out of the box

Outside the Box
for ATCO future
innovation Team
MBA, M.A, Dipl. Vet. Specialist. Mohammed Ghorab
Training and Development Manager at ATCO Pharma
Mobile : (+2) 01005474734, (+20) 01090777338
M.ghorab@Atcopharma.com

Housekeeping
4
No smokingPunctuality Participation
Certificates
Documentation
Phones
Data forms

Course objectives
Upon completing this course you will be able to know:
 designing, developing, and deploying an effective Supervision
 The required plans, programs, policies, processes, and procedures that help
to ensure Reporting system and evaluation system
 The needed knowledge and skills to manage Team problems and to estimate
the results
 Identify the skills required to identify, prevent, and correct potential and
actual risks and SWOT in all activities
 The basic knowledge and skills needed to effectively review, analyze and
evaluate personal competencies and personality types
 The Skills and tools required to perform appraisal, rewarding and
punishment system
5

Course Content
 Module 1 – Strategic Thinking
 Module 2 - SWOT analysis and Risk assessment
 Module 3 - Blue Ocean Strategy and Red Ocean Strategy
 Module 4 - Social innovation and entrepreneurship
 Module 5 - Supervision and Coaching
 Module 6 – Reporting and Performance evaluation
 Module 7- Reward Punishment theory
6

Lesson Plan: 15 Hours – 3 Days, 2
breaks per day
 9-12: 1st Session
 12.00-12.30: 1st Break and prayer
 12.30-2.30: 2nd Session
 2.30-3.00: 2nd break
 3.00-4:30: 3rd Session
7

Assessment Plan
No. Assessment Tool Points
1 Group work activity 10%
2 Individual Tasks 10%
3 Quiz 10%
4 Roll Play 10%
5 Case Study 10%
6 Presentation 50%
Final 100%
-8-

Evaluation procedures
1. Overall course evaluation
2. Evaluation of participants’ performance/ Quizes
3. Peers Evaluation – Group Evaluation- Team activities and case study
4. Participants evaluation to the instructor
9

1. Overall course evaluation
 A form for course evaluation will be provided the last day of the course.
 You will be asked to complete this form to provide feedback on:
 All course’s activities
 The instructors
 Ways and means to improve the training.
10

2. Evaluation of participants’ performance
 Daily progress evaluation
 A final evaluation will be administered on the last day of the course.
 Minimum pass mark: 80%
11

2. Evaluation of participants’ performance
 Objectives of the final evaluation:
 verify that participants have understood the planning, implementation and operation of
Blue ocean strategy and Change Management
 have understood the importance of its relationship with the company policies and
procedures.
 Innovation thinking and strategic thinking within the team or individually.
 4 R= Right Place, Person, Time, Method
12

3. Peers Evaluation – Group Evaluation- activities & case study
 Peers:
 Understand how to evaluate each other in a Psychometric Test.
 Groups:
 Each group activities and team work would be counted as well as to motivate each team in
challenging others
 Activities & Case study
 Interaction and learning by doing is the strategy of development to the
trainee, case study evaluation through best practicing and best model of
answer
13

4. Participants evaluation to the instructor
 Evaluation: Through
 Understand how to evaluate each Module, what is gained, how to improvement
 Evaluation: After
 Final evaluation of the Trainer/ Instructor to ensure that the aimed results achieved.
14

Final Project Presentation 10 Min.
 Assessment:
1. Presentation (Group Work) as a role play 25% illustrate the working
environment problems, avoidance of it, final excutive report
2. situation (Individual Task) 25% illustrate the risk assessment giving a final
risk report
3. Peer to Peer assessment in the group

Introduction of participants
 The 5 W’s
 Who are you ?
What is your preferred name in class?
 Where do you work?
 What is your job title, and
 What are your main responsibilities?
 Why are you attending this course?
Please define your expectations
16

We need to learn them to build up our
own model from our previous Studying
experience

How many ways of making money from the
following: 5 minutes for each

Now tell me the following
1. How many every table have .. Every group
2. Which one are you most proud of?

We have seen ninja turtles or ninja cow?

Do you know that Texas Bullshit cost average 50-
up to 500 Dollar per each!

Do you know that many patent and education
tools pays up to billions only for cow

cow sold in London for 100 million Norwegian
krone NOK cut into two slices in formalin

Or even art? How many have art in group?
Cow Parade (Cow Art) 30 Billion U.S Dollar!

Now we go for deeper concept: Stretching your
ideas: How far you can go!

Every single idea will have an endless business
models and endless supplies if we explore them

But due to lack of time, lack of curiosity, lack of
communication skills, all kill the idea before it
maturities and mutualize

So which person are you in the organization?

That is why we need strategic thinking

Before we start I have to ask you something
How we balance revenue with the cost?

4 W + H to react with the following Break even
point, UCL, LCL, Peak point

Where we are and where we want to be

Why we need change Business Model?

MBA, M.A, Dipl. Vet. Specialist. Mohammed Ghorab
Training and Development Manager
Strategic Thinking

Strategic Thinking for
Management

Agenda
1. Introduction
2. Strategic Thinking components
3. Strategic Thinking Map
4. Definition
5. Intercultural Quotes
6. Basic needs and levels of Strategic Thinking
7. Characteristics of Strategic Thinking
8. Strategic Thinking Process
9. Cases Study
10. Prism theory of decision/ Strategic Reflection
11. Business decisions for the balance of strategic thinking
12. Game Theory
13. Perfect Competition and Monopoly & oligopoly
14. Business Strategic Thinking

Introduction:
Life is like a game of chess. You make your move,
somebody else makes theirs. Some pieces fall,
others don’t. Everything is in constant motion.
Sometimes you win, sometimes you lose.
Remember that life is beautiful and everybody
experiences it differently, but at the end of the
game, the king and the pawn go back into the
same box.

Decision Map: Please individually show me it!

Flow Chart: now put it inside a system

What is strategic thinking
• Organizational
Structure
• Finance
• Human
Resources &
Action Plan
• Objectives• Vision
Why?
Are we there?
What?
Should we do
How?
Will we do it?
Who?
Will do it?

Strategic thinking
Strategic
Thinking
Characteristics
????
Process

Strategic Thinking basic needs:

Linked to Team: Now formulate a group work

It’s all about Rubik’s Cubs

Strategies on How to make your employees
more productive!

