorting kids by height), we’ve used the *spatial* arrangement of things to assign meaning. Consciously or not, we're tapping into a powerful visual language to help us and others understand difficult concepts. But, what is this language we're using? And can it be taught?
In this session, speaker and author Stephen P. Anderson will share the fundamental elements behind every visual representation. Much like there’s a grammar behind the written word, there’s a grammar behind the visual display of information; once understood, you can easily create clear and concise visual representations of thought.
Best of all, this same approach extends into other kinds of external representations, such as custom data visualizations or novel interfaces. And, as we move into a connected world, where information is distributed into the physical environments around us, we can prepare now by having a fundamental vocabulary to describe this arrangement of information.
Whether on the page or screen, or in the physical space around us, understanding how to derive (and convey) meaning through the arrangement of information is and will become an essential skill for anyone designing information.
Introduction to Enterprise Architecture Leo Shuster
If you ever wanted to find out what Enterprise Architecture was, this is the presentation for you. It gives you a basic understanding of Enterprise Architecture, its goals, objectives, and benefits.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 100 different business excellence frameworks comprising key strategy, marketing, sales, finance, operations, innovation, IT, technology management, leadership, organization, change and HR models.
The latest updates and additions include frameworks such as SHRM Competency Model, ISO 31000:2018 Risk Management, EFQM (2019), ITIL 4, COBIT 2019, PMBOK 6, Data Management Maturity (DMM) Model, IT4IT Reference Architecture (V2.1), TBM Taxonomy (V3.0) and TOGAF Standard (V9.2) among others.
The frameworks are organized into seven categories:
1. Strategy & Organization
2. Finance & Governance
3. Marketing & Sales
4. Operations, Supply Chain Management & Procurement
5. Innovation & Technology Management
6. Leadership, Change & HR
7. IT Management
B2B Customer Experience Management Best Practice Study PREVIEW SAMPLEClearAction
The Annual ClearAction Business-to-Business Customer Experience Management Benchmarking Study monitors the implementation of best practices in customer-focused management for sustainable high profitability.
This is a study of the journey to world-class performance in how business-to-business firms:
(1) listen to customers,
(2) view customers,
(3) center employees on customers, and
(4) center business on customers.
It explores the motivations behind customer experience management (CEM) and its linkages to corporate goals, strategy, culture, processes, and business results.
THIS IS A SAMPLE OF SELECTED PAGES FROM THE REPORT
See http://ClearActionCX.com
Session 01 - Introduction to Business AnalysisOmkarBA
In this session you will learn:
Introduction to Business Analysis
What is a Project?
Business Process – What and Why?
Who is a Project Manager?
Who is a Business Analyst?
What is Business Analysis and why is it important?
Roles, Responsibilities and necessary Skills for a Business Analyst
Introduction to SDLC
Requirement Analysis
Design Phase
Development Phase
Testing Phase
Release & Maintenance
Current Trends in BA
More information:https://flevy.com/browse/flevypro/key-performance-indicators-kpis-best-practices-4010
There are clear and measurable differences that exist between organizations that use Key Performance Indicators (KPIs) to monitor and assess performance and those that use KPIs to guide and drive performance improvements. Data-driven and customer-oriented leaders use KPIs to transform their organization, while those more concerned with hitting their numbers remain focused on efficiencies. Who is better positioned to adapt, evolve, and compete?
More sophisticated managers explicitly use KPIs to promote cross-functional—not just vertical—alignment. For them, KPIs are the means and methods for rigorously defining and measuring the fundamentals that matter. To be effective, KPIs must be able to clearly communicate how it tracks Value Creation and delivers value for our stakeholders—customers, employees, and investors.
This framework provides practical and actionable next steps for organizations to obtain greater value and returns from their KPI investments. It discusses 4 best practices around KPIs:
1. Focus on Customer Experience (CX)
2. Identify Top Enterprise and Top Functional KPIs
3. Foster Enterprise-wide Discussion of KPIs
4. Treat KPIs as a Special Class of Data
The 4 KPI best practices are every organization's guide to using KPIs to guide and drive performance improvements.
This deck also includes slide templates for you to use in your own business presentations.
Sm 11 part_03_03
Strategic Management course version 11
Strategic management in any organization is important as it provides overall direction by developing plans and policies designed to achieve objectives and then allocating resources to implement the plans.
Videos on YouTube:
video 01
https://youtu.be/alh6O6Q_9sc
video 02
https://youtu.be/b2UwGeOTEX0
video 03
https://youtu.be/R7K0W3yinLo
Lean Manufacturing is the process of identifying the faiults in the occuring within the business model and elimination of these faults. Results in increase in sales of the business. SSA solutions are the Highly experienced consultants [Lean Masters.Rich experience in manufacturing & service process design applying lean principles.
Lean is a systematic approach of identifying and eliminating
waste through continuous improvement, it focuses on the
flow of the product; right from raw material stage to the
finished goods stage.
Simply put, lean means creating more value for customers
with fewer resources. A lean organization understands
customer value and focuses its key processes to
continuously increase it. The ultimate goal is to provide
perfect value to the customer through a perfect value
creation process that has zero waste.
Operations and Supply Chain Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Operations & Supply Chain Management Toolkit was created by ex-McKinsey, Deloitte and BCG Consultants, after more than 1,000 hours of work. It is considered the world's best & most comprehensive Operations & Supply Chain Toolkit. It includes all the Frameworks, Analysis Tools & Document Templates required to improve your skills and the operational excellence of your organization. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Fortune 500 companies and other leading organizations frequently seek the expertise of global consulting firms, such as McKinsey, BCG, Bain, Deloitte, and Accenture, as well as specialized boutique firms. These firms are valued for their ability to dissect complex business scenarios, offering strategic recommendations that are informed by a vast repository of consulting frameworks, subject matter expertise, benchmark data, best practices, and rich insights gleaned from a history of diverse client engagements.
The case studies presented in this book are a distillation of such professional wisdom and experience. Each case study delves into the specific challenges and competitive situations faced by a variety of organizations across different industries. The analyses are crafted from the viewpoint of consulting teams as they navigate the unique set of questions, uncertainties, strengths, weaknesses, and dynamic conditions particular to each organization.
What you can gain from this whitepaper:
Real-World Challenges, Practical Strategies: Each case study presents real-world business challenges and the strategic maneuvers used to navigate them successfully.
Expert Perspectives: Crafted from the viewpoint of top-tier consultants, you get an insider's look into professional methodologies and decision-making processes.
Diverse Industry Insights: Whether it's finance, tech, retail, manufacturing, or healthcare, gain insights into a variety of sectors and understand how top firms tackle critical issues.
Enhance Your Strategic Acumen: This collection is designed to sharpen your strategic thinking, providing you with tools and frameworks used by the best in the business.
Whether you're at the helm of a corporation or on your path to becoming a consulting expert, "100 Case Studies on Strategy & Transformation" is your essential guide to navigating the complex world of business strategy.
More Information:
https://flevy.com/browse/marketplace/project-management-for-mba-in-french-5722
BENEFITS OF DOCUMENT
Project management adapted to the needs of participants in MBA programs
Course built on the basis of the project management process: Initiating - Planning - Executing - Controlling - Closing.
Course presenting in detail not only the Waterfall approach but also the Agile & Hybrid development approaches.
DOCUMENT DESCRIPTION
This course is a presentation of over 220 pages specially edited to cover the needs of participants in Master of Business Administration - MBA programs.
