A successful business requires both a well developed strategy and the ability to execute on that strategy. Strategy without execution is merely theory. Many companies develop robust strategies, but fail at operationalizing their strategies into implementable steps.
This slideshare covers frameworks that deal with both sides—Strategy Development and Strategy Execution. In this presentation, we will discuss 12 business frameworks. For each framework, we will provide an overview, explain its proper usage, and highlight the analyses involved.
This slideshare will also provide references to more detailed documentation, guides, and methodologies if you would like more information.
The following business frameworks will be discussed:
Consolidation-Endgame Curve
Porter’s Five Forces
BCG Growth-Share Matrix
Marketing Mix (4/7 P’s)
Blue Ocean Strategy
SWOT Analysis
PEST Analysis
Product Lifecycle
Consumer Adoption Curve
Balanced Scorecard
Organizational Hurdles
Hoshin Kanri
Each framework is geared towards a specific type of analysis—pick and choose the best frameworks to use for your particular business problem.
Slides David Shoenberger recently used in his discussion w/ mentees of The Product Mentor.
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
This presentation will help you understand how to:
Develop short- mid- and long-term business, sales and marketing goals and related objectives
Prepare your corporate Mission and Vision statement
Understand brand positioning and its importance
Recognize ideal target clients
Determine competitive factors that affect your market position
Define the elements that will shape your marketing budget
Slides David Shoenberger recently used in his discussion w/ mentees of The Product Mentor.
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
This presentation will help you understand how to:
Develop short- mid- and long-term business, sales and marketing goals and related objectives
Prepare your corporate Mission and Vision statement
Understand brand positioning and its importance
Recognize ideal target clients
Determine competitive factors that affect your market position
Define the elements that will shape your marketing budget
This Slideshare presentations provides examples of Marketing Processes as they are found in Go-to-Market Templates provided by Four Quadrant at http://www.fourquadrant.com/products/
Included in the Powerpoint presentation are slides that cover:
Marketing Process - Go-to-Market Planning
Marketing Process - Demand Creation
Marketing Process - Demand Management
Marketing Process - Website Proposal
Marketing Process – Size of the Market
Marketing Process – Content Messaging
Marketing Process - Buyer Behavior Model
Marketing Process – Lead Follow-up
Marketing Process - Lead Rating Model
Marketing Process - Terminology & Roles
Marketing Process – Sales Conversion
Marketing Process - Compelling Sales Presentation
Marketing Process - Positioning Components
Marketing Process - Differentiation Worksheet
Marketing Process - Differentiation Summary
Marketing Process - Business Canvas
Marketing Process - Sales Process
Marketing Process - Partner Process
See more at Four Quadrant at http://www.fourquadrant.com/products/
Download the Sales Strategy Template
fourquadrant.com/product/strategic-account-plan-template/
Sales Strategy Template - The outline for s sales strategy plan should include an assessment of the customer’s business, opportunities that are prioritized, a summary of the team’s capabilities, an evaluation of relationships and a sales action plan.
Strategic Market Planning - Assessing a customer’s business is a fundamental element of strategic market planning. Start with a basic SWOT and then drill down to develop value statements that specific to specific business initiatives.
Sales Strategy Plan - The sales strategy plan should be centered around the opportunity area that provides high value to both the account and the vendor. Other opportunities may exist but win / win’s are the best possible outcome.
Marketing & Sales Strategy - Document the sales strategies and capabilities required to penetrate and or expand into the account.
Sales Tactics - The identification of key customer contacts required to advance the strategic and tactical aspects of the sales are key sales tactics. Formalize the collection of this information for the entire account team to leverage.
Market Development Strategy - The market development strategy must document the tangible, objective, quantitative measures of success. These sales metrics are typically expressed as subscription, bookings or revenue.
Download the Sales Strategy Template
fourquadrant.com/product/strategic-account-plan-template/
Developing Your Go to Market Strategy - For Startup Founders & EntrepreneursAdam Moalla
How to think about your new business go to market strategy?
In my accelerators mentoring sessions, I try to bring all the knowledge I have built in the last 10 years into a 30min presentation, aiming to inspire entrepreneurs and startups founders and give them hints and tips on how to think and develop their go to market strategy as an essential part of successfully launching and growing their business idea.
These slides are by no mean a go-to-market strategy template but rather an elaboration on the different aspects of what constructs the process of building the sales and marketing activities of a new business.
The slides touch the following topics:
Things that you can control for your idea to be successful
Re-thinking your new business KPIs
Analysing the market objectively
Identifying target customers
Defining the "Minimum Viable Sales Process"
Widening the marketing activities
Tracking and optimisation
The Go-To-Market framework is a related set of activities and processes that connect the company’s product strategy to the customer experience. The Go-To-Market framework is cross-functional, spanning product management, product marketing, and sales. It is a strategy and requires operational efficiency.
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.
2019 may feel far away, but now is the perfect time to start planning for it. Join Joe Gelata, VP of Business Operations at Axonify, as he discusses strategies for:
- Capacity planning
- Building predictive funnel models
- Target setting
- Territory development
- Rep compensation
Whether you do these yourself or work with Sales Ops, it’s important to understand each in order to setup your team for success next year. Joe will discuss high-level strategy and tactical execution of each component including how it can be done, things to consider, pitfalls to avoid, and how to align with the rest of your organization.
A Go to Market Strategy is a strategic plan that organizations use to outline how they will bring a new product, service, or business model to market. This strategy is created with the intention of attaining competitive advantage in the industry by improving the overall product experience of the customer (e.g., reasonable price, high quality materials, etc.). While creating an enticing value proposition is a commonly used strategic plan of organizations, the Go to Market Strategy is unique in that it specifically highlights how the company will use internal and external resources to differentiate and establish itself to succeed in a new market segment or geography.
Fill out the template on the next page with ideas related to your Go to Market Strategy.
Monthly Marketing Report Complete Powerpoint Deck With SlidesSlideTeam
"You can download this product from SlideTeam.net"
A marketing report PPT slide show having balanced text with innovative original template themes is hard to conceptualize. Bearing this in mind here we have come up with a pre made PPT model for marketing agencies to highlight significant sales activities of last month. Furthermore, our PPT example helps to cast spotlight on the marketing plans for the forthcoming month. Best part is that you can use this PowerPoint show to share business as well as market information with your front managers. In addition, with help of our PPT sample you can give recommendation to your employees for future planning of market strategy. Apart from this, using our marketing report template it is pretty simple to lay emphasis on competitors strategic planning. Finally, to make it easier for you this presentation deck comprises of slide templates like sales performance reporting, key financials, website performance review, product wise performance, monthly pipeline and so on. So get started now by simply downloading our monthly marketing report complete PowerPoint slide deck. Insist on the issue being considered with our Monthly Marketing Report Complete Powerpoint Deck With Slides. Give every element due importance. https://bit.ly/3dEcSYI
OKRs: Objectives and Key Results, the basicsnikos batsios
A workshop on understanding the basics on using OKRs for your organisation. Ericsson's High Performing Team Environment (HTE) network Learnathon (learning marathon), February 2015.
Success in the Cloud requires 3 things:
1) A Compelling Value Proposition
2) Creating Competitive Separation
3) Strategy vs Execution. Making it happen requires execution
Although we have been using Agile mindset and processes tactically, when it comes to strategy and goal setting the waterfall command&control mindset is still the norm.
Most organizations are still using an annual, waterfall, top-down process to create a static set of goals that conflicts directly with Agile. The process is even called "cascading goals" - you can't get more waterfall than that.
This Slideshare presentations provides examples of Marketing Processes as they are found in Go-to-Market Templates provided by Four Quadrant at http://www.fourquadrant.com/products/
Included in the Powerpoint presentation are slides that cover:
Marketing Process - Go-to-Market Planning
Marketing Process - Demand Creation
Marketing Process - Demand Management
Marketing Process - Website Proposal
Marketing Process – Size of the Market
Marketing Process – Content Messaging
Marketing Process - Buyer Behavior Model
Marketing Process – Lead Follow-up
Marketing Process - Lead Rating Model
Marketing Process - Terminology & Roles
Marketing Process – Sales Conversion
Marketing Process - Compelling Sales Presentation
Marketing Process - Positioning Components
Marketing Process - Differentiation Worksheet
Marketing Process - Differentiation Summary
Marketing Process - Business Canvas
Marketing Process - Sales Process
Marketing Process - Partner Process
See more at Four Quadrant at http://www.fourquadrant.com/products/
Download the Sales Strategy Template
fourquadrant.com/product/strategic-account-plan-template/
Sales Strategy Template - The outline for s sales strategy plan should include an assessment of the customer’s business, opportunities that are prioritized, a summary of the team’s capabilities, an evaluation of relationships and a sales action plan.
Strategic Market Planning - Assessing a customer’s business is a fundamental element of strategic market planning. Start with a basic SWOT and then drill down to develop value statements that specific to specific business initiatives.
Sales Strategy Plan - The sales strategy plan should be centered around the opportunity area that provides high value to both the account and the vendor. Other opportunities may exist but win / win’s are the best possible outcome.
Marketing & Sales Strategy - Document the sales strategies and capabilities required to penetrate and or expand into the account.
Sales Tactics - The identification of key customer contacts required to advance the strategic and tactical aspects of the sales are key sales tactics. Formalize the collection of this information for the entire account team to leverage.