1- Characteristics: (Bases on Harvard Manage Mentor)
Characteristics
Personal Traits
Behaviors &
Attitudes
Cognitive
Capacities

A- Personal Traits:
 Curiosity
 Flexibility: To change whenever needed and appropriate and based on
information.
 Future focus
 Positive Outlook: View challenges as opportunities
 Openness to other opinions and criticism
 Breadth: seeing connections to unrelated fields

B- Behaviors & Attitudes
 Continuously evaluate the impact of your actions on a wide range of people
 Identify the forces driving your performance and think about how to improve
that performance
 Stay up to date on developments occurring around you
 Reassess who your customers are and what they value
 Watch the competition
 Seek other people’s opinions
 Ask questions and challenge assumptions
 Focus on the future
 Open yourself to ongoing learning by reading books, magazine and industry
reports; attending seminars and talking with experts.

C- Cognitive Capacities
 Objectively analyze a situation and evaluate the pros, cons and implications
of any course of action
 Grasp abstract ideas and put pieces together to form a coherent picture
(connect the disconnected pieces of information)
 Generate a wide range of options, visualize new possibilities, and formulate
fresh approaches to their work
 Factor hunches into decision making without allowing their hunches to
dominate the final outcome
 Understand the cause-and-effect linkages among the many elements that
make up a system

2- Strategic Thinking Process: “Harvard”
Strategic
Thinking
Process
Before
Starting
Seeing the big
picture
Clarifying
strategic
objectives
Implement
Actions
Identifying
Relationships
Thinking
Creatively
Analyzing
Information
Making Trade-
Offs

Before Starting
 Seeing the big picture
1. Understand organizational strategies
2. Analyze your customers, competitors and industry
3. Consider internal stakeholders
i. Identify potential stakeholders and their interest
ii. Gather information from stakeholders
iii. Listen carefully to underlying issues
 Clarifying strategic objective
1. Your own objectives
2. Organization related objectives
3. Defining objectives

Examples of being SMART
1. Ahmed team is preparing to launch a new campaign for regional courier
service.
 The service is currently used by 15% of the market.
 Ahmed has created the following objective:
“ Increasing the Market share to 70% of the national market within a year”
“Decreasing the cost by increasing the production”

Example 2:
 Rasha’s company processes accounting reports
for its clients. Each report takes typically 6
hours to be completed.
 Rasha would like her company to complete
each accounting report and submit it to sign off
before the end of the day.
 Rahsa gives her staff the following objective
 “ Please complete one accounting report per
day”

Now create your own SMART objective:
 Based in the following examples please create your own SMART objective
(Personal / Professional) – (Individual/ Group)
 4 Paper work!!

Thinking of Strategic thinking process

Design thinking for innovation Strategy
 Develop the 5 discovery skills that make up the Innovator’s DNA and optimize
your ability to innovate
 Examine the four primary forces that shape innovation and 10 types of
innovation you can leverage
 How to connect more deeply with customers to uncover opportunities for
innovation
 Transform insights and data into actionable ideas
 Explore the tool-sets and skill-sets used by designers: empathy for your
customers, idea generation, critical thinking, aesthetic ways of knowing,
problem-solving, rapid-prototyping and collaboration.
 Develop a wide variety of concepts for products, services, experiences,
messages, channels, business models, or strategies.
 Create and implement new solutions that create value for your customers,
faster and more effectively.

Practical vision
 Different visions are healthy feature of society
 Visual Thinking strategies
 Visual Thinking Strategies

Where is the problem between You and Boss
Individual Task:

Strategic Thinking Process:
 Implementation:
 Identifying relationships, patterns and trends: Spotting patterns across
seemingly unrelated events, and categorizing related information to reduce the
number of issues you must grapple with at one time
 Thinking creatively: Generating alternatives, visualizing new possibilities ,
Challenging your assumptions, and opening yourself to new information sorting
out and prioritizing the most important information while making a decision,
managing a project, handling a conflict and so forth.
 Brainstorming, organizing, and prioritizing objectives are the key foundations
of strategic plans, it helps you gain the insight needed to reach business
decisions and create plans that are actionable
 Prioritizing your actions: Staying focused on your objectives while handling
multiple demands and competing priorities
 Making Trade – Offs:

Strategic Thinking (Process Implementation)
Identifying
relationship/Patterns/ Trends
Thinking Creatively
Prioritizing your action
Making Trade-offs

Identifying relationship/
Patterns/ Trends

Identifying Relationships, Patterns, Trends
 Now show me the following

Case Study:
 Explain a strategic thinking decision in business market or in pharmaceutical
system how do you think about this decision?
 There is No right or wrong but explaining and illustrating your answer will
give you higher grade!

Power of Strategic Thinking
 Southwest Airlines case study from nothing to the top:
 History:
 Southwest Airlines 2002
 Southwest 2002 / 2
 Southwest strategic decision & Thinking process

Thinking Creatively

Thinking Creatively
 Challenge your assumption
 Welcome Provocation
 Envision and Ideal world
 Gather others perspectives
 Create the right environment

PESTEL Analysis:
Environment
All conditions around your decision

Michael Porter Competitive Strategy 1980:

Now It’s your turn to apply it!
Find a problem and try to apply the 5 forces model:

How does design thinking meets Social
Entrepreneurship? Steps of design thinking
 CELLUX Group steps for the design of
Strategic Thinking

Prioritizing your action

Before you think about prioritizing your
actions:

Now i know my ABC Next time won't you sing
with me?
 Do an individual SWOT for yourself
 Your group will evaluate a peer to peer SWOT evaluation
 Each group must make a business SWOT or a process
 the other groups will then evaluate the SWOT of them
 Final discussion how to make it better! Where was the problem

Analyzing your information:
• Determine Critical information
• Pareto Analysis
• Avoid irrelevant information
• Develop and Implement an information gathering plan
• Build on Existing knowledge

Now you can Prioritizing your actions:
 Establish clear and realistic timelines
I. Estimate length and time each phase might take
II. Compare your time estimates to time of other similar completed
procedures
III. Identify phases that cannot be completed without the end of other phases
IV. Revise the schedule with others
 Develop a final time‐line