This course is based on the standard PMBOK edition 6 of the Project Management Institute, it also follows the project management methodology offered by Rita Mulcahy's PMP Exam Prep 10th Edition.
This course refers to case studies chosen among those existing in the book Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Author: Harold Kerzner.
This course contains exercises as well as a practical case of an open space development project.
Below is the table of contents:
• Introduction to project management,
• Pre-Project,
• Project environment,
• Project Management Process,
• Initiating,
• Planning,
• Executing,
• Controlling,
• Closing.
• Introduction to Agility,
• Role of the Project Manager.
Got a question about this presentation? Email us at support@flevy.com.
More Information:
https://flevy.com/browse/flevypro/4-stages-of-disruption-5265
Organizations are constantly trying to innovate and, likewise, all industries will eventually be disrupted, as new products, businesses, and industries emerge.
No industry is safe from Disruption. In a 2017 PwC survey of 1,379 CEOs around the world, 60% said their market has already changed or completely reshaped in the past 5 years and over 75% anticipate they would by 2022.
This presentation discusses the 4 Stages of Disruption. Research has found Innovation that eventually leads to Disruption follows a 4-stage evolution:
1. Disruption of Incumbent
2. Rapid and Linear Evolution
3. Appealing Convergence
4. Complete Reimagination
Understanding this 4-stage model will help us understand what design choices to prioritize and when. At any given time, different products and organizations are likely to be at different stages relative to local “end point†of Innovation.
Additional topics discussed include Disruptive vs. Incumbent Dynamics, the Consumer Adoption Curve, Endgame Niche Strategies, among others.
This deck also includes slide templates for you to use in your own business presentations.
Got a question about the product? Email us at flevypro@flevy.com.
More Information:
https://flevy.com/browse/flevypro/customer-centric-culture-3831
The use of Internet and other online tools have turned consumers to be more empowered and are now shopping differently. Customers are becoming more demanding and accustomed to getting what they want. With greater access to reviews and online rating, customers are better equipped to switch to new products and services. Consumers now want to buy products and services when, where, and however they like. They expect companies to interact with them seamlessly, in an easy, integrated fashion with very little friction across channels.
As customer expectation continue to evolve – accelerated by the amplifying forces of interconnectivity and technology – markets are becoming increasingly fragmented with demand for greater product variety, more price points, and numerous purchasing and distribution channels.
Companies should be able to adapt to these increasingly disparate demands quickly and at scale. Staying close to the customer experience across an increasingly diverse customer base changing over time is no longer a matter of choice. It is a business imperative and a matter of corporate survival.
The Age of the Customer now calls for companies to be a customer-centric company. Successful ones have discovered that building a customer-centric company depends, first and foremost, on building a Customer-centric Culture.
This framework focuses on the building a Customer-centric Culture utilizing the Corporate Culture Framework. The Corporate Culture Framework is anchored on 4 Primary Cultural Attributes and 4 Secondary Cultural Attributes.
The 4 primary Cultural Attributes are critical in building a Customer-centric Culture.
1. Collective Focus
2. External Orientation
3. Change and Innovation
4. Shared Beliefs
Customer-centric organizations also project 4 secondary Cultural Attributes.
1. Risk and Governance
2. Courage
3. Commitment
4. Inclusion
Companies with a Customer-centric Culture can drive superior financial results and a rich source of competitive advantage.
This deck also includes slide templates for you to use in your own business presentations.
Got a question about the product? Email us at flevypro@flevy.com.
More Information:
https://flevy.com/browse/flevypro/business-transformation-success-factors-5561
Business Transformations have become a necessity in the fast-changing technological and competitive business environment. Transformation is characterized by significant and risk-laden restart of a company, with the objective of accomplishing a profound improvement in performance and changing its future course.
Undertaking such arduous effort requires approaching the task in a structured way. Research shows that quite a few of such undertakings are based on anecdotal beliefs instead of being based on empirical data.
This presentation provides a detailed overview of the 5 Factors Critical for achieving the desired results from Business Transformation, based on empirical evidence. These 5 factors are:
1. Cost Management
2. Revenue Growth
3. Long-term Strategy and R&D Investment
4. New, External Leadership
5. Holistic Transformation Programs
Other topics discussed in the presentation include the rationale for Business Transformation, its effects, phases, and the trends that trigger Business Transformation.
The slide deck also includes some slide templates for you to use in your own business presentations.
More Information:
https://flevy.com/browse/flevypro/employee-engagement-measurement-and-improvement-5321
Employee Engagement has emerged as one of the significant pillars on which the Competitive Advantage, Productivity, and Growth of an organization rests. Measuring Employee Engagement is vital in shaping Employee Engagement Strategies that help propel the organization towards growth.
This presentation provides a detailed overview of the Employee Engagement Scorecard, a framework that is quite effective in measuring the existing levels of Employee Engagement and devising strategies based on the individuals’ requirements. The Employee Engagement Scorecard encompasses 5 dimensions or guiding principles:
1. Enhance Employee Satisfaction
2. Promote Employee Identification
3. Enhance Employee Commitment
4. Ensure Employee Loyalty
5. Manage Employee Performance
The slide deck also includes some slide templates for you to use in your own business presentations.
More Information:
https://flevy.com/browse/flevypro/digital-transformation-workforce-digitization-3969
The approaching Age of Automation, together with the impending penetration of digital technology into the labor force, threatens to destabilize crucial aspects of how employees work by. It undermines the stability companies depend on to be agile.
Executives can re-solidify their companies even while making the most of the coming Transformation. There is just a need for executives to adjust their leadership behavior, embrace Digital Workforce Platforms, and deepen their engagement with digitally enabled workers.
This framework provides a good understanding of Workforce Digitization, the Workforce Platforms, and its 4 core benefits (listed below).
1. Collaboration
2. Retention
3. Succession Planning
4. Decision Making
The use of Workforce Platforms can provide companies greater chance to succeed in making markets for talented workers inside their organizations.
This deck also includes slide templates for you to use in your own business presentations.
More Information:
https://flevy.com/browse/flevypro/strategic-human-resources-5310
Today's information-based, knowledge intensive, and service-driven economy has forced organizations to make substantial changes to the way they do business. With talented Human Capital now becoming the key strategic resource, the locus of the battle front has shifted. Managers not only have to fight for product markets and technical expertise but also for the hearts and minds of the most talented people in the market.
This presentation discusses the 3 core processes that Human Resources (HR) must adopt to evolve into the strategic HR function that has become the new realm in this age of disruption:
1. Building
2. Linking
3. Bonding
Other topics discussed in the slide deck include the changing perspective and responsibility of top management amidst rapid Business and Digital Transformation; and the shifting role of HR from being an auxiliary function to that of a driver.
The slide deck also includes some slide templates for you to use in your own business presentations.
[Whitepaper] 8 Key Steps of Data Integration: Restructuring Redeployment Asse...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/restructuring-redeployment-assessment-management-5439
More Information:
https://flevy.com/browse/flevypro/restructuring-redeployment-assessment-management-5439
Restructuring becomes essential at some stage in the lifecycle of any organization. In order to emerge triumphant through this tumultuous challenge, it is necessary that the focus remains on the challenges impeding the organization, Strategy Development to tackle the challenges, and prioritizing Strategic Initiatives to deliver radical results that lead the organization to Operational Excellence.