Market Development Strategy - The market development strategy must document the tangible, objective, quantitative measures of success. These sales metrics are typically expressed as subscription, bookings or revenue.
Download the Sales Strategy Template
fourquadrant.com/product/strategic-account-plan-template/
Developing Your Go to Market Strategy - For Startup Founders & EntrepreneursAdam Moalla
How to think about your new business go to market strategy?
In my accelerators mentoring sessions, I try to bring all the knowledge I have built in the last 10 years into a 30min presentation, aiming to inspire entrepreneurs and startups founders and give them hints and tips on how to think and develop their go to market strategy as an essential part of successfully launching and growing their business idea.
These slides are by no mean a go-to-market strategy template but rather an elaboration on the different aspects of what constructs the process of building the sales and marketing activities of a new business.
The slides touch the following topics:
Things that you can control for your idea to be successful
Re-thinking your new business KPIs
Analysing the market objectively
Identifying target customers
Defining the "Minimum Viable Sales Process"
Widening the marketing activities
Tracking and optimisation
The Go-To-Market framework is a related set of activities and processes that connect the company’s product strategy to the customer experience. The Go-To-Market framework is cross-functional, spanning product management, product marketing, and sales. It is a strategy and requires operational efficiency.
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.
2019 may feel far away, but now is the perfect time to start planning for it. Join Joe Gelata, VP of Business Operations at Axonify, as he discusses strategies for:
- Capacity planning
- Building predictive funnel models
- Target setting
- Territory development
- Rep compensation
Whether you do these yourself or work with Sales Ops, it’s important to understand each in order to setup your team for success next year. Joe will discuss high-level strategy and tactical execution of each component including how it can be done, things to consider, pitfalls to avoid, and how to align with the rest of your organization.
A Go to Market Strategy is a strategic plan that organizations use to outline how they will bring a new product, service, or business model to market. This strategy is created with the intention of attaining competitive advantage in the industry by improving the overall product experience of the customer (e.g., reasonable price, high quality materials, etc.). While creating an enticing value proposition is a commonly used strategic plan of organizations, the Go to Market Strategy is unique in that it specifically highlights how the company will use internal and external resources to differentiate and establish itself to succeed in a new market segment or geography.
Fill out the template on the next page with ideas related to your Go to Market Strategy.
Monthly Marketing Report Complete Powerpoint Deck With SlidesSlideTeam
"You can download this product from SlideTeam.net"
A marketing report PPT slide show having balanced text with innovative original template themes is hard to conceptualize. Bearing this in mind here we have come up with a pre made PPT model for marketing agencies to highlight significant sales activities of last month. Furthermore, our PPT example helps to cast spotlight on the marketing plans for the forthcoming month. Best part is that you can use this PowerPoint show to share business as well as market information with your front managers. In addition, with help of our PPT sample you can give recommendation to your employees for future planning of market strategy. Apart from this, using our marketing report template it is pretty simple to lay emphasis on competitors strategic planning. Finally, to make it easier for you this presentation deck comprises of slide templates like sales performance reporting, key financials, website performance review, product wise performance, monthly pipeline and so on. So get started now by simply downloading our monthly marketing report complete PowerPoint slide deck. Insist on the issue being considered with our Monthly Marketing Report Complete Powerpoint Deck With Slides. Give every element due importance. https://bit.ly/3dEcSYI
OKRs: Objectives and Key Results, the basicsnikos batsios
A workshop on understanding the basics on using OKRs for your organisation. Ericsson's High Performing Team Environment (HTE) network Learnathon (learning marathon), February 2015.
Success in the Cloud requires 3 things:
1) A Compelling Value Proposition
2) Creating Competitive Separation
3) Strategy vs Execution. Making it happen requires execution
Although we have been using Agile mindset and processes tactically, when it comes to strategy and goal setting the waterfall command&control mindset is still the norm.
Most organizations are still using an annual, waterfall, top-down process to create a static set of goals that conflicts directly with Agile. The process is even called "cascading goals" - you can't get more waterfall than that.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/consolidation-endgame-curve-framework-201
The Consolidation Curve, or Endgame Curve, is a
framework based on the theory that all industries
consolidate and follow a similar course through the 4
stages of: Opening, Scale, Focus, and Balance &
Alliance. This framework is based on a study of
25,000 firms globally, representing 98% of the global
market cap, conducted by the strategy consulting firm AT Kearney. The Consolidation Curve shows that
merger actions and consolidation trends can be
predicted.
Using the Consolidation Curve as guidance, a business can strengthen its consolidation strategies and facilitate merger integrations. A niche player can also determine the appropriate niche strategy to use and when is the best time to be acquired.
Every major strategic and operational move should be evaluated with regard to the industry?s stage in the Consolidation Curve. Likewise, endgames positioning also offers a guide for portfolio optimization.
This document explains the framework in detail and includes case examples and PowerPoint templates. Topics include:
*Stages of Consolidation
*Growth strategy implications
*Stage impact on financials ( revenue growth, profitability)
*Stage impact on strategy and operations
*Stage impact on management/organization
*Value-Building Growth Matrix
*Niche strategies
More information: https://flevy.com/browse/flevypro/post-merger-integration-pmi-pre-merger-considerations-3941
The Post-merger Integration (PMI) process starts way before the actual M&A deal closure. During this period, Leadership needs to clearly define the goals of integration, the potential risks, and a layout for the execution of the actual integration process.
This framework provides a detailed synopsis of the 3 core considerations associated with M&A transactions. The period prior to obtaining regulatory approvals—and while Due Diligence is being done—is an excellent time for performing a thorough assessment of the 3 core pre-merger considerations:
1. Strategic Objectives
2. Organization & Culture
3. Takeover Approach
These core considerations assist in developing a systematic approach to undertaking a PMI. It is devoid of any "gut decisions" and ensures realization of synergies and value.
The slide deck also includes some slide templates for you to use in your own business presentations.
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/flevypro/customer-centric-organization-core-capabilities-part-i-3961
Today's customers are better informed, better connected, and more demanding that ever before. CEOs are now concerned about Customer Loyalty and they recognize that mastery of the customer agenda is essential. In fact, global leaders of successful organizations recognize that creating a customer-centric, digitally-transformed business is a top priority. In fact, Customer-centricity ceases to be a differentiator. It has become necessary for survival.
In this age of digital disruption, how can organizations engage customers, increase Customer Loyalty, and achieve profitable growth?
Almost every market is experiencing fundamental change. Consumer expectations have shifted and digital technologies are making the biggest impact on businesses large and small since the start of the information age. Ultimately, businesses need to navigate the challenges of digital disruption and find new ways to create economic value and drive growth.
This framework digs deep into what it takes to achieve Customer-centricity. In this Digital Age, there are 6 core capabilities organizations must have to be a customer-centric business.
1. Customer Strategy
2. Customer Experience (CX)
3. Sales & Service Transformation
4. Connected Enterprise
5. Data & Analytics
6. Digital Transformation
In this presentation, we discuss the first 2 capabilities in detail.
This deck also includes slide templates for you to use in your own business presentations.
More Information:
http://flevy.com/browse/flevypro/customer-centric-organization-core-capabilities-part-i-3961
Today's customers are better informed, better connected, and more demanding that ever before. CEOs are now concerned about Customer Loyalty and they recognize that mastery of the customer agenda is essential. In fact, global leaders of successful organizations recognize that creating a customer-centric, digitally-transformed business is a top priority. In fact, Customer-centricity ceases to be a differentiator. It has become necessary for survival.
In this age of digital disruption, how can organizations engage customers, increase Customer Loyalty, and achieve profitable growth?
Almost every market is experiencing fundamental change. Consumer expectations have shifted and digital technologies are making the biggest impact on businesses large and small since the start of the information age. Ultimately, businesses need to navigate the challenges of digital disruption and find new ways to create economic value and drive growth.
This framework digs deep into what it takes to achieve Customer-centricity. In this Digital Age, there are 6 core capabilities organizations must have to be a customer-centric business.
1. Customer Strategy
2. Customer Experience (CX)
3. Sales & Service Transformation
4. Connected Enterprise
5. Data & Analytics
6. Digital Transformation
In this presentation, we discuss the first 2 capabilities in detail.
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. If you cannot view the preview above this document description, go here to view the large preview instead.
Source: Customer-centric Organization: Core Capabilities (Part I) PowerPoint document
ABOUT FLEVYPRO
FlevyPro is a subscription service for on-demand business frameworks and analysis tools. FlevyPro subscribers receive access to an exclusive library of curated business documents—business framework primers, presentation templates, Lean Six Sigma tools, and more—among other exclusive benefits.
[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
More Information:
http://flevy.com/browse/flevypro/two-phases-of-business-transformation-2744
Transformation projects are common in organizations these days. They are becoming more pervasive, as markets become more turbulent and likewise market leadership becomes less durable. It may sound surprising then that about 75% of such efforts fail, based on research conducted by the Boston Consulting Group (BCG).
Based on this same study, BCG identified 2 phases that exist in all business transformation projects, which traverse through 4 stages:
1. Trigger
2. Operational Turnaround
3. New Strategy, Vision, or Business Model
4. Adaptive Innovation
Triggered by a performance or industry shift, the first phase is focuses on Cost Reduction. The second phase focuses on Growth and Innovation.