Making Trade-offs

Making Trade-offs
 Consider your options
 Assess your choice pros and cons (Exercise pros
and cons for 3 options)
 Weight short and long term outcomes
 Balance personal and organizational needs
 Learn to say “No”

For any action there is a reaction equal in attitude
but in opposite direction:

Reflection of light in the Prism of your decision:
Market Decision Driven reflection point

Prism theory of decision/ Strategic Reflection
Points:
Active
Proactive

Business decisions for the balance of strategic
thinking:

Example 2:
Hamburger:
$15M
$15M
$30M
$5M
$5M
$30M
$10M
$10M
Big Mac
Wapper
Answer the following Questions:
1) What if Mac Charges 7, 5 $?
2) What if Burgerking Charges
5, 7$ ?
3) Why?
5$7$
7$
5$

Tit for tat
 A nice German sentence could explain it;
(Wie du mir, so ich dir)
We have 2 effects:
Short Term reaction: one of them will cheat to gain more but as the other
knows he`ll go down with the price.
Long Term: both of them go down with the price and reach the

123
MR
d'
Quantity per Time Period
DollarsperUnit
Comparison of the Perfect Competitor
with the Monopolistic Competitor: Efficiency
Perfect Competition Monopolistic Competition
Quantity per Time Period
DollarsperUnit
ATC
MC
d
MR = P
P1
q1
Minimum ATC ATCMC
P2
q2
Minimum ATC
In Mon Comp:
PMC
Pmin ATC

Oligopoly:
 1.)Cartel
 cartel: a group of firms acting together to minimize strategic behaviour behave like monopoly
 collusion: agreement among firms in a market about quantities to produce &/or prices to charge
. Demand is inelastic  few substitutes outside the cartel.
 Members of the cartel play by the rules; e.g., no price cutting: obey quota
 Number of members is low.
 Market conditions are good.
 Barriers to entry are strong.
 Ex. OPEC

Dominant Strategy:
 A special kind of Best Response Mix from different forms
 Strategy that is best no matter what the other player does.
Eg. advertise

128
 „Succesfull businesses ride the waves of industry misfortunes;
 Less succesfull businesses are sunk by them.“
 (Wrong) Believe: The fortune of a business is closely tied to
its industry

129
The role of the industry in determing profitability
Some industries are intrinsically
more profitable than others
In mature environments it is
difficult to sustain high profits
There is little difference in
profitability between industries
Industries inhabited by mature
firms often present great
opportunities for the innovative
Old view New view
It is environmental factors, that
determine whether an industry is
succesful, not the firms in the
industry
Profitable industries are those
populated by imaginative and
profitable firms

130
The role of the industry in determing
profitability (Porter 5 Forces Model)
 Is an outside-in business unit strategy tool
 Used to make an analysis of attractiveness of an
industry structure

132
The role of the industry in determing profitability
 Choosing good industries -> foolish strategy
 Choosing good firms -> far more sensible
 Percentage of business units`profitability
explained by:
Choice of industry 8.3 percent
Choice of strategy 46.4 percent
Parent company 0.8 percent
Not explaines-random 44.5 percent
Adapted from Rumelt (1991)

133
Mature Industries
 Market opportunities are created rather than found:
laptop, computers…
 Low-growth mature markets and troubled industries
may offer greater chances of rewards

134
Mature industries
 Creative and innovative businesses
 Create an environment that attracts customers
 Grows industry revenues and makes industry atractive
 Are more fiercely competitive
 Pace of change may be rapid & minimum standards high
 The growth rate of the industry is a reflection of the kind
of business in the industry, not the intrinsic nature of the
environment

135
Questions
What are the characteristics
of the industry?
What is our firm’s industry?
What macro environmental
factors can affect our strategy
implementation?
How stable are these
characteristics?
Firm
?

136
The Spectrum of Industry Structures
Concentration
Entry & Exit
Barriers
Production
Differentiation
Perfect
Competition
Oligopoly
Information
Flow
Duopoly Monolopy
Many firms Few firms Two firms
No Barriers
One firm
High HighSignificant
Restricted
Low
Restricted
Moderate
Restricted
Extensive
Perfect
Homogeneous
Product
Adopted from Pirnay Fabrice

137
Competitive Structure
Fragmented
Many firms,
no dominant
firm
Few firms,
shared dominance
(oligopoly)
Consolidated
One firm or one
dominant firm
(monopoly)

138
Firm`s Conduct
Market Structure
Performance
Firm
Structure-Conduct-Performance Model

139
Characteristics of SCP
Market Structure Conduct Performance
Goals of the firm
Pricing behaviour
Product design
Advertisement
Marketing
R&D
Merger & Collusion
Profitability
Growth
Product quality & service
Productive efficiency
Allocative efficiency
Government policy
Competition policy
Regulation
Taxes & subsidies
Trade policy
Wages & Price control
Market concentration
Product differentiation
Entry & Exit conditions
Vertical integration

140
Hypotheses
Structure influences Conduct
 Low concentration more competition
Conduct influences Performance
 More competition less market power
Structure influences performance
 No of firms increase
 Market power falls
 Price gets closer to marginal cost

141
Upward Spiral of Creative Business

142
Downward Spiral of Unchanging Business

Business Strategic Thinking: BCG Matrix

144
Market share and profitability
Large market share brings lower
costs and higher prices and so
yields greater profits
Small market firms cannot
challenge leaders
Large market share is the reward
for efficiency and effectiveness
If small firms do things better,
they can challenge leaders
Old view New view
Firms follow well-defined
traditional (generic) approaches
to the market
Firms take different approaches.
Firms try to counter yesterday's
ideas by creating new ones

145
Conclusion
 Mature organizations with poor performance blame
their environment
 The external factors are not the cause but the
symptoms of their failure
 Hall(1980): Survival and prosperity are possible even
when business environment turns hostile and industry
trends change from favourable to unfavourable

Risk Management
Prepared By:
Dr. Mohammed Ghorab

Agenda
 What is Risk ?
 What is Risk Management ?
 Effective Risk Management
 Risk Management Process

What is Risk ?
Risk is
“The level of exposure to uncertainties that the enterprise/organization must
understand and effectively manage as it executes its strategies to achieve its
business objectives and create value.”
Source: Alain LeBlanc, CD, B.Eng., M. Sc, M. Eng. 2011, Canadian Society of Value Analysis

Risk: Internal or External ?
INTERNAL
Your own Project
Your own Business
Inside the organization
 External
Legislation
Market Forces
Exchange Rate Fluctuations

“It’s likely that something
unlikely will happen.”
- Aristotle -

What should we do NOW ?
Risk Management

What is Risk Management ?
Risk management is a structured approach to managing uncertainty and
includes actions taken to:
 identify;
 assess;
 monitor; and
 reduce the impact of risks to the business.
Source: Small Business Development Corporation (http://www.smallbusiness.wa.gov.au/risk-management/)

Why Risk Management ?
Source: Andy Osborne, Risk Management Made Easy

Why Risk Management ? (cont.)