Redeployment is the most significant phase in the Restructuring process. Within Redeployment, the Assessment phase is critical as the revitalization of the whole organization is dependent on correct Assessments and right placement of employees based on those Assessments.
Proper Redeployment Assessment Management is of utmost importance in Restructuring, and it should follow a structured approach, which means managing 5 core areas:
Manage Assessment Team
Manage Anxiety Level of Candidates
Manage Amount of “Deviant Behavior” in the Assessments
Manage Level of Duplicity, Wild Guessing, and Other Forms of Distortion
Manage Amount of Feedback and Its Timing after the Event
Managing 5 core areas ensures smooth implementation of the Redeployment Assessment process, which is a major milestone of the Restructuring project.
The Redeployment Assessment process has to be detailed, accurate, and prompt. Due Diligence in documenting the process, verifying particulars, and balance between Rapidity and Accurateness is essential because:
Organizational requirement to concentrate on post-restructuring environment is intense.
Employees’ urge to swiftly find out about their future is deep-seated.
Objections by employee stakeholders, as a consequence of large-scale retrenchment is high.
Probability of legal recourse by employees is also distinct.
Future Employee Engagement is dependent on fair Assessment and correct placements.
More Information:
https://flevy.com/browse/flevypro/strategy-classics-value-disciplines-model-5138
According to Treacy and Wiersema, organizations need to make tough strategic choices in order to become market leaders. Market leaders choose to excel in delivering extraordinarily levels of one particular value to their customers. This way they can remain focused and become the absolute best in a certain value proposition.
Gaining market and Operational Excellence requires that the company's entire Operating Model be adapted in a way this it is aligned with the chosen Value Discipline. A Value Discipline is a unique value that organizations can deliver to a chosen market. The Value Discipline Principle is in line with Porter's Generic Strategies, where Michael Porter describes how companies gain Competitive Advantage by either focusing on low cost, differentiation, or a niche market.
This presentation discusses the Value Disciplines Model and the 3 Value Disciplines organizations must choose from.
1. Operational Excellence
2. Product Leadership
3. Customer Intimacy
If your company has not reached yet any of the Value Disciplines, don't wait longer.
[Whitepaper] The Definitive Guide to Strategic Planning: Here’s What You Need...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/best-practices-in-strategic-planning-2738
For many organizations, this is the time of the year is when Leadership will conduct the annual Strategic Planning process and plan the near-, mid- and long-term strategies.
This article breaks the full Strategic Planning and Execution processes into 3 sections:
Strategic Planning
Strategy Development
Strategy Execution
For each section, we will highlight important concepts core to the topic, as well as direct you to important resources for further understanding.
1. Strategic Planning
Per Wikipedia, we can define Strategic Planning as:
Strategic Planning is an organization’s process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. It may also extend to control mechanisms for guiding the implementation of the strategy. Strategic Planning became prominent in corporations during the 1960s and remains an important aspect of strategic management. It is executed by strategic planners or strategists, who involve many parties and research sources in their analysis of the organization and its relationship to the environment in which it competes.
Strategic Planning is a crucial process, but often poorly executed, leading to poor translation from Strategy to Execution.
In most organizations, executives complain that their Strategic Planning is overly bureaucratic, insufficiently insightful, and doesn’t accommodate today’s rapidly changing, digital markets. To combat these issues, there are a few best practices we should follow:
Explore Strategy across 3 time horizons.
Encourage productive and stimulating Strategic Dialogue.
Engage a broad, decentralized group of stakeholders.
Let’s dive a little deeper into each of these best practices.
Explore
The 3 time horizons we want to explore can be defined as short term (1-year timeframe), medium term (3–5 years timeframe), and long term (5+ years). Each horizon is uniquely considered and has different objectives.
[Whitepaper] The Definitive Introduction to Strategy Development and Strategy...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/strategy-classics-porters-five-forces-4051
More Information:
https://flevy.com/browse/flevypro/strategy-classics-porters-five-forces-4051
[Whitepaper] The “Theory of Constraints:” What’s Limiting Your Organization?Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/theory-of-constraints-1883
The Theory of Constraints (TOC) is a methodology for identifying the most important limiting factor — i.e. constraint — and systematically improving it. It was developed by Dr. Eliyahu Goldratt, introduced in 1984 book, The Goal.
TOC differs from traditional management views, in that traditional methods seek to make improvements throughout the organization. They divide the organization into smaller, more manageable pieces. The objective, thus, is to maximize the performance of each part, resulting in global improvement.
On the other hand, TOC takes a more focused approach. Instead of improving everywhere, the TOC approach seeks only to improve the few variables (or constraints) that have the largest impact on the organization’s performance. By trying to improve everything everywhere, the risk is that nothing will be improved that really counts. TOC follows the adage “a chain is no stronger than its weakest link.” An interesting phenomenon about chains is that strengthening any link except the weakest one does not improve the strength of the whole chain. Strengthening the weakest link produces an immediate increase in the strength of the whole chain, but only up to the level of the next weakest link.
There are 3 types of constraints that exist in an organization:
Capacity Constraint. This constraint occurs when a resource which cannot provide timely capacity as demanded by the system.
Market Constraint. This is when the amount of customers orders is not sufficient to sustain the required growth of the system.
Time Constraint. This occurs when the response time of the system to the requirement of the market is too long to the extent that it jeopardizes the system’s ability to meet its current commitment to its customers as well as the ability of winning new business.
More Information:
https://flevy.com/browse/flevypro/supply-chain-cost-reduction-transportation-5482
Companies looking to improve efficiency and reduce costs can gain significant ground in the Supply Chain Management function by incorporating Lean Management and Six Sigma techniques.
Reason this area has gone under the radar is that companies do not consider Supply Chain to be their core competency.
Not only Warehousing but Transportation also has almost the same potential in terms of opportunities for Cost Reduction and Process Improvement. The approach to Transportation Costs Reduction, though, is different to that of Supply Chain Cost Reduction in Warehousing. This is in part due to the complexity in Transportation Costs, as the costs come from numerous widely distributed individual operations every year.
The approach to Supply Chain Cost Reduction in Transportation encompasses 2 phases:
Understand the Baseline
Identify and Implement Opportunities
[Whitepaper] A Great Leadership Experience: Dr. Rachid Yazami, Inventor of th...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/leadership-competency-model-3661
Leadership has become a usual term often misunderstood by many people even those holding the status of a leader. There is no doubt that everyone can be a leader, but not everyone can be a genius leader. Leadership is far limited to prestige, a high status, or to financial abundance; it is neither about authority nor power. Leadership starts when you go beyond the self to serve and empower others.
This article is not for a purpose to redefine leadership with its different aspects, but it is simply about a great example of leadership that mirrors outstanding performance and remarkable human qualities. Dr. Rachid Yazami is an eminent scientist and best known for his research on lithium ion batteries. This technology is used by billions of people worldwide for their cell phones, cameras, tablets, laptops, power tools, and many other devices. Dr. Yazami started his career from scratch to build an empire based on the battery technology. My main interest is not to make a compilation of his achievements and honors, but to tap into his personality traits and characteristics; to discuss the main qualities that enabled him to succeed as a scientist, a researcher, and a leader of his field. My purpose is to understand also the sources of his inspirations and the secret behind his motivations and limitless resilience. His unique path is a textbook of insightful lessons that I aim to summarize and share with you based on a set of interviews with him.