Other topics covered include the factors to long-term success (Turning the Page, Creating a New Vision, Foundational Innovation, Commitment, Imposed Distance, Adaptive Approach, Shots on Goal, Patients) and transformation traps (Early-Wins, Efficiency, Legacy, Proportionality, False Certainty, Persistency, Proximity).
Got a question about the product? Email us at flevypro@flevy.com. If you cannot view the preview above this document description, go here to view the large preview instead.
Source: Two Phases of Business Transformation PowerPoint document
ABOUT FLEVYPRO
FlevyPro is a subscription service for on-demand business frameworks and analysis tools. FlevyPro subscribers receive access to an exclusive library of curated business documents—business framework primers, presentation templates, Lean Six Sigma tools, and more—among other exclusive benefits.
More Information:
http://flevy.com/browse/flevypro/market-definition-and-value-chain-analysis-1696
Whereas "market" and "industry" are often used interchangeably, there are actually distinct terms with different meanings. An industry is comprised of a series of markets. This presentation is focused on market analysis.
This deck also explains a very popular business framework for market analysis called Value Chain Analysis and includes several illustrative examples.
Got a question about the product? Email us at flevypro@flevy.com. If you cannot view the preview above this document description, go here to view the large preview instead.
Source: Market Definition & Value Chain Analysis PowerPoint document
ABOUT FLEVYPRO
FlevyPro is a subscription service for on-demand business frameworks and analysis tools. FlevyPro subscribers receive access to an exclusive library of curated business documents—business framework primers, presentation templates, Lean Six Sigma tools, and more—among other exclusive benefits.
Simplified Corporate 1 page Strategy provides you with direction and focus.
Here is a process.
PESTEL Analysis:
Conduct a PESTEL analysis to assess the external macro-environmental factors that can impact your business. This includes political, economic, social, technological, environmental, and legal factors.
SWOT Analysis:
Utilize the insights gained from the PESTEL analysis to perform a SWOT analysis. Identify your organization's strengths, weaknesses, opportunities, and threats.
Porter's Five Forces Analysis:
Analyze your industry and market using Porter's Five Forces framework, which considers factors like competition, bargaining power of suppliers and buyers, threat of substitutes, and regulatory influence.
Competitive Analysis:
Conduct a competitive analysis to understand how your competitors operate and identify areas where you can differentiate your business.
SWOT Update:
Update your SWOT analysis with the insights from the Porter's Five Forces analysis and competitive analysis.
Business Model Canvas:
Review or prepare a Business Model Canvas, which outlines key components of your business model, including customer segments, value propositions, channels, revenue streams, etc.
Vision, Mission, and Core Values:
Define your organization's vision, mission, and core values, which provide a sense of purpose and direction.
Balanced Scorecard:
Create a Balanced Scorecard strategy focusing on four key perspectives: financial, customer, internal processes, and learning and growth.
Limit your key actions to 2 to 3 perspectives within these areas.
Define Key Performance Indicators (KPIs) and initiatives/projects for each perspective.
One-Page Strategy:
Combine all the insights and strategic elements from the previous steps into a concise one-page strategy document.
By following this process, you can develop a clear and comprehensive strategic plan for your organization. It ensures that you consider both external and internal factors, industry dynamics, competitive positioning, and the alignment of your strategy with your vision and core values.
This approach provides a holistic view of your business and helps you make informed strategic decisions.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/flevypro/innovation-driven-procurement-2961
DOCUMENT DESCRIPTION
Procurement is shifting from a traditional cost-cutting role towards a more strategic function, whereby it actively contributes to growth. With this shift, Innovation is beginning to play a more important role within Procurement. About 10% of mature Procurement organizations have already contributed significantly to their companies’ growth.
This framework focuses on how to transform Procurement into an Innovation-driven organization. In order for Procurement to truly embrace Innovation and support the Innovation Strategy, the Procurement Operating Model must be examined and adjusted accordingly.
We examine each of the 5 key dimensions in the Procurement function:
1. Strategy
2. Organization
3. Processes
4. People
5. Culture
Other topics discussed include Company DNA, Organizational Patterns, Agile Processes, the Supplier Selection Matrix, among other topics. This deck also includes a set of slide templates for you to use in your own business presentations.
Complete Business Frameworks Toolkit - Strategy, Marketing, Operations, Consu...Flevy.com Best Practices
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
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 “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.
More Information:
https://mark-bridges.medium.com/the-top-101-consulting-frameworks-of-2020-3b9be58ce18e
At the end of each year, we publish a list of the top 101 consulting frameworks from the FlevyPro Library. We add new frameworks to FlevyPro each week based on market trends (e.g. Digital Transformation, Customer-centric Design) and customer demand. (See the top 101 consulting frameworks of 2019.)
Business frameworks are powerful tools consultants leverage to address their clients’ business issues in an organized, thorough, and efficient fashion. Each of our framework guides is a detailed PowerPoint presentation that provides a structured approach to analyzing and solving a common business problem, from issues in Strategy Development to Digital Transformation to Leadership Development.
Got a question about this presentation? Email us at support@flevy.com.
More Information:
https://flevy.com/browse/business-document/six-sigma--statistical-process-control-spc-604
DOCUMENT DESCRIPTION
The Six Sigma - Statistical Process Control (SPC) Training Module includes:
1. MS PowerPoint Presentation including 136 slides covering
- Introduction to Statistical Process Thinking,
- Basic Statistics,
- Introduction to Statistical Process Control,
- Statistical Process Control Charts,
- Sample Size & Frequency,
- Out-of-Control Action Plan, and
- Process Control Plan.
2. MS Excel Confidence Interval Analysis Calculator making it really easy to calculate confidence intervals (mean value, standard deviation, capability indices, proportion, count) and perform a Comparison of two statistics (mean values, standard deviations, proportions, counts).
"After you have downloaded the training material, you can change any part of the training material and remove all logos and references to Operational Excellence Consulting. You can share the material with your colleagues and clients, and re-use it as you need. The only restriction is that you cannot publicly re-distribute, sell, rent or license the material as though it is your own. Thank you."
Got a question about this presentation? Email us at support@flevy.com.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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.
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.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
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.
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This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Introduction to Business Strategy Development & Strategy Execution
1. Flevy Business Primer
Introduction to Business Strategy
Development & Execution
This primer is available for free at http://flevy.com/strategy-frameworks
2. Flevy Business Primer
Introduction to Business Strategy
Development & Execution
A successful business requires both a well developed strategy and the ability to execute on that
strategy. Strategy without execution is merely theory. Many companies develop robust strategies,
but fail at operationalizing their strategies into implementable steps. This document introduces 12
powerful business frameworks for Strategy Development and Strategy Execution.
Consolidation-
Endgame Curve
STRATEGY DEVELOPMENT STRATEGY EXECUTION
Blue Ocean
Strategy
Marketing Mix
(4/7 P’s)
Porter’s Five
Forces SWOT Analysis Product Lifecycle
BCG Growth-Share
Matrix PEST Analysis Consumer Adoption Curve
1
2
3
4
5
6
7
8
9
Balanced
Scorecard
Organizational
Hurdles
Hoshin Kanri
10
11
12
This primer is available for free at http://flevy.com/strategy-frameworks
3. 3 3
Flevy (www.flevy.com) is the marketplace
for premium documents. These
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4. 4 4
Contents
Overview 5
Strategy Development Frameworks 7
Strategy Execution Frameworks 34
Summary 44
Appendix 50
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5. 5 5
Contents
Overview
Strategy Development Frameworks
Strategy Execution Frameworks
Summary
Appendix
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6. 6 6
Strategy without execution is merely theory—in this document, we will
discuss 12 frameworks on Strategy Development and Execution
Executive Summary
A successful business requires both a well developed strategy and the ability to execute on that strategy.
Strategy without execution is merely theory. Many companies develop robust strategies, but fail at operationalizing
their strategies into implementable steps.
This document covers frameworks that deal with both sides—Strategy Development and Strategy Execution.
In this presentation, we will discuss 12 business frameworks. For each framework, we will provide an overview,
explain its proper usage, and highlight the analyses involved.
This document will also provide references to more detailed documentation, guides, and methodologies if you would
like more information.
The following business frameworks will be discussed:
• Consolidation-Endgame Curve
• Porter’s Five Forces
• BCG Growth-Share Matrix
• Marketing Mix (4/7 P’s)
•Blue Ocean Strategy
•SWOT Analysis
•PEST Analysis
•Product Lifecycle
•Consumer Adoption Curve
•Balanced Scorecard
•Organizational Hurdles
•Hoshin Kanri
Each framework is geared towards a specific type of analysis—pick and choose the best
frameworks to use for your particular business problem.
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7. 7 7
Contents
Overview
Strategy Development Frameworks
Strategy Execution Frameworks
Summary
Appendix
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8. 8 8
In this section, we will cover 9 strategy frameworks—6 focus on external,
competitive factors, while 3 rely on internal strategies
Strategy Development Frameworks
Consolidation-Endgame
Curve
7
Blue Ocean Strategy Marketing Mix (4/7 P’s)
4
5
8
Porter’s Five Forces SWOT Analysis Product Lifecycle
6
9
BCG Growth-Share Matrix PEST Analysis Consumer Adoption Curve
These first 6 frameworks focus more on Industry and
Competitive Analysis—they are more externally focused.
