Internal analysis
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This document summarizes methods for conducting an internal analysis of an organization. It discusses frameworks for identifying areas to assess, including critical success factors, industry characteristics, and the value chain. Primary and support activities and core processes are examined. Quantitative methods like financial ratios, economic value added, and activity-based costing are outlined. Qualitative analysis of non-financial factors is also noted. The conclusion states that internal analysis along with external analysis helps formulate strategies by determining strengths and weaknesses.
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The document discusses several strategic planning models that can be used by organizations, including the Strategy Map, Balanced Scorecard, SWOT Analysis, PEST Analysis, Gap Planning, Blue Ocean Strategy, Porter's Five Forces, and VRIO Framework. It provides overview and examples of each model. The models can be used to analyze internal/external factors, identify goals and measures, compare current/desired states, explore new market opportunities, and evaluate competitive advantages. While each has strengths, the best model depends on an organization's specific context and needs.
13. strategic management
This document discusses strategic management and strategic planning processes. It begins by defining key terms like strategic management, strategy, and business models. It then outlines the six steps in the strategic management process: 1) identifying the organization's mission and goals, 2) external analysis, 3) internal analysis, 4) formulating strategies, 5) implementing strategies, and 6) evaluating results. It also describes three major corporate strategies - growth, stability, and renewal - and explains types of growth strategies like concentration, vertical/horizontal integration, and diversification. The BCG matrix and Porter's five forces model are introduced as tools for managing corporate strategies and assessing competitive advantage.
Guide to Business Planning
The Business Plan, The Business Planning Process, Strategic Planning, Analysing The Environment, Analysing The Firm, Industry And Competitor Analysis, Product And Portfolio Analysis, SWOT Analysis, Generating Strategic Options, Market Analysis And Strategy , Market Forecasting, The Operational Plan, Model The Business, Accounting Principles, Completing The Financial Statements, Reviewing The Financial Statements, Evaluating Strategic Options, Funding Issues, Risk Analysis, Presenting The Business Plan And Obtaining Approval, Implementing The Business Plan, Sayeed Alam, 9910479355
Schofield - Using Benchmarks to Accelerate Process Improvement
Schofield - Using Benchmarks to Accelerate Process ImprovementInternational Software Benchmarking Standards Group (ISBSG)
The document summarizes a presentation on using benchmarks to accelerate process improvement. The presentation discusses defining benchmarks and their benefits, providing examples of why cost and schedule data without quality metrics can be misleading. It emphasizes the need for meaningful size attributes and benchmark data to support process improvement. The presentation aims to provide insights into making measurements useful by focusing on the five C's of sizing measures.The role of finance in the strategic planning and decision-making process
The document discusses the role of finance in strategic planning and decision making. It outlines the strategic planning process, which includes creating a vision and mission statement, analyzing strengths/weaknesses/opportunities/threats, formulating a strategy, and implementing and monitoring the strategy. The balanced scorecard approach aligns strategy with financial goals in key areas like free cash flow, economic value added, asset management, profitability, growth, risk management, and tax optimization. Setting measurable financial goals in these areas helps ensure strategies are effectively implemented and monitored.
Cracking The Organisational Appraisal Code
By regularly assessing your performance and making necessary changes, your organisation can keep pace with the fast-paced business environment and continue to grow and thrive.
An organisational appraisal is critical to improved performance and growth. In today's ever-changing marketplace of ideas, an internal appraisal is an essential tool for continuous improvement that organisations can leverage to develop and implement effective change management strategies.
As a business leader, it is important that you regularly assess performance. As a result, your organisation can identify their competencies, and areas for improvement, implement changes to enhance its operations, and ultimately achieve success.
One of the critical benefits of organisational appraisal is that it provides companies with valuable insights into their strengths and weaknesses. They can use the information to make informed decisions about where to focus resources, how to improve processes, and how to attract and retain the best talent.
Whether it's a new product launch, a major restructuring, or a shift in the company's direction, a thorough appraisal process can help ensure that the changes you make are well-planned, well-executed, and well-received.
In this deck, you'll learn:
The procedures involved in organisation Appraisals
Effective organisational appraisal methods and techniques
How organisation Appraisals can be a vital tool in the success of an organisation.
How workplace effectiveness can be improved through organisation Appraisals
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- 1. SWOT- INTERNAL ANALYSIS PRESENTED BY- ANJALI RAI ROLL NO -07 MPMIR 3rd SEMESTER
- 2. INTERNAL ANALYSIS A review of organization’s strength and weakness Provides means of identifying the strengths to build on and the weaknesses to overcome in formulating strategies. A firm’s overall strengths and weaknesses and its ability to execute may be even more important than its environment in determining its performance.
- 3. FRAMEWORK FOR IDENTIFYING WHAT TO ASSESS CRITICAL SUCCESS FACTORS INDUSTRY CHARACTERSTICS COMPETETIVE POSITION GENERAL ENVIRONMENT ORGANIZATIONAL DEVELOPMENT THE VALUE CHAIN PRIMARY ACTIVITIES SUPPORT ACTIVITIES CORE PROCCESSES AND SYSTEMS PRIMARY PROCESS SUPPORT SYSTEM CONTROL SYSTEM
- 4. THE VALUE CHAIN FIRM’S INFRASTRUCTURE HRM TECHNOLOGY DEVELOPMENT PROCUREMENT INBOUND OPERATIONS OUTBOUND MARKETNG LOGISTICS LOGISTICS & SALES SERVICE PRIMARY ACTIVITIES SUPPORT ACTIVITIES
- 5. CORE PROCESSES AND SYSTEMS PRIMARY PROCESSES • Product development • Demand Management • Order Fulfilment SUPPORT SYSTEMS Capital resourcing Human resourcing Information resourcing CONTROL SYSTEMS
- 6. METHODS OF INTERNAL ANALYSIS 1. THE BALANCED SCORECARD Four perspectives for complete internal analysis- FINANCIAL CUSTOMER OPERATIONS •EVA •PROFITABILITY •GROWTH •DIFFERENTIATION •COST •QUICK RESPONSE •PRODUCT DEVELOPMENT •DEMAND MANAGEMENT •ORDER FULFILMENT •LEADERSHIP •ORGANIZATIONAL LEARNING •ABILITY TO CHANGE
- 7. 2. QUANTITATIVE ANALYSIS FINANCIAL QUANTITATIVE ANALYSIS There are four types of financial ratios- •PROFITABILITY RATIOS •LIQUIDITY RATIOS •LEVERAGE RATIOS •ACTIVITY RATIOS ECONOMIC VALUE ADDED ANALYSIS Three options for raising anticipated EVA- •Acquire capital from less expensive sources •Earn better return on invested capital •Use less capital
- 8. ACTIVITY -BASED COST ACCOUNTING •Investigating the activities that drive a firm’s cost and its strategy •Presents a clearer picture of where costs are incurred than that available from traditional accounting methods. NON-FINANCIAL QUANTITATIVE ANALYSIS •“The numbers” entail much more than financial accounting. • Examples-no. Of patents, employees turnover, customer complaints, absenteeism rate, no. Of new products etc.
- 9. 3. QUALITATIVE ANALYSIS • 80% of information a firm needs to make decisions is qualitative, and rest 20% is quantitative . •Example-employees morale and commitment, ability to learn from past mistakes, creativity and motivation, extent to which different parts of the organization share a common vision and work together as a team.
- 10. CONCLUSION Internal analysis along with external analysis plays an important role in formulating strategies. The different frameworks helps in determining the key attributes for internal analysis. And the different methods of internal analysis helps us in providing an overview of firm’s strength and weaknesses.
- 11. THANK YOU...