[Whitepaper] Finding It Hard to Manage Conflict at the Workplace? Use the Tho...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/thomas-kilmann-conflict-mode-instrument-tki-3722
A major reason for employees leaving their workplaces is conflict with their bosses. To succeed in today’s fiercely competitive market, organizations need to invest in developing their leadership, such that they further develop their teams by training them on the desired competencies and create a sense of engagement in them.
A big challenge for leaders is getting their employees to believe in the organizational vision. No two personalities have the same viewpoints and aspirations, thus conflict is bound to occur between team members while they interact.
The Thomas-Kilmann Conflict Mode Instrument (TKI), developed by Dr. Ralph H. Kilmann and Dr. Kenneth W. Thomas, is an easy-to-use, online assessment tool to Conflict Management. Human Resources (HR) and Organizational Design (OD) consultants utilize the TKI tool as a mechanism to initiate discussions on differing topics and facilitate in mediation by learning how conflict-handling modes affect personal, group, and organizational dynamics.
Each of us has a predominant conflict style that we use in a particular situation. The Thomas-Kilmann Conflict Mode Instrument provides a basis to measure a person’s behavior in conflict situations, where individuals appear to be unable to get along. The individuals’ behavior in conflict situations encompasses 2 broad dimensions:
Assertiveness
Cooperativeness
These behavior dimensions define 5 predominant conflict handling styles (or modes) that we use while responding to conflict situations:
Competing
Accommodating
Avoiding
Collaborating
Compromising
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Key Account Management: Handling Large Global Accounts the Right...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/key-account-management-kam-large-global-accounts-3765
Large accounts make up a significant portion of business for most B2B companies. Therefore, losing an important customer can have detrimental effects on the organization. The significance of key accounts is urging top B2B companies to revisit their key account management approaches. Additionally, the increasing level of sophistication of the purchase process being adopted — such as, centralized procurement, competitive bidding and auctions, and laborious negotiations — by large buyers is a crucial element for B2B companies to consider to win large accounts.
Studies have shown that large buyers suggest price, product features, and reliability as the most important factors in their purchasing decisions, even more so than sales and service experience. However, detailed analysis of data into the actual purchasing decisions by buyers reveal that suppliers’ service and support capabilities mean a lot to large purchasers — in fact, almost as equal in importance as price. Large buyers often involve senior team members in procurement, which necessitates the need for inclusion of people possessing high-quality management and sales skills while serving key accounts.
With more intensifying sophistication of the procurement process at large businesses in future, the buyers will keep trying to cut costs and gain significant advantage while negotiating with procurement. The suppliers, in turn, can create a win-win situation by providing first-rate key account support and service.
Leading suppliers utilize the 4 drivers of growth to develop best-in-class key account management practices and increase their large contract win ratios. These drivers are actually the 4 imperatives that forerunners undertake to fuel their growth:
Quantified Value Proposition (QVP)
Value-based Selling
Coordinated Account Management
Negotiation Preparation
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Nudge Theory: An Effective Way to Transform Negative BehaviorsFlevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/nudge-theory-key-challenges-3895
Changing the behaviors of people is the foremost issue with every transformation initiative.
Nudge theory is a novel Change Management model that underscores the importance of understanding the way people think, act, and decide. The model assists in encouraging human imagination and decision making, and transforming negative behaviors and influences on people. The approach helps understand and change human behavior, by analyzing, improving, designing, and offering free choices for people, so that their decisions are more likely to produce helpful outcomes for the others and society in general.
Nudge theory helps reform existing (often extremely unhealthy) choices and influences on people. The theory is quite effective in curtailing resistance and conflict resulting from using autocratic ways to change human behavior. The model promotes indirect encouragement and enablement — by designing choices which encourage positive helpful decisions — and avoids direct enforcement. For instance, playing a ‘room-tidying’ game with a child rather than instructing her/him to tidy the room; improving the availability and visibility of litter bins rather than erecting signs with a warning of fines.
Organizations are increasingly using behavioral economics to optimize their employee and client behavior and well-being. Nudge units or behavioral science teams are being set up in the public and corporate sectors to influence people to address pressing issues. For instance, to increase customer retention by changing the language of support center staff to motivate customers to consider long-term benefits of a product; or to make employees to follow safety procedures by placing posters of watching eyes to remind them of the criticality of the measure.
An effective Nudge initiative necessitates much more than deploying a few experts in heuristics and statistics. The senior leadership should lay out a conducive environment for successful behavioral transformation. This entails assisting the Nudge unit to focus, place it appropriately, create awareness, train and de-bias people, implement effective rewards, and follow high ethical standards.
The leadership needs to think about and prepare to tackle 6 key challenges Nudge units face when implementing effective behavioral transformation initiatives:
What should be the focus of the Nudge unit?
Should the Nudge unit be placed at the headquarters or at the business unit level?
Which resources be made part of the Nudge unit?
What are the critical success factors to consider for the unit?
How to communicate the results and early wins?
What should be done to tackle skepticism and resistance to change?
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Business Model Innovation: Creation of Scalable Business Models ...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/business-model-innovation-bmi-scalable-business-models-5182
Scalability is described as possible meaningful changes in magnitude or capacity. In business terms, it’s the capability of a system to enhance productivity upon resource augmentation. Scalability provides an organization the capabilities to develop compelling value propositions — that are hard to imitate by the rivals — and achieve profitable growth even in the wake of external threats, cut-throat competition, stringent laws, or financial downturns.
Today’s challenging business ecosystems and economic outlook demand from the enterprises to develop novel and Scalable Business Models that are able to leverage positive returns on investments. To accomplish this, leaders need to identify and eradicate any capacity issues, enhance collaboration with existing partners, build new partnerships, or develop platforms to work with their opponents.
Executives should invest in scaling options only when they are sure to boost returns. They have to be quick to exit a business when returns on investment to scale backfire.
5 Patterns of Business Model Scalability
Benchmarking a number of successful organizations reveals that their Business Models were flexible enough to sustain internal and external pressures. Business Model Scalability hinges on aligning the strategic partners and Value Propositions to serve the customers.
To drive Business Model Innovation (BMI), leading organizations consistently display 5 critical patterns of Business Model Scalability:
Operate with multiple distribution channels
Eliminate typical capacity limitations
Outsource capital investments to partners
Allow customers and partners assume multiple roles in the business
Create platform models
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Shareholder Value Traps: How to Evade Them and Focus on Value Cr...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/shareholder-value-traps-5239
Changing industry ecosystems and competition today demand from the organizations to undergo strategic shifts. The purpose of a company is undergoing Business Transformation from serving the interest of shareholders to serving all stakeholders that influence the organization.
Shareholders are often considered the only stakeholders that invest in a business. Senior management needs to be cognizant of the importance of shareholders as well other stakeholders who create value for the organization. They should work on building a collaborative Organizational Culture and paying heed to the welfare of all those groups that play a role in organizational growth.
This warrants a thorough evaluation of all stakeholders, their long-term interests, and Value Creation — or Value Destruction — potential for the organization. But first, this calls for finding answers to the following key questions:
Who creates the most value for the organization?
Who among the stakeholders typically secure the best deals from the organization?
Who is the victim of having the worst deals from the organization?
Who among the stakeholders is potentially untrustworthy?
Are there any intermediaries or stakeholders fulfilling their personal agendas?