These 3 frameworks are more Product
focused—and rely on more internal
strategies.
A well developed strategy should use at least 5 of the above analyses covering both
external and internal perspectives.
1
2
3
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9. Blue Ocean
Strategy Marketing Mix
9 9
1. Consolidation-Endgame Curve
Overview
Consolidation-
Endgame Curve
Porter’s Five
Forces SWOT Analysis Product
Lifecycle
BCG Matrix PEST Analysis Consumer
This framework not only helps us define a more informed corporate strategy, but also helps
define our organizational structure and the proper management team.
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Adoption Curve
• The Consolidation-Endgame Curve framework (also known as Consolidation Curve or Endgame Curve) is not a well
known framework, but is one that offers incredibly insights into market dynamics and competitive strategies.
• This framework was developed by the management consulting firm AT Kearney after they performed a study on 25,000
firms, representing 98% of the global market cap. The firm realizes that all industries go through the same 4-stage
lifecycle—Opening, Scale, Focus, Balance & Alliance.
• Across all industries, the same characteristics are exhibited at each stage of the Curve
• By appropriately identifying our stage and understanding the defining traits and behavior of our stage, we can better
understand and predict market and competitive behavior and trends. Every major strategic and operational move should
be evaluated with regard to the industry’s stage in the Consolidation Curve.
• On a more subtle note, the industry stage also governs what type of management and leadership works best for the
company. In other words, the management team in the Scale phase may not possess the right skills to run the company
at the Balance & Alliance stage.
10. 1. Consolidation-Endgame Curve
4 Stages of Consolidation
Consolidation-
Endgame Curve
Blue Ocean
Strategy Marketing Mix
Porter’s Five
Forces SWOT Analysis Product
Lifecycle
BCG Matrix PEST Analysis Consumer
Adoption Curve
Stage IV
BALANCE & ALLIANCE
Stage III
FOCUS
Stage II
SCALE
Stage I
OPENING
DESCRIPTION
COMBINED
SHARE OF TOP
3 PLAYERS
The industries operating in
the Opening stage include
newly deregulated
industries, startups, and
spin-off industries
New industry catalysts can
include new technology,
new regulation, new ideas,
and new consumer needs
There is little to no market
concentration at this point
In the Scale stage, major
players begin to emerge
and size begins to matter
—these players take the
lead in consolidation
Niche players begin to feel
pressure
Concentration rates can
be as high as 45% in
some industries
In the Focus stage,
successful players
continue to aggressively
outgrow competition
These companies focus—
meaning they extend their
core business and
eliminate secondary
business units
The supply and value
chains begin to be
streamlined
In the final stage,
consolidation rates reach
90%, so a few players
dominate each industry at
this point
Large companies form
alliances with each other,
as growth is challenging at
this stage
Companies often look for
new Opening-stage
industries to expand into
41% 42% 50% 70%
In the final stage, industry titans dominate the landscape, controlling 70% of the market—any
number of businesses can occupy the remaining 30%.
Source: Winning the Merger Endgame, 2002
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11. 1. Consolidation-Endgame Curve
Consolidation-Endgame Curve Diagram
Consolidation-
Endgame Curve
Blue Ocean
Strategy Marketing Mix
Porter’s Five
Forces SWOT Analysis Product
Lifecycle
BCG Matrix PEST Analysis Consumer
Stage I
OPENING
Stage II
SCALE
Stage III
FOCUS
BALANCE & ALLIANCE
Maximum
Minimum
Combined market
share of top 3 players
The combined market share of the top 3 players follows an S-curve.
100%
50%
0%
Combined
Share of
Top 3
Players
Source: Winning the Merger Endgame, 2002
Adoption Curve
Stage IV
Time
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12. 1. Consolidation-Endgame Curve
More Information
Consolidation-
Endgame Curve
Blue Ocean
Strategy Marketing Mix
Porter’s Five
Forces SWOT Analysis Product
Lifecycle
BCG Matrix PEST Analysis Consumer
Adoption Curve
• This framework is explained in detail in the
document Consolidation Endgame Curve
• Topics covered include: stages of consolidation,
growth strategy implications, stage impact on
financials, stage impact on strategy and
operations, stage impact on
management/organization, Value-Building Growth
Matrix, and niche strategies
DETAILS
• Seller: LearnPPT
• File size: 800KB
• Number of Slides: 29
RELATED DOCUMENTS/FRAMEWORKS
• Guide to Business Strategy Design - https://flevy.com/browse/business-document/complete-guide-to-business-strategy-design-375
• Growth Strategy Toolkit - https://flevy.com/browse/business-document/growth-strategy-208
• Five Stages of Business Growth - https://flevy.com/browse/business-document/five-stages-of-business-growth-249
Learn more about the Consolidation-Endgame Curve here:
https://flevy.com/browse/business-document/consolidation-endgame-curve-framework-201
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13. Porter’s Five Forces
Overview
Consolidation-
Endgame Curve
Blue Ocean
Strategy Marketing Mix
Porter’s Five
Forces SWOT Analysis Product
BCG Matrix PEST Analysis Consumer
Adoption Curve
• Developed by Michael Porter, recognized as the father of modern business strategy, Porter’s Five Forces is one
of the most well known classic strategy frameworks
• Porter’s Five Forces is a framework used for industry analysis and understand the various dynamics amongst industry
players and external “forces”
• It is based on the theory that competition in any industry is dependent on 5 basic forces—Potential Entrants, Internal
Rivalry, Suppliers, Buyers, and Substitutes (or Complements). The collective strength of these forces determines the
ultimate profit potential and allocation in the industry.
• Using this framework, we can determine how attract it is to compete in any industry, as well as what the overarching
strategy should be to compete successfully in the industry—success is determined by the ability to develop a
sustainable competitive advantage
• It can also be used to assess which industry trends may pose as opportunities or threats
Several important economic and technical characteristics of an industry are critical to the
strengths of each competitive force.
Lifecycle
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14. Porter’s Five Forces
5 Forces Explained and Framework Diagram
Consolidation-
Endgame Curve
Blue Ocean
Strategy Marketing Mix
Porter’s Five
Forces SWOT Analysis Product
Lifecycle
BCG Matrix PEST Analysis Consumer
Adoption Curve
Threat of New Entrants
Competitive Advantage
Lower Cost Differentiation
Cost
Leadership Differentiation
Cost
Focus
Competitive
Scope
Broad
Narrow
Barriers to entry:
Economies of scale (including shared resources)
Product differentiation (proprietary)
Capital requirements
Switching costs
Access to distribution channels
Cost disadvantages independent of scale
Government policy
Expected reaction of incumbent
Bargaining Power of Suppliers Intensity of Rivalry
Bargaining Power of Buyers
Intense rivalry results from:
Numerous or equally balanced competitors
Slow industry growth
High fixed or storage costs
Lack of differentiation or switching costs
Capacity augmented in large increments
Diverse competitors
High strategic stakes
High exit barriers
Pressure from Substitute Products
A supplier group is powerful when:
It is dominated by a few companies and is more
concentrated than the industry it sells to.
There are no substitute products.
The industry is not an important customer.
Its products are important to the industry.
Products are differentiated or suppliers have built
up switching costs.
It poses a credible threat of forward integration.
Exit Barriers
L H
Low,
stable
returns
Low, risky
returns
High,
stable
returns
High, risky
returns
Entry
Barriers
L
H
Differentiation
Focus
A buyer group is powerful when:
It is concentrated or purchases large volumes relative
to seller sales.
The products represent a significant fraction of the
buyers’ costs or purchases.
The products are standard or undifferentiated.
It faces few switching costs.
It earns low profits.
It poses a credible threat of backward integration.
The bought product is unimportant.
It has full information.
Search for products that can perform the same
function.
Assess buyers’ propensity to substitute.
Focus on those that:
Are improving their price performance trade-off
compared with the industries products.
Require low switching costs.
Are produced by industries earning high profits.
Take offensive or defensive actions to create a
defensible position against the forces:
Positioning the firm so its capabilities provide the
best defense
Influencing the balance of forces through strategic
moves
Anticipating shifts in the factors underlying the
forces and responding to them
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15. Porter’s Five Forces
More Information
Consolidation-
Endgame Curve
Blue Ocean
Strategy Marketing Mix
Porter’s Five
Forces SWOT Analysis Product
Lifecycle
BCG Matrix PEST Analysis Consumer
Adoption Curve
• This framework is explained in detail in the
document Porter’s Five Forces
• Flevy has multiple documents that discuss and
teach this framework in detail:
• Porter’s 5 Forces Model and Application
• Complete Business Frameworks Guide
RELATED DOCUMENTS/FRAMEWORKS
• Growth Strategy Toolkit - https://flevy.com/browse/business-document/growth-strategy-208
• Blue Ocean Strategy - https://flevy.com/browse/business-document/blue-ocean-strategy-the-peaceful-strategy-114
• Industry Analysis - http://flevy.com/browse/business-document/industry-analysis-773
Learn more about Porter’s Five Forces here:
DETAILS
• Seller: LearnPPT
• File size: 800KB
• Number of Slides: 26
https://flevy.com/browse/business-document/porters-five-forces-235
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16. BCG Growth-Share Matrix
Overview
Consolidation-
Endgame Curve
Blue Ocean
Strategy Marketing Mix
Porter’s Five
Forces SWOT Analysis Product
Lifecycle
BCG Matrix PEST Analysis Consumer
Adoption Curve
• The BCG Growth-Share Matrix (also called Product Portfolio and Boston Matrix) is a classic competitive positioning
strategy framework developed by the management consulting firm Boston Consulting Group (BCG).