Effective Risk Management
 Benefits:
 Informed Decision Making
 Increased Likelihood of Achieving Strategic Goals
 Reduce Costs / Increase Profits
 Competitive Advantage

Risk Management Process
5. Monitor and Review
4. Implement Countermeasures
3. Identify Countermeasures
2. Quantify Risks
1. Identify Risks

1. Identify Risks
 Categorize and differentiate between different types of risks
 Strategic Risks:
 Business Planning
 Business Growth
 New Markets/ Products/Services
 Mergers/Alliances

 Operational Risks:
 Production
 Distribution
 Service delivery
 Pollution/Environmental Issues
 Financial Risks:
 Cash Flow
 Sales
 Contracts
1. Identify Risks

 Regulatory/Compliance Risks:
 Breach of Regulation
 Failure to meet Legal Requirements
 Loss of Operating License
 Healthy and Safety Risks:
 Workplace Accidents
 Injuries or Death
 Litigation
1. Identify Risks

 Technology Risks:
 IT Failure
 Data Loss
 Equipment Failure
 Project Risks:
 Failure to meet time scales
 Increased Costs
 Failure to meet business requirements
1. Identify Risks

 List all the risks the business may face
 Assess the loss from each risk
 Focus on the most critical type of risk
1. Identify Risks

2. Quantify Risks
 Here we want to assess:
 How likely a certain risk will happen ?
 Probability/ Likelihood to happen
 How will it impact/hurt the business ?
 Two Types of Impacts

2. Quantify Risks

2. Quantify Risks
Source: Andy Osborne, Risk Management Made Easy pp.26
ImpactsRatings

2. Quantify Risks
LikelihoodRatings

 A Risk Matrix: a tool used to rate the significance of the identified risks
based on the impacts and likelihood ratings.
 Different forms of the risk matrix can be used, however, the simplest one is
2. Quantify Risks
3 X 3 Grid

Example:
4 X 4 Matrix
2. Quantify Risks

2. Quantify Risks
Risk Assessment Summary

2. Quantify Risks
•The risk rating which is a
combination of likelihood and
impact is a rating of the
significance of each identified
risk.
•The nearer is the risk to the
top-right right corner of the
matrix, the more significant is
the risk.

 After the assessment of the identified risk and prioritizing the risks.
How to deal with these risks ?

Risk responses based on significance

How to response to risks ?

 Risk Acceptance: When ?
 Likelihood = Low & Impact = Low
 Costs of addressing risk > Potential loss

 Risk Management: When ?
 Likelihood = High & Impact = Low
 Approaches through training, education and monitoring, improving processes

 Contingency Planning: When ?
 Likelihood = Low & Impact = High
E.g. Large financial losses, reputation damage

 Contingency Plans could be:
- Crisis Management
- Communication with customers and stakeholders
- Alternative ways of supply and distribution
- Relocation and recovery of critical business functions

 Risk Reduction/Transfer: When ?
 Likelihood = High & Impact = High
 Here risk reduction/transfer is ESSENTIAL

Risk
Transfer
Insurance Outsourcing

 Risk Reduction and Control include:

 Decide on how much to invest in:
 Time
 Effort
 Money
 It is important to assign the responsibility of the implementation; to make
sure that it will happen.

 Risk Residual
 It is impossible to eliminate all the risk
 Left over risk is the Risk Residual/Net Risk

 The Risk Register
 A document that summarizes:
 Risks Identified
 Likelihood, Impact and Risk Ratings
 Suitable Countermeasures
 Actions taken and Current Status for Countermeasures
 The Risk Register should be a working document that is
regularly reviewed and updated.

 Risk Register Example

 Evaluate the results from the strategies and measures followed to mitigate
risks.
 Different questions to be answered in order to effectively monitor risk
management.

How to maintain an Effective Risk Management Process ?

Risk Awareness in the Organization
 Make people aware of risks
 Involve them
 Assign people the responsibility of managing risks within their control

Risk Management Steering Group

Case Study
 http://www.sword-activerisk.com/customers/case-studies/

Exam
 1- Design thinking *Steps, Analysis
 2- Power of Strategic thinking * How powerful *what effect * how different
 3- Game theory application in Work/ Life example of the 4 situations
 4- Why Increasing the Quantity decreases the price? When it’ll stop?
 5- Thinking is a process compare between strategic thinking process and
Industry process? Is there is a big difference in business mentality?

Trust is the main long run relationship
Dr.
Mo
ha
mm196

Creating a value? What is the value? Strategic
thinking in Business Methodology
Dr.
Mo
ha
mm197

Task 2: Explain: Group Discussion
1. Explain every character in the previous video in the market and show the
advantage and disadvantage in the given way of thinking?
2. How it could affect the business performance?
3. Which direction organization may fulfill to satisfy their needs?
Dr.Mohammed Ghorab198

Activity: butterflies-barnacles Model
Dr.
Mo
ha
mm200
Potential
Profitability
Projected Loyalty
Not all customers are equal

Task5: Example of SWOT/ Innovational thinking in
practice
Dr.Mohammed Ghorab
201

It’s all about the design of your Business
Dr.
Mo
ha
mm202

Ethical ways of doing business in marketing .. Not only
more but better trends
Dr.
Mo
ha
mm203

Now broad your view using SWOT :
 Team1:
 Team 2:
 Team 3:
Dr.
Mo
ha
mm204

Teams & Report , Now formulate a full report to
the top management regarding the SWOT of each
person in the team and create a combined SWOT,
Please Hire a team leader
Dr.
Mo
ha
mm205

Write a brief plan (Pestel)
• Boundaries
• Situation of the Market
• Goals and expected results of success
• Resources
• SWOT
Dr.
Mo
ha
mm206