Answering these questions is critical for the executives, otherwise they may risk falling into Shareholder Value Traps. Recognizing and understanding stakeholder value traps while the managing stakeholders’ various interests helps executives achieve shared and individual long-term goals. These 5 common traps prevent stakeholders’ interests to get integrated with the interests of the organization and destroy the value of a company if overlooked:
Ignoring cash-flow driving stakeholders while distributing cash
Miscalculating reaction from stakeholders
Supporting under-performing units
Conceding to willful vulture capitalists
Misjudging intermediaries role in transactions
Got a question about this presentation? Email us at support@flevy.com.
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.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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. 📊
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
1. Business Framework Compilation
Complete Business Frameworks
Toolkit
This 350+ slide presentation contains 51
commonly used business frameworks and
methodologies, spanning Strategy to Operations
to Finance.
Find more business frameworks & methodologies @ flevy.com
2. Business Framework Compilation
Complete Business Frameworks
Toolkit
This 350+ slide presentation contains 51 commonly used consulting frameworks and
methodologies, spanning Strategy to Operations to Finance.
Find our other documents at http://flevy.com/seller/learnppt
• ABC Analysis
• Adoption Cycle (Consumer Adoption Curve)
• Ansoff Market Strategies
• Balanced Scorecard
• BCG Growth-Share Matrix
• Benchmarking
• Blue Ocean Strategy
• Break-even Analysis
• Business Unit Profitability
• Economies of Scale
• Environmental Analysis
• Experience Curve
• Cluster Analysis
• Company & Competitor Analysis
• Consumer Decision Journey
• Core Competence Analysis
• Cost Structure Analysis
• Customer Experience
• Customer Satisfaction Analysis
• Customer Value Proposition
• Fiaccabrino Selection Process
• Financial Ratios Analysis
• Gap Analysis
• Industry Attractiveness & Business
Strength Assessment
• Key Purchase Criteria
• Key Success Factors (KSF)
• Market Sizing & Share
• McKinsey 7-S
• Net Present Value
• PEST Analysis
• Porter Competition Strategies
• Porter’s Five Forces
• Portfolio Strategies
• Price Elasticity
• Product Life Cycle
• Product Substitution
• Relative Cost Positioning
• Rogers' Five Factors
• Scenario Techniques
• Scoring Models
• Segment Attractiveness
• Segmentation & Targeting
• Six Thinking Hats
• Stakeholder Analysis
• Strengths & Weaknesses Analysis
• Structure-Conduct-Performance (SCP)
• SWOT Analysis
• SWOT Strategies
• Treacy / Wiersema Market Positioning
• Value Chain Analysis
• Venkat Matrix
3. 3
About This Preview Document
This document is just a preview. The full toolkit has 350+ slides and covers 51
unique business frameworks. You can preview and download the full document here:
https://flevy.com/browse/document/complete-business-frameworks-644
This document will showcase sample slides from a handful of the 51 frameworks.
9. 9
Balanced scorecard
Derive
strategic
objectives
within the
respective
perspectiv
es from the
strategy
Determine
perspectives
Set up
cause/
effect
relationshi
ps
Determine
target
values
Determine
activities
and state
respon-
sibilities
Ensure
consisten
t
commitm
ent and
incorporat
e it in
daily work
1 2 3 5 6 7
Select
measures
4
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
10. 10
Balanced scorecard
In which processes do we
need to excel?
Internal Processes
What do we want to
achieve in finance?
Finance
How can we remain
flexible and able to
improve?
Learning & Development
How can we satisfy our
customers’ needs?
Customers
Strategy
and Vision
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
11. 11
Balanced scorecard
Finance Perspective
How do the investors appraise our
present position?
…
…
Learning and Development
Perspective
How can we ensure that our
customers’ needs are satisfied
also in future and what are the
critical success factors of the
future?
…
…
Internal Process Perspective
How well do we satisfy our
customers’ needs?
…
…
Customer Perspective
How do our customers appraise
our performance?
…
…
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
12. 12
Balanced scorecard
Strategic Objective
Finance
What do we want to achieve in
finance?
Customers
How can we satisfy our
customers’ needs?
Internal Processes
In which processes do we need
to excel?
Learning and Development
How can we remain flexible and
able to improve?
• …
• …
• …
• …
• …
• …
• …
• …
• …
• …
• …
• …
KPI
• …
• …
• …
• …
• …
• …
• …
• …
• …
• …
• …
• …
Target
• …
• …
• …
• …
• …
• …
• …
• …
• …
• …
• …
• …
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
13. 13
Balanced scorecard
Strategic Objective KPIs
Frequency of
Evaluation
Responsibility for
Data Maintenance
Recipient of
Reports
…
…
…
…
…
…
…
…
…
…
…
…
…
…
…
…
…
…
…
…
…
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
14. 14
Total 100% … %
Perspective Strategic Objective KPI Weighting
Frequency
of Survey
Comp.
Year 2004
Pres. Year
2005
Ongoing
Pres. Year
2005 Ex-
trapolated
2005
Target
2006
Target
Extrapol.
in % of
Target
Ongoing
in % of
Target
Finance … … ... … … … … … … …% …%
Learning and
development
… … ... … … … … … … …% …%
Internal
processes
… … ... … … … … … … …% …%
Customers … … ... … … … … … … …% …%
Balanced scorecard
y yearly
hy twice a year
q quarterly
m monthly
Target
achievement
…%
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
15. 15
Balanced scorecard
Vision
Financial Perspective
• …
• If we are successful, how do
out shareholders know?
Customer Perspective
• …
• How should I see the
customer to achieve the
vision?
Internal Perspective
• …
• Which processes do I need
to optimize to satisfy the
customers?
Learning and Development
• …
• How should I enhance my
organization to achieve the
vision?
…
…
…
…
…
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
16. 16
About This Preview Document
This document is just a preview. The full toolkit has 350+ slides and covers 51
unique business frameworks. You can preview and download the full document here:
https://flevy.com/browse/document/complete-business-frameworks-644
This document will showcase sample slides from a handful of the 51 frameworks.
18. 18
Blue Ocean Strategy is growth strategy framework focused on the idea of creating an uncontested market space--i.e. a
"blue ocean." This framework is very innovative, as its principles challenge the traditional business strategy principles of
fighting competitors head-on.
Traditional business strategy is based on Michael Porter’s teachings of developing a sustaintable Competitive
Advantage over other players in the market.
The Blue Ocean Strategy framework evolved from a framework called Value Innovation developed by Gemini
Consulting (now Capgemini Consulting) in the late 90s.
Blue Ocean Strategy – introduction
What It Is
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
19. 19
The modern strategy thinking of Blue Ocean Strategy focuses on enabling
innovation, value creation, and effective execution
Growth Focus
Source: C. Kim, R. Mauborgne, Harvard Business Review (1997).
Value Identification
Value Creation
Effective Execution
• Start with customer needs
• Look beyond traditional
markets, industries and
competitors
• Create multi-horizon
portfolio
• Develop growth platforms
for “market mining”
• Understand what the
customer values
• Prioritize initiatives
Growth Platform
Consumer
Need
Market
Trends
Value
• Select and develop
growth option
• Align operating model to
deliver value and fair
value Concept Execution
• Venture Launch
• Organizational alignment
• Funding / Resource
Allocation
• Measurements
• Accountability
Sustainable Growth
Structure
• Infrastructure
• Culture
• Alliance Management
• M&A
Eliminate Reduce Raise Create
Costs
Value
Value
Innovation
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
20. 20
Modern thinking moves away from a traditional focus on competition to
“blue oceans” of opportunity
Source: C. Kim, R. Mauborgne, Harvard Business Review (1997).