The growth-share matrix displays graphically in a 2-by-2 matrix one of two scenarios:
The position of each business of a company’s portfolio; or
Compares the position of various players in one industry.
The two axes of the matrix are 1) market/industry growth and 2) relative market share (RMS). We then plot our products
onto the matrix and quadrant associated with the product drives its strategy. The quadrants are defined as follows:
Star – high RMS, high market growth
Cash cow – High RMS, low market growth
Dog – Low RMS, low market growth
Question mark – Low RMS, high market growth
The key premise to this framework is that products located in each of the quadrants will be in fundamentally different
cash flow positions and should be managed differently.
This framework is used to assess trends in the evolution of a company’s portfolio of business (when matrix is drawn for
both the current year and past years). It can also be used to understand the competitive position of each business,
possible cash requirements, and focus attention on key issues.
This framework helps the us allocate resources and is can be used as an analytical tool in
brand marketing, product management, strategic management, or portfolio analysis.
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17. BCG Growth-Share Matrix
4 Quadrants Explained
Consolidation-
Endgame Curve
Blue Ocean
Strategy Marketing Mix
Porter’s Five
Forces SWOT Analysis Product
Lifecycle
BCG Matrix PEST Analysis Consumer
Adoption Curve
Cash Cow
Dog
Question
Mark
Star
?
Cash cows are units with high market share in a slow-growing industry. These units typically
generate cash in excess of the amount of cash needed to maintain the business. They are regarded
as staid and boring, in a "mature" market, and every corporation would be thrilled to own as many as
possible. They are to be "milked" continuously with as little investment as possible, since such
investment would be wasted in an industry with low growth.
Dogs, or more charitably called pets, are units with low market share in a mature, slow-growing
industry. These units typically "break even", generating barely enough cash to maintain the
business's market share. Though owning a break-even unit provides the social benefit of providing
jobs and possible synergies that assist other business units, from an accounting point of view such a
unit is worthless, not generating cash for the company. They depress a profitable company's return
on assets ratio, used by many investors to judge how well a company is being managed. Dogs, it is
thought, should be sold off.
Question marks (also known as problem child) are growing rapidly and thus consume large amounts
of cash, but because they have low market shares they do not generate much cash. The result is a
large net cash consumption. A question mark has the potential to gain market share and become a
star, and eventually a cash cow when the market growth slows. If the question mark does not
succeed in becoming the market leader, then after perhaps years of cash consumption it will
degenerate into a dog when the market growth declines. Question marks must be analyzed carefully
in order to determine whether they are worth the investment required to grow market share.
Stars are units with a high market share in a fast-growing industry. The hope is that stars become the
next cash cows. Sustaining the business unit's market leadership may require extra cash, but this is
worthwhile if that's what it takes for the unit to remain a leader. When growth slows, stars become
cash cows if they have been able to maintain their category leadership, or they move from brief
stardom to dogdom.
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18. BCG Growth-Share Matrix
BCG Matrix Framework Diagram
Consolidation-
Endgame Curve
Blue Ocean
Strategy Marketing Mix
Porter’s Five
Forces SWOT Analysis Product
Lifecycle
BCG Matrix PEST Analysis Consumer
Adoption Curve
Y%
Industry
Growth
X%
Star Question Mark ?
Cash Cow Dog
Z 0
Relative
Market Share
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19. BCG Growth-Share Matrix
More Information
Consolidation-
Endgame Curve
Blue Ocean
Strategy Marketing Mix
Porter’s Five
Forces SWOT Analysis Product
Lifecycle
BCG Matrix PEST Analysis Consumer
Adoption Curve
• This framework is explained in detail in the
document BCG Growth-Share Matrix
• Topics covered include: quadrant definitions,
analysis steps/process, examples, templates, and
tips.
RELATED DOCUMENTS/FRAMEWORKS
• Market Analysis - https://flevy.com/browse/business-document/market-analysis-215
• Product Lifecycle - https://flevy.com/browse/business-document/product-lifecycle-227
Learn more the BCG Growth-Share Matrix here:
DETAILS
• Seller: LearnPPT
• File size: 400KB
• Number of Slides: 9
https://flevy.com/browse/business-document/bcg-growth-share-matrix-200
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20. Blue Ocean Strategy
Overview
Consolidation-
Endgame Curve
Blue Ocean
Strategy Marketing Mix
Porter’s Five
Forces SWOT Analysis Product
Lifecycle
BCG Matrix PEST Analysis Consumer
Adoption Curve
• 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 conventional business
strategy principles of fighting competitors head-on.
• The Blue Ocean Strategy framework evolved from a framework called Value Innovation developed by Gemini Consulting
(now Capgemini Consulting) in the late 90s.
• At the heart of Blue Ocean Strategy, we have concept of Value Innovation. Value without innovation tends to focus on
value creation on an incremental scale, i.e. something that improves value but is not sufficient to make us really stand out
in the marketplace. Innovation without value tends to be technology-driven, market pioneering, or futuristic, often shooting
beyond what buyers are ready to accept and pay for.
• Value Innovation occurs only if we align innovation with utility, price, and cost positions. The focus here is not time-to-market,
bleeding-edge technology or best practices. It is the ambition to break one of the most commonly accepted
dogmas of competition-based strategy: the value-cost trade-off.
• It is conventionally believed that companies can either create greater value to customers at a higher cost, or create
reasonable value at a lower cost. Here, strategy is seen as making a choice between differentiation and cost. In contrast,
to create blue oceans, we need to pursue differentiation and low cost simultaneously, by looking within and beyond our
industry boundaries and redefining a market altogether.
Blue Ocean Strategy challenges many of the conventional principles of strategy, based on the
pursuit of “competitive strategy.”
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21. Blue Ocean Strategy
Value Creation Thinking
Consolidation-
Endgame Curve
Blue Ocean
Strategy Marketing Mix
Porter’s Five
Forces SWOT Analysis Product
Lifecycle
BCG Matrix PEST Analysis Consumer
Adoption Curve
Growth Focus
Value Identification
Value Creation
• Select and develop
growth option
• Align operating model to
deliver value and fair
value Concept Execution
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
Consumer
Need
Market
Trends
Growth Platform
Value
• 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
Source: C. Kim, R. Mauborgne, Harvard Business Review (1997)
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22. Blue Ocean Strategy
Value Curve Framework and Diagram
Consolidation-
Endgame Curve
Blue Ocean
Strategy Marketing Mix
Porter’s Five
Forces SWOT Analysis Product
Lifecycle
BCG Matrix PEST Analysis Consumer
Adoption Curve
A powerful framework used in Blue Ocean Strategy analysis is the Value Curve, which depicts where traditional,
incumbent players are placing their value. It allows us to visualize where competition places value, where
customers place value, and where are potential opportunities to disrupt the market. We can determine which
specific value attributes to eliminate, to reduce, to raise, and to create. By creating new value attributes, we creating
a blue ocean to compete in.
Eliminate
Which of the attributes
that our industry takes
for granted should be
eliminated?
Traditionals
Reduce Raise Create
Which attributes should
be reduced well below
the industry’s
standards?
+
Value
-
Source: C. Kim, R. Mauborgne, Harvard Business Review (1997)
Which attributes should be
raised well above the
industry’s standards?
Value
Innovator
Which attributes should be
created that the industry
has never offered?
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23. Blue Ocean Strategy
More Information
Consolidation-
Endgame Curve
Blue Ocean
Strategy Marketing Mix
Porter’s Five
Forces SWOT Analysis Product
Lifecycle
BCG Matrix PEST Analysis Consumer
Adoption Curve
• We have 2 frameworks that do a great job of explaining the Blue Ocean Strategy framework:
• The Peaceful Strategy
https://flevy.com/browse/business-document/Blue-Ocean-Strategy---The-Peaceful-Strategy-114
2.4MB, 35 slides, includes 1-page mind map (PDF)
• Blue Ocean Strategy Primer
https://flevy.com/browse/business-document/Blue-Ocean-Strategy-Primer-113
600KB, 18 slides
RELATED DOCUMENTS/FRAMEWORKS
• Blue Ocean Strategy Canvas (Excel Template) -
https://flevy.com/browse/business-document/blue-ocean-strategy-canvas-template-448
• Growth Strategy Toolkit – http://flevy.com/browse/business-document/growth-strategy-208
• Growth Opportunity Assessment - https://flevy.com/browse/business-document/growth-opportunity-assessment-759
• Business Model Innovation - https://flevy.com/browse/business-document/business-model-innovation-136
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24. SWOT Analysis
Overview
Consolidation-
Endgame Curve
Blue Ocean
Strategy Marketing Mix
Porter’s Five
Forces SWOT Analysis Product
Lifecycle
BCG Matrix PEST Analysis Consumer
• The SWOT Analysis (also called SWOT Matrix) is one of the earliest strategy frameworks. It was developed in the
1960s at Harvard Business School by Learned, Christensen, Andrews, and Guth.