Simple Questions:
Dr.
Mo
ha
mm208

Maslow's hierarchy of needs
Dr.
Mo
ha
mm209

Customer Focused Strategy/ Customer Focused
Operations . (ISO new requirements)
Dr.
Mo
ha
mm210

Different Customer based relationship /
consumption basket relation:
Dr.
Mo
ha
mm211

What we really need for change management:
 Is it Environment?
 Or may be going International?
 Is it a payment or a circumstances problem?
 How to get better?
 Jim Rohn change yourself to change others

Dr.
Mo
ha
mm212

Special precautions on business strategies and
directions
1. Risks Assessments and crises management
2. Profit orientation
3. Why it’s important
4. See things differently, things will get better
5. Forget about the past (only learning could be useful), go forward and
adapt with the present situation
Dr.Mohammed
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Thinking 6 hats:
Task 3: Classify yourself mentioning a situation to your
team and let them decide whom you are:
Dr.
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ha
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To make your point of view understandable

Resources classification
- Menschen = Men
- Methode = Method
- Maschine = Machine
- Material = Material
- Messen = Measuring / Monitoring
- Mitwelt = Environment
- Information = Most expensive tool
However Best Thinking + Best Practicing
= best Quality
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Continuous improvement

Dutch Disease 1970
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Dutch Disease
 Dutch disease has two main effects:
1. A decrease in the price competitiveness, and thus the export, of the affected
country's manufactured goods
2. An increase in imports
In the long run, both these factors can contribute to manufacturing jobs being
moved to lower-cost countries. The end result is that non-resource industries are
hurt by the increase in wealth generated by the resource-based industries.
The term "Dutch disease" originates from a crisis in the Netherlands in the 1960s
that resulted from discoveries of vast natural gas deposits in the North Sea. The
newfound wealth caused the Dutch guilder to rise, making exports of all non-oil
products less competitive on the world market.
In the 1970s, the same economic condition occurred in Great Britain, when the price
of oil quadrupled and it became economically viable to drill for North Sea Oil off the
coast of Scotland. By the late 1970s, Britain had become a net exporter of oil; it had
previously been a net importer. The pound soared in value, but the country fell into
recession when British workers demanded higher wages and exports became
uncompetitive.
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218

Life cycle of any international product
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Innovation Marketing
 An Innovation: is an idea, practice or product perceived to be new by the
relevant individual or groups.
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Categories of Innovations
 Continuous Innovation “Limited decision making”
 Dynamically Continuous Innovation
 Discontinuous Innovation “ Extended decision making”

Awareness
Interest
Evaluation
Trial
Adoption
Problem Recognition
Information Search
Alternative Search
Purchase
Post-Purchase Evaluation
Adoption
Process
Decision
Making Process
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Diffusion Process
 It is the manner in which innovations spread throughout a market. The term
spread refers to purchase behavior with regularity.
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223

Factors affecting diffusion process
1. Type of group
2. Type of decision
3. Marketing effort
4. Fulfillment of felt need
5. Compatibility
6. Relative advantage
7. Complexity
8. Observability
9. Trialability
10. Perceived risk

Company HR affecting Innovation
Academics
Personal
Skills
Professional
Experience
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Adopters Categories
Dependency on the following:
Academics
• BVSC
• Diplom
• Master
• PhD
• (Publications)
• References
Professional
Experience/ Practical
• Field of Work
• Is it the same as your
previous study?
• 4W+H (Why, Where,
What, When) + How
• Advantages and
Disadvantages
Personal Skills
• Languages
• Computer
• Leadership, Comunication
..
• Acquired or Natural or
both
• Courses, Experience
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ha
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Business Strategy
1. Define the core business from your business model
2. Stay with you the core business
3. Protect your core business
4. Formulate a portfolio of on going business

Important notes:
 Connect the disconnected pieces of information and details of
your market and marketing strategies
 Look for small details because it can make a huge differences
 Plan for a short term and a long term plan with time schedule
management and performance monitoring
 Start With Advantage and Disadvantage of yourself, formulate
SWOT then use all data to make the Short run and long run
planning then ask your community opinions then compare
 Decision makers must site together from different fields to
discuss the different point of views and brainstorming
 Listen to the sound that when somebody couldn’t do something
they will push you to believe that nobody could do that as well!
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Adopters Categories
 Innovators:
 Risk takers
 Young, well educated
 Use commercial media, professional sources in learning about new products
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Adopters Categories
 Early adopters:
 Opinion leaders
 Successful, well educated, concerned with failure
 Provide information to others
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ha
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Adopters Categories
 Early majority:
 Cautious with innovations
 Socially active , not leaders
 Rely on interpersonal sources of information
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ha
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Adopters Categories
 Late majority:
 Skeptical about innovations
 Adopt innovations in response to social pressures or the decreased availability of old
product
 Older, less social status
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Adopters Categories
 Laggards:
 Oriented toward the past
 Adopt innovations with reluctance
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ha
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Business Strategy & Diffusion Process
Diffusion Enhancement
Strategies
Diffusion InhibitorDiffusion Determinant
-Use media
-Conflict reduction
themes
GroupType of decision
-High service outlets
-Skilled sales force
-Extensive marketing
efforts
HighComplexity
-Success
documentation
-Endorsement by
credible sources
-Guarantees
HighPerceived risk
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ha
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The business will create competitive
advantages by selecting one of the following
strategies
1. Cost Leadership
2. Differentiation
3. Concentration
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ha
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Group Task on companies in the three level diagram

Star Behavior Charts on Pinterest

Tangible or Intangible Awarding

Blue Ocean Strategy in business transformation & Competitive Advantages:
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ha
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How to reach blue ocean level (RERC)
Cost
Eliminate/ Reduce
Buyer Value
Raise/ Create
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ha
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Blue Ocean

Red Ocean Vs. Blue Ocean
Red Ocean Strategy Blue Ocean Strategy
Compete in existing market space Create uncontested market space
Beat the competition Make the competition irrelevant
Exploit existing demand Create and capture new demands
Make the value / Cost trade-off Break the value cost trade-off
Align the whole system of a company’s
activities with its strategist choice of
differentiation or low cost
Align the whole system of a company’s
activities in pursuit of differentiation and
low cost
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264

Principle 1
 Reconstruct your market boundaries
- Define your industry factors
- Draw your strategy canvas
Dr.Mohammed
Ghorab
265

6 Paths for reaching principle 1
1. Look across alternative industries
2. Look across strategic groups within industries
3. Look across the chain buyers
4. Look across complementary product and service offerings
5. Look across functional or emotional appeal to buyers
6. Look across time
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ha
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Path 1:
 Look across alternative industries through:
• Substitutes
• Alternatives
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ha
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"do communications over the mobile network",
and is also from a compound word dokomo, meaning "everywhere" in Japanese.