Traditional Thinking Modern Thinking
Industry
Industry conditions are given – compete in
existing market space
Industry conditions can be shaped – create
uncontested market space
Strategy
Companies must build competitive
advantages to beat competition
Make competition irrelevant
Market
Exploit existing demand Create and capture new demand
Resources
Make the value-cost trade-off Break the value-cost trade-off
Organization
Align the whole system of a firm’s activities
with its strategic choice of differentiation or
low cost
Align the whole system of a firm’s activities in
pursuit of differentiation and low cost
Offerings
Maximizing the offering’s value within industry
boundaries
Offering buyers the total solution that
transcends the industry
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
21. 21
Building a new value curve is at the heart of Blue Ocean Strategy
Source: C. Kim, R. Mauborgne, Harvard Business Review (1997).
Which of the attributes
that our industry takes
for granted should be
eliminated?
Which attributes
should be reduced
well below the
industry’s standards?
Which attributes should
be raised well above the
industry’s standards?
Which attributes should
be created that the
industry has never
offered?
Evolution of Value Curves
Eliminate
Value
Innovator
Value
+
-
Reduce Raise Create
Traditionals
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
22. 22
Value Curve – template
Source: Blue Ocean Strategy, Kim and Mauborgne
Insert bumper – takeaway statement.
Eliminate Reduce Raise Create
Company
Value
+
_
Competition
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
24. 24
The Fiaccabrino Selection Process is a powerful methodology for interviewing and screening the best people for your
organization. The objective is to select those people who will be the highest performers with the lowest turnover.
The methodology was developed by Charles Fiaccabrino, a sales executive who helped grow Roche Diagnostics from
its onset to a multi-billion dollar company. He worked at Roche for 22 years, where each year, he was the top sales
performer each year. During his career at Roche, he earned the Presidents Achievement Award 20 times and was
known internally as “Mr. Roche.” He credits much of his success to his ability to build a winning team, which he later
condensed in this methodology.
In most sales organizations, your top 20% sales performers generate 80% of the revenues. The question is, why are
the other 80% hired? What would happen if sales managers hired sales people who were more like the top 20% and
less like the bottom 80%? The result is your sales would significantly multiply and your sales turnover will also drop.
This framework teaches you how to identify the top 20% sales performers--the best of the best.
The core of the framework is to understand 16 critical Humanistic Attributes. In order for candidate to be hired, he or
she must excel across all 16 of the Humanistic Attributes.
While the genesis of this framework is within a salesperson or sales manager context, it can be applied to a variety of
other fields (e.g. marketing, research, pharmacist).
Fiaccabrino Selection Process – introduction
What It Is
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
25. 25
16 Humanistic Attributes - overview
The basis of this methodology is to evaluate our candidate across 16 humanistic attributes, as listed below. A
successful candidate must excel across each of these attributes.
With the exception of the last attribute, Behavioral Quadrant, each attribute can be numerically scored on a 10
point scale. For the Behavioral Quadrant attribute, the candidate is categorized into one of 4 behavior
buckets.
INTELLIGENCE ORGANIZATION AND PLANNING
ABILITY TO RELATE TO
CONCEPTS
COMPETITIVENESS
AND DRIVE
HONESTY AND INTEGRITY
VERBALIZATION AND
COMMUNICATION
VALUES SYSTEM ENERGY LEVEL
FLEXIBILITY OF THOUGHT
PROCESS
SUCCESS FACTORS LEADERSHIP TEAM ORIENTATION
EMPATHY WORK ETHIC LOYALTY [EXPRESSED] BEHAVIORAL QUADRANT [Q4]
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
26. 26
Behavioral Quadrant analysis
• The last of the 16 Humanistic Attributes seeks to evaluate what behavioral model the candidate falls under.
• There are 4 basic behavior quadrants:
• Dominant Hostile [Q1]
• Dominant Warm [Q4]
• Submissive Hostile [Q2]
• Submissive Warm [Q3]
• For the sake of brevity, as part of my humanistic attributes
evaluation, perhaps the crowning aspect of the entire process
is the evaluation of the behavioral quadrants as it relates to
the candidate.
• The candidate must be perceived by the
evaluation process as a definitive Q4 or Dominant Warm
individual.
• Without this designation, the candidate is rejected.
DOMINANT
HOSTILE
[Q1]
SUBMISSIVE
HOSTILE
[Q2]
DOMINANT
WARM
[Q4]
SUBMISSIVE
WARM
[Q3]
BEHAVIORAL QUADRANT
Dominant
Submissive
Hostile Warm
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
27. 27
It is important to understand how to translate one’s evaluation of the
candidate to a numerical score on the 10-point scale
There are a number of interpretive uses of the 10-point scale. The most obvious is of course the clear cut
comparative use in evaluating more than one candidate for a particular position. By comparing the graphs of
each candidate, the evaluator has another specific set of attribute parameters to refer to in the decision
making process.
Below, let's review the actual numbers and what they mean.
5 6 7 8 1098.5
10-POINT SCALE
• Let’s start with #5.
• This score indicates "meets
standards." Candidates that achieve
that evaluation can be considered
qualified, but to what extent and are
these candidates "the best of the
best?"
• In my set of circumstances, these
candidates do not meet my
expectations and are therefore not
considered.
• What about numbers 6, 7, and 8?
• As the hiring manager makes these
evaluations, they should be noted and
can be stored for future reference.
• Again, based upon my overall
experience, any number less than an 8.5
score would not be considered.
• Let us now consider a
score of 8.5 and greater.
• Looking back on historical
perspectives, candidates
scoring in the 8.5 to 10.0
range are the very best and
therefore designated the "best
of the best."
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
28. 28
Sometimes, the difference between each candidate can be marginal—and
sometimes, there may only be a single candidate to evaluate
As we consider candidates in this high level area, the difference between each is usually marginal. The graph can help
to determine the most qualified by virtue of this system when the evaluator can only select one of the two to three
candidates. At this high level of virtually marginal differences between candidates, it is usually true that any one of the
three finalists can be selected for the position with the same potential for success.
This situation might be analogous to the final contest at an Olympic event where tenths of seconds separate the gold,
silver, and bronze finalists. In hiring the best of the best, one would tend to select the gold medal winner and why not.
But, let's not forget that the silver and bronze winners are at the virtually same level of the champion with the potential
to be number one at the next event.
Clearly, sales and sales management are a science and the foregoing is in my judgment analogous to that
with one additional caveat. Its implementation is an Art.
Learning the science of the system is not difficult. The art form is in its implementation. It takes practice, perception,
sensitivity, and the ability to ask the best question—and to learn and understand through the power of listening.
Not all positions require two to three candidates to evaluate and that is optional as it relates to the hiring manager.
For example, understanding and with prior positive evaluation results, there might come a time when the hiring
manager has only one candidate to evaluate. Because of a full understanding and success in using the system, should
the one candidate be at the 'best of the best" level, there is very little reason to look further if that is the decision of the
manager/leader.