• The name is an acronym for Strengths, Weaknesses, Opportunities, and Threats.
• This framework provides basic directions for structuring strategic analysis.
• The underlying theory is that assessment of competitive position should combine both an external and an internal
analysis. The internal factors are Weaknesses and Strengths, whereas the external factors are Opportunities and
Threats.
• We can conduct SWOT analyses for our own organization in addition to our competitors, so that we gain added insight
into our company’s competitive position.
• The output of this analysis is often displayed in the form of a 2x2 matrix.
• SWOT Analysis is often conducted in conjunction with PEST Analysis.
Many market research firms routinely publish SWOT analyses for public companies.
Adoption Curve
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25. PEST Analysis
Overview
Consolidation-
Endgame Curve
Blue Ocean
Strategy Marketing Mix
Porter’s Five
Forces SWOT Analysis Product
Lifecycle
BCG Matrix PEST Analysis Consumer
Adoption Curve
• PEST Analysis is a framework evaluating macro-environmental factors used in the environmental scanning
component of strategic management. The PEST analysis framework has become increasingly popular and relevant as
the first decade of the 21st century have given rise to green business and environmental concerns from the public.
• PEST is an acronym for Political, Economic, Social, and Technological, which are the macro-environmental factors to
analysis in this analysis.
• This analysis is often performed in conjunction with other popular frameworks, as a means of enhancing the
understanding and output of these other frameworks. Specifically, it is often used to help explain the analysis in the
following frameworks:
• Porter’s Five Forces;
• SWOT Analysis;
• Value Chain Analysis; and
• Industry financials.
• PEST Analysis is often performed in a 3-phase process: data collection, industry trend analysis, and trend quantification.
PEST Analysis been sometimes been extended to include Legal and Environmental, forming
the name PESTLE Analysis.
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26. Marketing Mix (4/7 P’s)
Overview
Consolidation-
Endgame Curve
Blue Ocean
Strategy Marketing Mix
Porter’s Five
Forces SWOT Analysis Product
Lifecycle
BCG Matrix PEST Analysis Consumer
• The 4 P’s of marketing, often just called Marketing Mix, is perhaps the commonly used corporate marketing framework.
The marketing mix refers to the 4 levers to adjust when determining the essence of product’s marketing strategy.
• The 4 P’s refer to Price, Product, Promotion, and Placement.
• This framework has been extended to 7 P’s, to also include Physical Evidence, People, and Process.
• The definitions for the additional 3 P’s should not be confused with the People-Process-Technology framework, which is
more operationally-focused (vs. consumer-focused).
In most cases, Price and Product are the more important factors and are determined
first—as these are more closely tied to our competitive advantage.
Adoption Curve
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27. Marketing Mix (4/7 P’s)
Definitions of the P’s
Consolidation-
Endgame Curve
Blue Ocean
Strategy Marketing Mix
Porter’s Five
Forces SWOT Analysis Product
Lifecycle
BCG Matrix PEST Analysis Consumer
Adoption Curve
Product
A product is seen as an item that satisfies what a consumer needs or wants. It is a tangible good or an
intangible service. Intangible products are service based like the tourism industry, the hotel industry and the
financial industry. Tangible products are those that have an independent physical existence.
Typical examples of mass-produced, tangible objects are the motor car and the disposable razor. A less
obvious but ubiquitous mass-produced service is a computer operating system. Every product is subject to a
life-cycle including a growth phase followed by a maturity phase and finally an eventual period of decline as
sales falls.
Marketers must do careful research on how long the life cycle of the product they are marketing is likely to be
and focus their attention on different challenges that arise as the product moves through each stage. The
marketer must also consider the product mix. Marketers can expand the current product mix by increasing a
certain product line’s depth or by increasing the number of product lines. Marketers should consider how to
position the product, how to exploit the brand, how to exploit the company’s resources and how to configure
the product mix so that each product complements the other.
The marketer must also consider product development strategies.
The amount a customer pays for the product. The price is very important as it determines the company’s
profit and hence, survival. Adjusting the price has a profound impact on the marketing strategy, and
depending on the price elasticity of the product, often it will affect the demand and sales as well. The marketer
should set a price that complements the other elements of the marketing mix.
When setting a price, the marketer must be aware of the customer perceived value for the product. Three
basic pricing strategies are: market skimming pricing, market penetration pricing and neutral pricing. The
‘reference value’ (where the consumer refers to the prices of competing products) and the ‘differential value’
(the consumer’s view of this product’s attributes versus the attributes of other products) must be taken into
account.
Price
1
2
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28. Marketing Mix (4/7 P’s)
Definitions of the P’s
Consolidation-
Endgame Curve
Blue Ocean
Strategy Marketing Mix
Porter’s Five
Forces SWOT Analysis Product
Lifecycle
BCG Matrix PEST Analysis Consumer
Adoption Curve
Promotion
All of the methods of communication that a marketer may use to provide information to different
parties about the product. Promotion comprises elements such as: advertising, public relations, personal
selling and sales promotion.
Advertising covers any communication that is paid for, from cinema commercials, radio and Internet
advertisements through print media and billboards. Public relations is where the communication is not directly
paid for and includes press releases, sponsorship deals, exhibitions, conferences, seminars or trade fairs and
events. Word-of-mouth is any apparently informal communication about the product by ordinary individuals,
satisfied customers or people specifically engaged to create word of mouth momentum. Sales staff often plays
an important role in word of mouth and public relations.
Refers to providing the product at a place which is convenient for consumers to access. Various
strategies such as intensive distribution, selective distribution, exclusive distribution and franchising can be
Price used by the marketer to complement the other aspects of the marketing mix.
3
4
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29. Marketing Mix (4/7 P’s)
Definitions of the P’s
Consolidation-
Endgame Curve
Blue Ocean
Strategy Marketing Mix
Porter’s Five
Forces SWOT Analysis Product
Lifecycle
BCG Matrix PEST Analysis Consumer
Adoption Curve
Physical
Evidence
Elements within the store — the store front, the uniforms employees wear, signboards, etc.
The employees of the organization with whom customers come into contact.
The processes and systems within the organization that affects its marketing process.
People
Process
The additional 3 P’s are mostly relevant to Service marketing.
5
6
7
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30. Marketing Mix (4/7 P’s)
More Information
Consolidation-
Endgame Curve
Blue Ocean
Strategy Marketing Mix
Porter’s Five
Forces SWOT Analysis Product
Lifecycle
BCG Matrix PEST Analysis Consumer
Adoption Curve
Below, we have compiled a number of Corporate Marketing-focused frameworks and tools.
PRICING STRATEGY
• Pricing Strategy Framework - https://flevy.com/browse/business-document/pricing-strategy-226
• Pricing Strategy Workshop - https://flevy.com/browse/business-document/pricing-strategy-workshop-764
• Price Increase Execution - http://flevy.com/browse/business-document/best-practices-in-price-increase-execution-681
PRODUCT STRATEGY
• Product Lifecycle - https://flevy.com/browse/business-document/product-lifecycle-227
• Rogers’ Five Factors - https://flevy.com/browse/business-document/rogers-five-factors-169
• Psychology of Product Adoption - https://flevy.com/browse/business-document/psychology-of-product-adoption-203
MARKETING PLAN DEVELOPMENT
• Marketing Plan Framework - https://flevy.com/browse/business-document/marketing-plan-development-framework-174
• Strategic Marketing and Sales Planning - https://flevy.com/browse/business-document/strategic-marketing-and-sales-planning-612
• Strategic Marketing Plan Template - https://flevy.com/browse/business-document/strategic-marketing-plan-template-676
The Flevy author DemandMetric specializes in Corporate Marketing tools built in Excel:
https://flevy.com/seller/demandmetric
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31. Product Lifecycle and Consumer Adoption Curve
Overview
Consolidation-
Endgame Curve
Blue Ocean
Strategy Marketing Mix
Forces SWOT Analysis Product
Porter’s Five
BCG Matrix PEST Analysis Consumer
• Product Lifecycle analysis is a tool to predict how sales will develop based on the age of the product category.
Marketers and strategists can use this analysis to predict sales growth, associated customer and competitor behaviors,
and, in turn, devise the appropriate product marketing strategy.
• The Product Lifecycle itself it divided into 4 stages of development: Introduction, Growth, Maturity (and Saturation),
and Decline (and Termination).
• The length of each period varies tremendously. Some products have very short cycles, whereas others can take
decades or even centuries to go through the cycle. The lifecycle can be mapped against the consumer adoption curve,
where the peak of the curve generally occurs in the maturity stage of the Product Lifecycle.
• The Product Lifecycle is typically mapped against the Consumer Adoption Curve to draw out key marketing and
competitive insights. By understanding what stage of the Consumer Adoption Curve we’re at, we can gain invaluable
insights into the who our target customer are, as well as their defining attributes.
• The Consumer Adoption Curve is defined by 5 sequential stages: Innovators, Early Adopters, Early Majority, Late
Majority, and Laggards. Typically, the is a “chasm” between the Early Adopters and Early Majority.
• Product Lifecycle Analysis also provides a framework to understand the competitive environment. It makes an underlying
assumption that sales and profitability follow a predictable pattern for all industries and all products within those
industries.
Be aware that as a product moves through its lifecycle, the likelihood of customers
switching to a substitute product increases.