Path 3: Look across the chain of buyers
• A chain of buyers
• Purchasers
• Users
• Influencers
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 Look across functional or emotional appeal to buyers
Make the world better place with us, It’s not just a hair cut it’s unforgettable experience:
Enjoy life and see your smile again in 10 min.!
Get your money back in case: More than 10 Min. Not satisfied
Or Didn’t discover the joy of cutting your hair, unforgettable experience

Principle 2
 Focus on the big picture, not the numbers:
• Explore the six paths
• Test your growth potential
4 Steps of Visual strategy:
• Visual Awakening
• Visual Exploration
• Visual Strategy Fair
• Visual Communication

Principle 3
Third Tire;
Unexplored non customers: Who
are in markets distant from yours
Second Tire:
Refusing non customers
‘Who consciously choose against your
market
First Tire:
Soon to be non customers
“ Who are on the edge of
your market waiting to
jump ship"

Principle 4
 Get the strategic sequence right:
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ha
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Utility • Exceptional
Price • Reasonable
Cost • Profitable
Adaptions • Risky

The Six Stages of buyer experience cycle
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ha
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Principle 5:
 Effective Process (3E)
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ha
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Engagement
ExpectationExplanation

Principle 6
 Tipping point leadership

Blue:
Blue
Competition
Irrelevant
Differentiation
& Value

Explaination
 Blue Ocean Strategy from Start till the End
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ha
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Apple Releases:
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ha
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Case Study 1, 2, 3, 4: Skype Vs. Apple
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Mo
ha
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‫الشغل‬ ‫لزوم‬ ‫الشغل‬ ‫من‬ ‫أهم‬ ‫اللي‬
Customer service compliance: the customer don’t need the
product or service he needs the need to fulfill his desire and
reaching the satisfaction situation
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Wii Vs. Starbucks
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ha
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Business main concern
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ha
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Results Common: Difference:
1. Happiness
2. Feeling comfort
3. Social Partner
4. Private life
5. Human & Emotions
6. Out of stress
bounders
1. Color/ Race
2. Age
3. Ethnic group
4. Dresses & Fashion
5. Number of family
members
6. Different life style
At the End they are all different people common in there happiness do you all agree?
So does business-consumer relationship main focus
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ha
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Market Analysis strategies
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Mo
ha
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4P’s and 4 C’s are now 7 P’s and 7 C’s:
 http://www.docstoc.com/article/159061410/Master-The-Marketing-Mix-
Its-All-About-the-Ps-and-the-Cs

Now 12 C’s
The 12 C analysis
1. Country
2. Choices
3. Concentration
4. Culture/consumer behaviour
5. Consumption
6. Capacity to pay
7. Currency
8. Channels
9. Commitment
10. Communication
11. Contractual obligations
12. Caveats

The social/cultural environment
-The A-B-C-D paradigm

A- Market Potential
Market potential
1. Market size
2. Competition
3. Resources
4. Customer demand, wants, income etc.

Similarity & Accessibility
Similarity (to home or other well known foreign markets)
 Geographic proximity
 Psychological proximity
1. Economies of scale
2. Optimization of marketing
3. Easier diffusion of products
4. Ease of operation, management and control
5. Greater profitability
Accessibility
 Geographic accessibility
 Psychological access
 Political distance
 Management communications

Foreign Market SelectionCompany’scompatibility
witheachcountry
LowMediumHigh
Case study - Foreign market selection
for Disneyland

Marketing Strategies
Marketing
environment
and scale of
marketing Competitors Objectives
Marketing
mix
variables
Marketing
budgets
Expected
outcome
1.Should we go international?
2.Where should we go?
3.How should we go there?
4.What should we sell?
5.How should we market it?
6.How do we organize?

Factors affecting organizational strategies

The role of strategy in international business
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Five common approaches for worldwide
organisational structure
1. Country and regional centres
2. Functional operation
- Best suited to companies with a narrow product base with relatively
homogeneous customers around the world
3. Product structuring
- for companies with portfolio of seemingly unrelated product lines where
each product group may have its own international division
4. Matrix structuring
- very popular in late 70s, mostly by product and market, often not used
due to problems with complexity and power struggles
5. Strategic business units (SBUs)
- dividing the organization into defined businesses, each addressing an
identified customer base either by country or even on a worldwide basis

Trends in global organisations
1. Ethnocentric: headquarters personnel and culture dominates
2. Polycentric: here the culture of the subsidiary countries take the lead
3. Regiocentric: a mid point, attempting to coordinate a geographic region,
e.g. EU or utilizing a country such as Singapore as a regional hub
4. Geocentric: Simply the attempt to manage and integrate strategy globally
- It is worth mentioning that no one method is the correct one - the one that
reflects the strategic intent matched to the objectives is the most
appropriate

Globalization
International or global?
 Domestic marketing: marketing directed at the domestic or home market
only
 Export marketing: making the product or service in the home markets and
selling it in international markets
 International marketing: moving beyond exporting, the organization often
still makes the product or service in the home market but has its own
representation for sales, marketing and distribution in the foreign market(s)
 Multinational marketing: the next stage of growth and involvement. The
organization has greater proportion of its assets in markets other than its
domestic base. The domestic market is now one of many markets all
approached mainly on an individual basis (also called multidomestic
strategy)

 Multiregional marketing: in an attempt to find economies of scale in their
operations, the organization has started to standardize its international
marketing strategies around regional groupings of markets
 Global marketing:
- some authors describe this process as the EPRG framework. This stands
for Ethnocentrism (domestic/export marketing orientation), Polycentrism
(international marketing orientation), Regiocentrism (multinational
marketing orientation) and Geocentrism (global marketing orientation)
(Source: Douglas, S.P. and Craig, C.S., 1995 Global Marketing Strategy)
- The organisation defines a single strategy for a product, service or
company that can be followed in all markets in which the organization
operates. Typically senior management will set general strategic guidelines
and local offices will develop these at local market levels