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
29. 29
Worksheet:
Candidate:
§ Intelligence
§ Organization and Planning
§ Ability to Relate to Concepts
§ Competition and Drive
§ Honesty and Integrity
§ Verbalization and Communication
§ Values System
§ Energy Level
§ Flexibility of Thought Process
§ Success Factors
§ Leadership
§ Team Orientation
§ Empathy
§ Work Ethic
§ Loyalty [Expressed]
§ Behavioral Quadrant [Q4]
5.0 8.5 10.0
Q1 Q2 Q3 Q4
Legend: 5.0 Meets standards
8.5+ “best of the best” and considered qualified for consideration
Notes and comments: It is important to make notes and comments, which
can aid in the selection process. Also, the grid system allows for a
comparative evaluation of candidates.
NOTES
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
30. 30
About This Preview Document
This document is just a preview. The full toolkit has 350+ slides and covers 51
unique business frameworks. You can preview and download the full document here:
https://flevy.com/browse/document/complete-business-frameworks-644
This document will showcase sample slides from a handful of the 51 frameworks.
32. 32
The McKinsey 7-S Model is a business framework used to evaluate organizational effectiveness. The basic premise of
the model is that there are seven internal, interrelated aspects of an organization that need to be aligned for the
organization to be successful.
This framework can be used to understand our organization and leverage it to maximize efficiency and profitability. It
can also be used in situations where an alignment perspective is useful. The scope of these situations doesn’t
matter—for instance, it can be applied to elements of a project or of a team.
The 7-S Model was developed by two McKinsey consultants, Tom Peters and Robert Waterman.
McKinsey 7-S Model – introduction
What It Is
Structure
Systems
Style
Staff
Skills
Strategy
Shared
Values
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
33. 33
This diagram is the typical presentation of the McKinsey 7-S Model
We must act on all S’s in parallel—as all S’s are interrelated and must align equally.
Structure
Systems
Style
Staff
Skills
Strategy
Shared
Values
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
34. 34
Shared Values is centrally located, because all others elements stem and
evolve from it
Structure
Systems
Style
Staff
Skills
Strategy
Shared
Values
• Placing Shared Values in the
middle of the model emphasizes
that these values are central to the
development of all other critical
elements
• The company's structure, strategy,
systems, style, staff and skills all
stem from why the organization
was originally created, and what it
stands for
• The original vision of the company
was formed from the values of the
founders--as these Shared Values
evolve, so do all the other
elements
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
35. 35
1
These seven elements are categorized into so-called Hard S’s and Soft S’s
Hard vs. Soft Elements
Structure
Systems
Style
Staff
Skills
Strategy
Shared
Values
HARD ELEMENTS
• Hard elements are Strategy, Structure, Systems
• They are feasible and easily identified
• These elements are also easier to change than
soft elements
• They can be found in strategy statements,
corporate plans, organizational charts, and
other business documents
SOFT ELEMENTS
• Soft elements are Shared Values, Skills, Staff,
and Style
• These are harder to change directly and usually
take longer to change
• They are harder to describe, since capabilities,
values, and elements of corporate culture and
continually evolving
• These elements are highly determined by the
employees of the organization
HARD ELEMENTS
SOFT ELEMENTS
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
36. 36
When conducting 7-S analysis, it’s best to use an iterative approach
starting with Shared Values, followed by hard S’s, and then soft S’s
Approach
Start with your Shared Values.
Are they consistent with your structure, strategy, and systems? If not, what needs to change?
Next, look at the hard elements.
How well does each one support the others? Identify where changes need to be made.
Then, evaluate the other soft elements.
Do they support the desired hard elements? Do they support one another? If not, what needs to change?
As you adjust and align the elements, you will need to use an iterative and typically time-consuming
process of making adjustments; and then reanalyzing how that impacts other elements and their
alignments.
1
2
3
4
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
37. 37
McKinsey 7-S – template
Structure
Systems
Style
Staff
Skills
Strategy
Shared
Values
Hard S
Soft S
Insert kicker.
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
38. 38
McKinsey 7-S – current state template
Shared
Values
Strategy Structure Systems Style Staff Skills
Shared
Values
Strategy
Structure
Systems
Style
Staff
Skills
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
40. 40
Portfolio strategies
Strategic planning
Derivation of
Norm Strategies
Analyze portfolio
Determine target system of company
Evaluate as-is portfolio
Develop target portfolio
Derive measures and control progress
1
2
3
4
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
41. 41
Portfolio strategies
Strategic planning
Question marks
• Selection of business units rich of
opportunities
• Investment strategy, when market
share can be significantly increased
by employing resources
• Otherwise, disinvestment
Stars
• Growth strategies
• Investments in ensuring the
competitive advantages, aiming at
confirming the own market
leadership via competitive barriers
Poor dogs
• Consistent disinvestment strategy
• Fastest possible withdrawal from
stagnating markets to employ capital
in a more effective fashion
Cash cows
• Absorption strategy
• Low direct reinvestments
• Transfer of generated funds to
finance Question Marks and Stars
Relative market share
Marketgrowth
– +
+
–
Market share/ market growth portfolio norm strategies (BCG)
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
42. 42
Portfolio strategies
Strategic planning – example
Question marks Stars
Poor dogs Cash cows
Relative market share
Marketgrowth
– +
+
–
Dis-
investment
Dis-
investment
Dis-
investment
= as-is position of business unit
= target position of business unit
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
43. 43
Portfolio strategies
Strategic planning – template
Question marks Stars
Poor dogs Cash cows
Relative market share
Marketgrowth
– +
+
–
= as-is position of business unit
= target position of business unit
= failure path
= success path
= market dynamics
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
44. 44
Portfolio strategies
Strategic planning
Selection
Selective growth/
investment
Growth and
investment
Absorption/
disinvestment
Selection
Selective
growth/
investment
Disinvestment
Absorption/
disinvestment
Selection
low middle high
lowmiddlehigh
Competitive strength
Industryattractiveness
• Attractive
markets with
profit potential
• Gone
competitors
• Attractive
industry = high
growth rates
• High capital
need
• High competi-
tiveness
• Neutral
conditions
• No specific
opportunities
• No specific
strengths
• Saturated
markets
• Insignificant
market
presence
• Poor prospects
of success
• Predominance
on weak
market
• High influence
of own actions
low middle high
lowmiddlehigh
Competitive strength
Industryattractiveness
Implications Norm strategies
Market attractiveness/ competitive strengths portfolio norm strategies (McKinsey)
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
45. 45
Portfolio strategies
Strategic planning – template
… … …
… … …
… … …
low middle high
lowmiddlehighCompetitive strength
Industryattractiveness
Market attractiveness/ competitive strengths portfolio
norm strategies (McKinsey)
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
46. 46
About This Preview Document
This document is just a preview. The full toolkit has 350+ slides and covers 51
unique business frameworks. You can preview and download the full document here:
https://flevy.com/browse/document/complete-business-frameworks-644
This document will showcase sample slides from a handful of the 51 frameworks.