Lifecycle
Adoption Curve
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32. Product Lifecycle and Consumer Adoption Curve
Product Lifecycle Mapped on Consumer Adoption Curve
Consolidation-
Endgame Curve
Blue Ocean
Strategy Marketing Mix
Forces SWOT Analysis Product
Porter’s Five
Lifecycle
BCG Matrix PEST Analysis Consumer
Adoption Curve
“Crossing the Chasm”
STAGE 1
INTRODUCTION
Innovators
(2.5%)
STAGE 2
GROWTH
Early Adopters
(13.5%)
Early Majority
(34%)
Late Majority
(34%)
STAGE 4
DECLINE
Laggards
(16%)
STAGE 3
MATURITY
It is useful to map all products within an industry or product category against the Adoption
Curve—to visualize dynamics among products (e.g. substitution, complements).
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33. Product Lifecycle and Consumer Adoption Curve
More Information
Consolidation-
Endgame Curve
Blue Ocean
Strategy Marketing Mix
Forces SWOT Analysis Product
Porter’s Five
Lifecycle
BCG Matrix PEST Analysis Consumer
Adoption Curve
• Both frameworks are explained in the document
Product Lifecycle, with the emphasis on Product
Lifecycle Analysis
• Additional topics covered include: Bass Diffusion
Model, Lifecycle-Performance Factor Matrix,
strategic positioning, and substitution analysis.
DETAILS
• Seller: LearnPPT
• File size: 700KB
• Number of Slides: 34
RELATED DOCUMENTS/FRAMEWORKS
• Pricing Strategy – https://flevy.com/browse/business-document/pricing-strategy-226
• Psychology of Product Adoption - https://flevy.com/browse/business-document/psychology-of-product-adoption-203
• Complete Business Frameworks Guide -
https://flevy.com/browse/business-document/complete-business-frameworks-reference-guide-644
Learn more about Product Lifecycle and Consumer Adoption Curve analyses here:
https://flevy.com/browse/business-document/product-lifecycle-227
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34. Contents
Overview
Strategy Development Frameworks
Strategy Execution Frameworks
Summary
Appendix
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35. In this section, we will cover 3 strategy execution frameworks
Strategy Execution Framework
1 2 3
Balanced Scorecard Organizational Hurdles Hoshin Kanri
Organizations spend 90-95% of their time and resources on execution—despite this, most
organizations fail at the execution of their strategies.
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36. Balanced Scorecard
Overview
Balanced
Scorecard
Organizational
Hurdles
Hoshin
Kanri
• The Balanced Scorecard (BSC) is a Strategy Performance Management tool. It is a semi-standard structured report,
supported by proven design methods and automation tools, that can be used by managers to keep track of the execution
of activities by the staff within their control and to monitor the consequences arising from these actions. It was developed
by Robert Kaplan and David Norton.
• The BSC approach is called “balanced,” because it supplements traditional financial measures with 3 key non-financial
areas:
• A company’s relationship with its customers;
• Its key internal business processes; and
• Its learning and growth.
• This approach enables companies to track financial results, while simultaneously monitoring progress in building the
capabilities and acquiring the intangible assets they need for future growth.
• BSC also provides a framework for company’s to translate their strategy into measurable and actionable KPIs and
objectives. Specifically, it ties 4 key management processes (Translating the Vision, Communicating and Linking,
Business Planning, and Feedback and Learning) into both short-term and long-term strategic objectives.
The BSC framework is flexible in that it allows for the strategy itself to evolve in response to
changes in the company’s competitive, market, and technological environments.
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37. Balanced Scorecard
4 Management Key Processes – Framework and Definitions
Communicating and Linking
• Communicating and educating
• Setting goals
• Linking rewards to performance
measures
2
Source: Balanced Scorecard, Kaplan and Norton (2005)
Balanced
Scorecard
Organizational
Hurdles
Hoshin
Kanri
Translating the Vision
• Clarifying the vision
• Gaining consensus
Balanced
Scorecard
Feedback and Learning
• Articulating the shared vision
• Supplying strategic feedback
• Facilitating strategy review and
learning
Business Planning
• Setting targets
• Aligning strategic initiatives
• Allocating resources
• Establishing milestones
1
3
4
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38. Balanced Scorecard
More Information
Balanced
Scorecard
Organizational
Hurdles
Hoshin
Kanri
• The BSC framework is explained in detail in our
document Balanced Scorecard
• Topics covered include: Four Processes
(Translating the Vision, Communicating and
Linking, Business Planning, Feedback and
Learning), Four Perspectives (Financial
Measures, Customer Relationships, Internal
Business Processes, Learning and Growth),
Personal Scorecard, and Strategic Learning
• We have a number of other BSC documents,
listed below
RELATED DOCUMENTS/FRAMEWORKS
• BSC Strategy Map - https://flevy.com/browse/business-document/balanced-scorecard-strategy-map-256
• BSC Training - https://flevy.com/browse/business-document/opex-balanced-scorecard-training-module-567
• BSC Overview & Examples - https://flevy.com/browse/business-document/introduction-to-balanced-scorecard-723
Learn more about the Balanced Scorecard here:
DETAILS
• Seller: PPTLab
• File size: 600KB
• Number of Slides: 27
https://flevy.com/browse/business-document/balanced-scorecard-134
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39. Organizational Hurdles
Overview
Balanced
Scorecard
Organizational
Hurdles
Hoshin
Kanri
• In Blue Ocean Strategy, the authors identify 4 main Organizational Hurdles that the organization must overcome for
successful business execution. These hurdles arise when a company develops a new strategy to departs from the status
quo.
• These hurdles are the Cognitive Hurdle, Resource Hurdle, Motivational Hurdle, and Political Hurdle.
• Although all companies face different degrees of these hurdles, many may only face a subset of the 4 hurdles. To
overcome these hurdles effectively, organizations must abandon perceived wisdom on effecting organizational change.
In Blue Ocean Strategy, the concept of overturning conventional wisdom on doing things is
called “tipping point leadership.”
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40. Organizational Hurdles
4 Organizational Hurdles Definitions
1 2 3 4
Cognitive
Hurdle
Resource
Hurdle
• Limited resources—
whether in staff or finances
• The greater the shift in
strategy, the greater the
resources needed to
execute it
• An organization stuck on
the status quo—an
unwillingness to “rock the
boat”
Source: Blue Ocean Strategy, Kim and Mauborgne, 2005
Balanced
Scorecard
Organizational
Hurdles
Hoshin
Kanri
Motivational
Hurdle
Political
Hurdle
• Opposition from powerful
vested interests
• Any significant shift to an
organization will result in a
shift in political power
• An unmotivated staff
• Motivating staff to change
the status quo often takes
years—time that most
organizations cannot
afford
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41. Organizational Hurdles
More Information
Balanced
Scorecard
Organizational
Hurdles
Hoshin
Kanri
• The 4 Organizational Hurdles are discussed in the
document Guide to Business Strategy
Execution
• This document focuses on the topic of strategy
execution and covers a number of concepts and
frameworks: Building Blocks to Execution, 17
Traits of Successful Execution, Transformation
Program Design, Balanced Scorecard
DETAILS
• Seller: LearnPPT
• File size: 700KB
• Number of Slides: 48
RELATED DOCUMENTS/FRAMEWORKS
• Balanced Scorecard - https://flevy.com/browse/business-document/balanced-scorecard-134
• Guide to Business Strategy Design -
https://flevy.com/browse/business-document/complete-guide-to-business-strategy-design-375
• Formulating a Breakthrough Strategy - https://flevy.com/browse/business-document/formulating-a-breakthrough-strategy-598
Learn more Organizational Hurdles and other Strategy Execution frameworks here:
http://flevy.com/browse/business-document/guide-to-business-strategy-execution-873
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42. Hoshin Kanri
Overview
Balanced
Scorecard
Organizational
Hurdles
• Hoshin Kanri (also known as Policy Deployment, Hoshin Planning, or just Hoshin) is a Strategic Planning/Strategic
Management Methodology. It is based on a concept popularized in Japan in the late 1950s by Yoji Akao.
• "Each person is the expert in his or her own job, and Japanese TQC (Total Quality Control) is designed to use the
collective thinking power of all employees to make their organization the best in its field,“ Yoji Akao. This is the
fundamental principle of Hoshin Kanri.
• In other words, this framework ensures that the strategic goals of our company drive progress and action at every level
within the organization. This eliminates the waste that comes from inconsistent direction and poor communication.
• This framework is intended to help an organization:
• Focus on a shared goal;
• Communicate that goal to all leaders;
• Involve all leaders in planning to achieve the goal; and
• Hold participants accountable for achieving their part of the plan.
• Hoshin Kanri is falls under the umbrella of Lean Thinking (or called Lean Management, Lean Methodologies). Lean
frameworks strive for continuous improvement of the organization.
Hoshin Kanri strives to get every employee pulling in the same direction at the same time.