Integration Responsiveness (IR) Grid
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Globalization Effect
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Causes of Globalization
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Methodology:
MNC and Global Corporates
Chasing after many little Ideas quickly Moving towards one clear big Ideas
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Failure of Standardization
Truth Has Many Faces
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Cracking the code of Western Markets
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Diversification power
 Diversification effect on organizational strength and marketing power
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Which, What, Where, When, How?
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Risk Vs Return relationship
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Factors affecting level of involvement
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ha
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Market Analysis
Evaluation criteria
Entry
methods
Indirect
exports
Direct
exports
Marketing
subsidiary
Marketing
subsidiary-
local
assembly Licensing Joint venture
Wholly
owned
operation
Number of markets
Market penetration
Market feedback
International marketing
Learning
Control
Marketing Costs
Profits
Investment
Administration
Foreign problems
Flexibility
Risk

Economic Value & Market Structure
 In order to develop principles and make predictions
about markets and how producers will behave in
them, economists have developed four principal
models of market structure:
 perfect competition
 monopoly
 oligopoly
 monopolistic competition

Perfect Competition
 Perfect competition is when there is enough competition:
In a perfect competitive market we have:
 Price-taking producers : when its action cannot affect the market price of
the good or service it sells.
 Price-taking consumer: a consumer who cannot influence the market price
of the good or service by his or her actions.

Conditions
 1-It must contain many producers, none of whom have a large market share.
 2-The industry output is a standardized product.
 Standardized product: is a product that consumers regard as the same good
even when it comes from different producers, sometimes known as a
commodity.
 3-It is easy for new firms to enter (not strictly necessary) or for firms who
are in the market to leave. Economists refer to this concepts as ”free entry
and exit"

Competing in Prices vs. Competing in Quantities
 Firms may decide to engage in quantity or price competition.
 The basic insight of the quantity competition
(or the Cournot model) is that when firms are restricted in how much they
can produce, it is easier for them to avoid excessive competition and to
“divvy up” the market, thereby pricing above marginal cost and earning
profits.
 It is easier for them to achieve an outcome that looks like collusion without
a formal agreement

 The logic behind the price competition (or the Bertrand model) is that when
firms produce perfect substitutes and have sufficient capacity to satisfy
demand when price is equal to marginal cost, then each firm will be
compelled to engage in competition by undercutting its rival’s price until the
price reaches marginal cost—that is, perfect competition

Price Discrimination
 Up to this point we have considered only the case of a single-price
monopolist, one who charges all consumers the same price. As the term
suggests, not all monopolists do this.
 In fact, many if not most monopolists find that they can increase their
profits by charging different customers different prices for the same good:
they engage in price discrimination

The Logic of Price Discrimination
 Price discrimination is profitable when consumers differ in their sensitivity
to the price. A monopolist would like to charge high prices to consumers
willing to pay them without driving away others who are willing to pay less.
 It is profit-maximizing to charge higher prices to low-elasticity consumers
and lower prices to high elasticity ones.

Two Types of Airline Customers

German Wings: Blind booking & last minute
reservation as a price discrimination model

Price Discrimination and Elasticity
 A monopolist able to charge each consumer his or her willingness to pay for
the good achieves perfect price discrimination and does not cause
inefficiency because all mutually beneficial transactions are exploited.
 In this case, the consumers do not get any consumer surplus! The entire
surplus is captured by the monopolist in the form of profit

Perfect Price Discrimination
 Perfect price discrimination takes place when a monopolist charges each
consumer his or her willingness to pay—the maximum that the consumer is
willing to pay

Forms of Price Discrimination
 Advance purchase restrictions
 Volume discounts
 Two-part tariffs

Social Innovation and
Entrepreneurship

Dr.
Mo
ha
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You Choose it, Buy it, Do it!
Do it by yourself to save money and to make it beautiful!
Customize your product to suit you!
It’s all about you, Your choice and your design
- You gives a private feeling
- Product customization for more profits
- When customer pay an effort, he always like what he did and appreciate
- Unforgettable experience for any consumer behavior

Innovation Marketing: Serve yourself:
Dr.
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Save your time, Money, effort for a better service

Social Innovation & Entrepreneurship
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Definition
 Social innovation
 “ refers to the creation, development, adoption, and
integration of new concepts and practices that put
people and the planet first. Social Innovations resolve
existing social, cultural, economic, and environmental
challenges. Some social innovations are systems-
changing – they permanently alter the perceptions,
behaviors, and structures that previously gave rise to
these challenges.”
From : Social innovation center: http://socialinnovation.ca/about/social-innovation

Shareholder ValueInternal External
Today
Tomorrow
Strategy and Sustainability
Drivers:
Disruption
Clean
Technology
Footprint
Drivers:
Population
Poverty
Inequity
Drivers:
Pollution
Consumption
Waste
Drivers:
Civil Society
Transparency
Connectivity
Sources of
Creative
Tension on
Each Axis
Innovation &
Repositioning
Growth Path &
Trajectory
Cost & Risk
Reduction
Reputation &
Legitimacy
Minimize
waste and
emissions from
operations
Integrate
stakeholders
into business
processes
Develop new
sustainable
competencies
Create shared
roadmap for
meeting unmet
needs
Source: Hart & Milstein, 2003
Economic
Disparity
Economic
Empowerment
of Women
Integrated
Urban
Management
Energy
Efficiency in
Production
Close
Loop
Design
CSR Reporting

Social Innovation Conditions
1. Diversity: Not in homogenous structures
2. The Right Environment: conducive physical environment
3. Animate and watch it grow: Not rigid
Source: http://socialinnovation.ca/about/theory-of-change

The Social Innovation Pyramid
Source: http://socialinnovation.ca/about/theory-of-change

 Social Innovation is a novel solution to a social problem
that is more effective, efficient, sustainable, or just than
existing solutions and for which the value created accrues
primarily to society as a whole rather than private
individuals.
Value through Social Innovation
Source: James A. Phills Jr., Kriss Deiglmeier, and Dale T. Miller, Rediscovering Social Innovation, Stanford
Social Innovation Review, 2008. http://www.ssireview.org/articles/entry/rediscovering_social_innovation/