48. 48
Based on the age of a product category, predicts
how sales will develop
Distinguishes five stages of development:
– Introduction
– Growth
– Maturity
– Saturation
– Decline/termination
Length of time in each period varies tremendously:
– Some products have very short cycles, others take
decades or even centuries to go through the cycle
Growth is still possible in mature categories, but
typically will require greater investment or greater
creativity than in less mature categories
Product life cycle – introduction
Phases of sales
growth
Phases of sales
decline
What It Is Why We Use It
Strengths:
– Most useful as one of several sources of
evidence, e.g. with conjoint analysis
Limitations:
– Any prediction is tricky
– Companies can affect the shape of the growth
curve through product innovation and
repositioning
Strengths & Limitations
Predict sales growth, and associated customer
and competitor behaviours
Prescribe appropriate marketing strategy
Assess strengths/weaknesses of product
portfolio
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
49. 49
Product life cycle – how to use it
Establish if the concept is
applicable
Predict how sales will develop
Predict the timing of future
developments
Look to the category’s past
behaviour and compare with
similar products
Look out for:
– Technology shifts
– Lead markets
– Substitute products
– Telecoms/e-commerce
It is important to predict the
highest level that sales will
reach, e.g. for a household
appliance the simplified
formula might be:
Annual Sales =
(Number of new
households) x (percentage who
will buy) +
(Number of existing
owners) x (percentage who
replace each year)
The uptake percentage must be
established using:
– Customer surveys
– Industry forecasting models
where available
Data required:
– Sales figures/timeframe:
• Either actual past/current
sales
• Or forecasted figures
Use statistical/graphical analysis:
Plot past category sales data in a
spreadsheet, in such a way that a
long term pattern is easily shown
Use strategic/judgmental analysis:
– Use the theoretical curve to
evaluate where the category
stands
Consider use of conjoint analysis
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
50. 50
Product life cycle – illustrative output
Household Durables in Early 1970s
Time
Saturation/Sales
Introduction
Introduction Growth Maturity Saturation
Decline/
Termination
Compactor
Dishwasher
Colour TV
Room A/C
Automatic Washers
Freezers
Refrigerators
Ranges & Ovens
B&W TV
Wringer
Adoption
Innovators
2.5%
Early
Majority
34%
Late
Majority
34%
Laggards
16%
Early Adopters
13.5%
Source: Mac Group Core Practice Manual.
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
51. 51
Product life cycle – potential insight
Typical Insight Provided by Product Life Cycle Analysis (1 of 2)
Buyers and
Buyer
Behaviour
Introduction
• High-income purchaser
• Buyer inertia
• Buyers must be convinced
to try the product
Growth
• Widening buyer groups
uneven quality
Maturity
• Mass market
• Saturation
• Repeat buying
• Choosing among brands is the rule
Decline
• Customers are
sophisticated
buyers of the
product
Products and
Product
Change
• Poor quality
• Product design and
development key
• Many different product
variations; no standards
• Frequent design changes
• Basic product designs
• Products have
technical and
performance
differentiation
• Reliability key for
complex products
• Competitive product
improvements
• Good quality
• Superior quality
• Less product differentiation
• Standardisation
• Less rapid product changes—more minor annual
model changes
• Trade-ins become significant
• Little product
differentiation
• Spotty product
quality
Marketing • Very high advertising/sales
(a/s)
• Creaming prices strategy
• High marketing costs
• High advertising, but
lower percent of sales
than introductory
• Most promotion of
ethical drugs
• Advertising and
distribution key for
non-technical products
• Market segmentation
• Efforts to extend life cycle
• Broaden line
• Service and deals more prevalent
• Packaging important
• Advertising competition
• Lower a/s
• Low a/s and
other
marketing
Manufacturing
and
Distribution
• Over capacity
• Short production runs
• High skilled-labour content
• High production costs
• Specialised channels
• Under capacity
• Shift toward mass
production
• Scramble for
distribution
• Mass channels
• Some over capacity
• Optimum capacity
• Increasing stability of manufacturing process
• Lower labour skills
• Long production runs with stable techniques
• Distribution channels pare down their lines to improve
their margins
• High physical distribution costs due to broad lines
• Mass channels
• Substantial
over capacity
• Mass
production
• Speciality
channels
Source: M.E. Porter, Competitive Strategy, 1980, pp. 159–161.
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
52. 52
Product life cycle – potential insight (cont.)
R&D
Introduction
• Changing production
Growth Maturity Decline
Foreign Trade • Some exports • Significant exports
• Few imports
• Falling exports
• Significant imports
• No exports
• Significant imports
Overall
Strategy
• Best period to increase
market share
• R&D engineering are
key functions
• Practical to change
price or quality image
• Marketing the key
function
• Bad time to increase market share
particularly if low-share company
• Having competitive costs becomes key
• Bad time to change price image or
quality image
• “Marketing effectiveness” keys
• Cost control key
Competition • Few companies • Entry
• Many competitors
• Lots or mergers and
casualties
• Price competition
• Shakeout
• Increase in private brands
• Exits
• Fewer competitions
Risk • High risk • Risks can be taken
here because growth
covers them up
• Cyclically sets in
Margins and
Profits
• High prices and
margins
• Low profits
• Price elasticity to
individual seller not as
great as in maturity
• High profits
• Highest profits
• Fairly high prices
• Lower prices than
introductory phase
• Recession resistant
• High P/Es
• Good acquisition
climate
• Falling prices
• Lower profits/lower margins
• Lower dealer margins
• Increased stability of market shares
and price structure
• Poor acquisition climate:
–Tough to sell companies
• Lowest prices and margins
• Low prices and
margins
• Falling prices
• Prices might rise in
late decline
Source: M.E. Porter, Competitive Strategy, 1980, pp. 159–161.
Typical Insight Provided by Product Life Cycle Analysis (2 of 2)
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
53. 53
Product life cycle – top tips
Hints and Pitfalls
Data Sources
Related Analytics
Market surveys, Nielsen databases for:
– Benchmarks against similar products
– Consumer take up
– Segment sales
Client sales data
Do:
– When creating the curve, beware of seasonal, non-recurring sources of fluctuations:
• May be necessary to smooth those fluctuations
– Ensure you understand if life cycle of a product has been extended by line
extensions/modifications
Don’t:
– Ignore version change
Key purchase criteria and comb analysis
Needs-based segmentation
Product portfolio analysis
Scenario modeling
This document is a partial preview. Full document can be found here:
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Find similar business frameworks here: http://flevy.com/business-frameworks
54. 54
You can download a Strategy Development Discussion deck for free from
Flevy.com
PARTIAL PREVIEW
Download a Strategy Development Discussion Deck
for Free here:
http://flevy.com/share
DESCRIPTION
• This is a discussion deck template for a
corporate strategy development session.
• In this discussion, we go through a 2-prong
approach to growth and evaluate the merits of
various growth drivers.
• From the 2-prong approach, various scenarios
can be generated in the discussions and
dashboards are used to evaluate each
scenario.
55. 55
About This Preview Document
This document is just a preview. The full toolkit has 350+ slides and covers 51
unique business frameworks. You can preview and download the full document here:
https://flevy.com/browse/document/complete-business-frameworks-644
This document will showcase sample slides from a handful of the 51 frameworks.
56. 56
Flevy (www.flevy.com) is the marketplace
for premium documents. These
documents can range from Business
Frameworks to Financial Models to
PowerPoint Templates.
Flevy was founded under the principle that
companies waste a lot of time and money
recreating the same foundational business
documents. Our vision is for Flevy to
become a comprehensive knowledge base
of business documents. All organizations,
from startups to large enterprises, can use
Flevy— whether it's to jumpstart projects, to
find reference or comparison materials, or
just to learn.
Contact Us
Please contact us with any questions you may have
about our company.
• General Inquiries
support@flevy.com
• Media/PR
press@flevy.com
• Billing
billing@flevy.com