Hoshin
Kanri
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43. Hoshin Kanri
More Information
Balanced
Scorecard
Organizational
Hurdles
Hoshin
Kanri
• This framework is explained in more detail in our
document Hoshin Kanri Strategy Deployment
• Topics covered include: underlying principles of
Hoshin Kanri, PDCA Approach, Hoshin Kanri
Tools, Elements of Hoshin Kanri, Management
Reviews, and Critical Success Factors
FLEVY AUTHORS WHO SPECIALIZE IN LEAN / OPERATIONAL EXCELLENCE FRAMEWORKS
• OEConsulting - https://flevy.com/seller/oeconsulting
• Operational Excellence Consulting - https://flevy.com/seller/oec
LEAN / OPERATIONAL EXCELLENCE BUSINESS TOOLKITS
• Lean Management / Enterprise - https://flevy.com/business-toolkit/lean-management-enterprise-lean
• Six Sigma - https://flevy.com/business-toolkit/six-sigma-project-6s
Learn more about Hoshin Kanri here:
DETAILS
• Seller: OEConsulting
• File size: 11.8MB
• Number of Slides: 145
https://flevy.com/browse/business-document/Hoshin-Kanri-155
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44. Contents
Overview
Strategy Development Frameworks
Strategy Execution Frameworks
Summary
Appendix
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45. In this primer, we introduced 12 different business frameworks related to
Strategy Development and Execution
Summary
In this document, we provided high level overviews of 12 different frameworks related to Strategy Development and
Strategy Execution. These are the same tools and analyses performed by top tier consulting firms, although only a
small sample of the wide array of frameworks and tools available. You can find countless more frameworks available at
Flevy (http://flevy.com).
Using and applying these frameworks is an art. Depending on your specific business situation, the usage and
applications of these frameworks will change significantly.
To learn more about any of these topics, we advise you take a look at the recommended documents referenced
throughout this presentation. We have also included additional recommended documents in the following slides.
Consolidation-
Endgame Curve
STRATEGY DEVELOPMENT STRATEGY EXECUTION
Blue Ocean
Strategy
Marketing Mix
(4/7 P’s)
Porter’s Five
4
5
7
8
Forces SWOT Analysis Product Lifecycle
BCG Growth-Share
6
9
Matrix PEST Analysis Consumer Adoption Curve
1
2
3
Balanced
Scorecard
Organizational
Hurdles
Hoshin Kanri
10
11
12
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46. Here is a list of business frameworks and methodologies that have NOT
been referenced earlier in this document
Additional Frameworks – Strategy Development
STRATEGY DESIGN & DEVELOPMENT
• Strategy Development Methodology - https://flevy.com/browse/strategy-marketing-and-sales/strategy-development-methodology-264
• Strategy Development (PLAN Framework) - https://flevy.com/browse/business-document/plan-for-performance-methodology-746
• Evolution of Strategy - https://flevy.com/browse/strategy-marketing-and-sales/evolution-of-strategy-705
• Success Is System, Failure Is Component - https://flevy.com/browse/business-document/success-is-system-failure-is-component-302
• Core Competencies Analysis - https://flevy.com/browse/strategy-marketing-and-sales/core-competencies-analysis-75
• Customer Segmentation - https://flevy.com/browse/business-document/customer-segmentation-700
• Competitive Analysis - https://flevy.com/browse/business-document/competitive-analysis-689
• Profit Pools Framework - https://flevy.com/browse/business-document/profit-pools-concept-744
• Value Creation Framework - https://flevy.com/browse/business-document/value-creation-framework-745
• Services Growth Strategy - https://flevy.com/browse/business-document/services-growth-and-effectiveness-strategy-735
• Competitive Assessment - https://flevy.com/browse/business-document/guide-to-competitive-assessment-760
• Industry Analysis - https://flevy.com/browse/business-document/industry-analysis-773
• Market Entry Strategy - https://flevy.com/browse/business-document/market-entry-strategy-776
• Shareholder Value Analysis - https://flevy.com/browse/business-document/shareholder-value-analysis-734
• Market Modeling and Sizing - https://flevy.com/browse/business-document/building-a-market-model-and-market-sizing-376
• Business Case Development - https://flevy.com/browse/business-document/business-case-development-framework-199
• Cost Drivers Analysis - https://flevy.com/browse/business-document/cost-drivers-analysis-76
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47. Additional Frameworks – Strategy Execution
STRATEGY EXECUTION & DEPLOYMENT
• Strategy Planning & Deployment Training -
https://flevy.com/browse/strategy-marketing-and-sales/opex-strategy-planning-and-deployment-training-module-597
• McKinsey 7-S Model - https://flevy.com/browse/strategy-marketing-and-sales/mckinsey-7-s-strategy-model-197
• Corporate Performance Measurement - https://flevy.com/browse/business-document/corporate-performance-measurement-696
• Change Management Methodology - https://flevy.com/browse/business-document/change-management-methodology-241
• Benchmarking for Performance - https://flevy.com/browse/business-document/benchmarking-for-world-class-performance-156
• Scenario Planning - http://flevy.com/browse/business-document/scenario-planning-243
• Value Stream Mapping - https://flevy.com/browse/business-document/opex-value-stream-mapping-training-module-599
• Soft Side of Change Management - https://flevy.com/browse/business-document/soft-side-of-change-management-261
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48. Here are 9 of our featured sellers on Flevy—each seller has an extensive
management consulting background and many operate their own firms
Recommended Authors/Contributors
OE CONSULTING
https://flevy.com/seller/oeconsulting
Topics include Lean Management,
Quality Management, and
Strategic Planning & Deployment.
DOCUMENTS FILES
https://flevy.com/seller/documentsfiles
Consulting frameworks and documents
spanning Strategy, Operations, Finance.
TEAM NEOSI
https://flevy.com/seller/teamneosi
Corporate Communications frameworks
from McKinsey specialists with combined
40+ years experience.
LEARN PPT
https://flevy.com/seller/learnppt
Business frameworks and toolkits. E.g.,
Corporate Strategy, Change
Management, Operational Improvement.
OEC
https://flevy.com/seller/oec
Frameworks focused on delivering
Operational Improvement (e.g. 8D
Problem Solving, Lean, Six Sigma).
LANCE LATHAM
https://flevy.com/seller/lancelatham
Frameworks related to Operations
Management, Process Improvement, and
Manufacturing.
PPT LAB
https://flevy.com/seller/pptlab
Classic Business Frameworks. E.g.,
McKinsey 7-S Model, Balanced
Scorecard, Christensen's Innovation, etc.
STRATICX
https://flevy.com/seller/straticx
Frameworks on Corporate and BU
Strategy, Business Transformation, M&A,
and Operational Improvement.
PAUL ALLEN SMITH
https://flevy.com/seller/paulsa
Frameworks related to IT and Risk. E.g.,
ITIL, PRINCE2, Risk Management.
Looking for more business frameworks? Check out our 10 must-have frameworks:
http://flevy.com/business-frameworks
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49. We have assembled a number of Business Toolkits, each focused on a
different business project—a small selection has been included below
Flevy.com Business Toolkits
• Balanced Scorecard Toolkit
https://flevy.com/business-toolkit/balanced-scorecard-bsc
• Business Case Development Toolkit
https://flevy.com/business-toolkit/business-case-development-bcase
• Change Management Toolkit
https://flevy.com/business-toolkit/change-management-cm
• Performance Management Toolkit
https://flevy.com/business-toolkit/performance-management-perf
• Pricing Strategy Toolkit
https://flevy.com/business-toolkit/pricing-strategy-ps
• Product Launch Toolkit
https://flevy.com/business-toolkit/product-launch-strategy-pls
• Strategic Planning Toolkit
https://flevy.com/business-toolkit/strategic-planning-sp
• Value Chain Analysis Toolkit
https://flevy.com/business-toolkit/value-chain-analysis-vc
We have 40+ Business Toolkits
We are constantly adding new end-to-end Business Toolkits to Flevy:
https://flevy.com/business-toolkits
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50. Contents
Overview
Strategy Development Frameworks
Strategy Execution Frameworks
Summary
Appendix
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51. You can download a Strategy Development Discussion deck for free from
Flevy.com
Download a Strategy Development Discussion Deck
for Free here:
http://flevy.com/share
PARTIAL PREVIEW
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.
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52. Why is that only 20% of the sales team generate such a disproportionate
amount of the sales? What if you were to only hire the “best of the best?”
Download the Fiaccabrino Selection Process Primer
for Free here:
http://flevy.com/fiaccabrino-selection-process
THE 16 HUMANISTIC ATTRIBUTES + BEHAVIORAL QUADRANT
DESCRIPTION
• In most sales organizations, there are 2
crippling truths—1) 80-90% of sales are
generated by only 20% of the sales team and
2) turnover is abysmal.
• The Fiaccabrino Selection Process (FSP) is a
proven methodology for increasing sales and
reducing turnover. It teaches you how to select
only the "best of the best" for your organization.
• Whereas the methodology was originally
developed for a sales organization, it can easily
be modified and tweaked for other functions.
• The core of the framework is to understand 16
critical Humanistic Attributes.
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53. Got business documents?
You can join Flevy.com and sell
your business documents
• Flevy presents an effortless way for you to capitalize on your
otherwise idle business documents
• You set the prices and retain 70% of each sale
• No sign up fees
• No commitments—upload as many or few documents as you want
• Register here: http://flevy.com/register
• We approve documents every 2-3 days
• Once the document is live on the Flevy marketplace, we will do the
marketing and sales
• Questions? Email us at support@flevy.com
Earn passive income on Flevy by selling your old business documents— register here:
http://flevy.com/register
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54. 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
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