 Social Innovation is an initiative, product or process or
program that profoundly changes the basic routines,
resource and authority flows or beliefs of any social system
(e.g. individuals, organizations, neighborhoods',
communities, whole societies).
343
Source: Social Innovation Generation, Canada,
http://www.socialinnovationexchange.org/files/images/SI_Primer_R5.pdf
Value through Social Innovation
(cont’)

Business/
Entrepreneurship
Non-Profit
Organization
Government
Social Innovation across sectors

 In 2009, The White House opened an Office of Social Innovation and in 2010 made a
$50million investment in 11 projects.
 Governments across the world are showing “an explosion of interest” and social
innovation is seen as “an important and legitimate public policy approach”
Source: http://socialinnovationresearch.wordpress.com/definitions/examples/
Government

 Danone’s annual “Social Innovation Lab”
 Dell’s “Social Innovation Competition” – Dell announced in May 2011 that they will invest a
further $5 million into the competition.
 The Financial Times has Social Innovation Awards
Business/
Entrepreneurship

 Social entrepreneur programs; implementing new organizational models – such as social
enterprises
 Advocating for systemic change – such as the need for social finance
Non-Profit
Organization

Corporate Social Innovation
 Five Key Factors:
1. A Purpose
2. A defined need
3. Measurement
4. Partners
5. An innovation-enhancing structure
Source: http://www.theguardian.com/sustainable-business/corporate-social-innovation

Social Innovation in Egypt
 The SEKEM Development Foundation (SDF)
 The SEKEM initiative was founded to realize the vision of sustainable human
development. Its mission is the development of the individual, society and environment
through a holistic concept integrating economic, societal and cultural life.
Source: http://www.sekem.com/

The SEKEM Sustainability Flower

The SEKEM Sustainability Flower
 Economic life: Products Sold and values along the value chain.
 Societal life: Protection and regulation of human rights.
 Cultural life: How to develop the individual.

Social Innovation in Egypt (cont’)
 Bey2ollak Application
 A Cross Platform Mobile application for people to exchange info about traffic that uses the
power of crowd-sourcing, social interaction and localization

Social Innovation in Egypt (cont’)
 Bey2ollak
 Launched virally on 10/10/10 and got more than 5K Registered users on the 1st day!
 Has Vodafone-Egypt as a current VAS (Value Added Services) partner!
 Has currently around 1 Million registered users!

Why Social Innovation ?
 What does these 2 innovations have in common?
 Why they are considered as “Social Innovations” ?

Source: Kim Alter, http://www.4lenses.org/setypology/print
Value through Social
Entrepreneurship

• Social impact – motivation is for rapid diffusion through sharing of assets
and innovations
• Business growth – motivation is for rapid growth through protection of
assets and innovations
Source: Young Foundation, “Open Book of Social Innovation”
http://www.youngfoundation.org/files/images/Open_Book_of_Social_Innovation.pdf
Value through Social
Entrepreneurship (cont’)

Value through Social Entrepreneurship (cont’)
 Four Key Questions
 What is the social problem you are trying to solve?
 What are the social impacts you are trying to create?
 What is the market you are trying to serve?
 What is the most effective way to attract customers ?

VisionSpring
From Social Problem to Strategic
Opportunities to Value Creation

From Social Problem to Strategic
Opportunities to Value Creation

Social Entrepreneurship Example 1 (cont’)
• THE SOCIAL CHALLENGE: 65% of the world’s cocoa comes from Africa. Less
than 1% of chocolate is made there.
362

Social Entrepreneurship Example1 (cont’)
363
THESTRATEGICOPPORTUNITY

Social Entrepreneurship Example 2
(cont’)
364
THE SOCIAL CHALLENGE
Homelessness + Drug addiction
+ Isolation + Joblessness

What does it take?
• Integrative Thinking: Ability to find a solution
where nobody else sees it
• Pro-social Cost-Benefit Analysis: Including benefits
to others in assessments.
• Commitment to Alleviating Suffering of Others:
Willingness to take “unreasonable” risks

 “Innovation is the specific instrument of entrepreneurship. The
act that endows resources with a new capacity to create
wealth.”
- Peter Drucker -

Recommended Books
 The Decision Book: 50 Models for Strategic Thinking von Mikael Krogerus,
Roman Tschäppeler, Philip Earnhart und Jenny
Dr.
Mo
ha
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HBR's 10 Must Reads on Strategy von Harvard
Business Review von Harvard Business Review Press
The First Mile: A Launch Manual for Getting
Great Ideas into the Market
by Scott D. Anthony

Reference:
• Marketing Management, Millenium Edition, Philip Kotler
• International Business Environments and Operations; Daniels, John D.;
Radebaugh, Lee H.; Sullivan, Daniel P.; 12th Edition, Pearson Prentice Hall, 2009
(core source for powerpoint handout)
• International Business Environments and Operations; Daniels, John D.;
Radebaugh, Lee H.; Sullivan, Daniel P.; 10th Edition, Pearson Prentice Hall, 2004
(older version, mostly still valid)
• Transnational Management, Bartlett, Christopher, A., Ghoshal, Sumantra;
Birkinshaw, Julian, 4th Edition, 2004, McGraw-Hill
• International Business, Themes and issues in the modern global economy,
Johnson, Debra, Turner, Colin, 2003, Routledge
• Strategien der Internationalisierung, Schmid, Stefan, 2. Auflage 2007
Dr.
Mo
ha
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References:
 http://harthelps.wordpress.com/
 http://harthelps.wordpress.com/
 http://blog.mindjet.com/2011/03/use-case-creating-a-strategic-plan-with-mindmanager/
 http://blog.martinruss.com/2010/05/innovation-catalyst.html
 http://www.creativityatwork.com/design-thinking-strategy-for-innovation/
 Dr. Mostafa Hunter, Lead Expert for Healthcare sector, DAAD 09/Nov./2009
 The firm matters not the industry by Charles Baden-Fuller and John Stopford
 http://www.quickmba.com/strategy/porter.shtml
 http://www.limitlesspress.com/grief.htm
 http://kisi.deu.edu.tr/sedef.akgungor/dosyalar/Class_1.ppt
 http://www.strath.ac.uk/media/faculties/business/economics/mscemp/IE2.ppt

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