Management consultants help organizations solve problems in a similar way to how a dentist diagnoses and treats issues like cavities. Consultants objectively analyze organizations to identify issues preventing strategic and operational success. They gather data through research, interviews, and analysis to develop insights and recommendations. Consultants then work closely with clients to present solutions, incorporating ongoing feedback until final deliverables are approved. Management frameworks are important tools consultants use to guide organizations and ensure alignment with strategic goals based on assessing internal operations and external market factors.
Effective leadership requires understanding current performance, strategic direction, improvement options, and how to apply them. Leaders who do not understand these risks making short-sighted decisions that hurt long-term success. Seeking external insights into business health, upside potential, and improvement strategies can provide benefits like independent perspectives, new methods, ideas, and challenges. However, these must be implemented properly to achieve accelerated, sustainable results rather than wasting money. The best approach depends on a business's needs, but options include consultancies, interim experts, or embedded advisors to supplement internal resources.
The document provides an overview of business planning and the business planning process. It discusses that business planning involves setting goals, forecasting the future, and organizing activities to achieve desired goals. Business plans are used both internally for management purposes and externally to obtain financing from investors and lenders. The key sections of a business plan typically include an executive summary, market analysis, value proposition, marketing/sales plan, management team, and financial projections. Developing a thorough business plan helps avoid surprises, organize complexity, align stakeholders, and improve business efficiency.
The document discusses the Deming Cycle, also known as the PDSA (Plan-Do-Study-Act) cycle, which is a four stage model for continuous improvement. It involves planning a change, implementing it, observing the results, and acting on what is learned. The stages are outlined in detail. Strategic thinking is then defined as focusing on unique opportunities to create value through creative dialogue. Key competencies of strategic thinking are discussed, along with the characteristics of effective strategies. Finally, strategic analysis is defined as the process of conducting research to formulate strategy, using various analytical methods.
The document discusses several strategic planning models that can be used by organizations, including the Strategy Map, Balanced Scorecard, SWOT Analysis, PEST Analysis, Gap Planning, Blue Ocean Strategy, Porter's Five Forces, and VRIO Framework. It provides overview and examples of each model. The models can be used to analyze internal/external factors, identify goals and measures, compare current/desired states, explore new market opportunities, and evaluate competitive advantages. While each has strengths, the best model depends on an organization's specific context and needs.
Page 1 of 2 Capstone Experience in Integration & Strategy .docxalfred4lewis58146
The document discusses undertaking a strategic audit to improve a company's performance. It recommends the following initial steps:
1) Analyze the external environment, including competition, market trends, and changes in customer needs.
2) Evaluate the company's resources and capabilities to determine what is and isn't working given the company's growth.
3) Assess if the company has the right people in the right jobs and make changes if needed.
4) Review the strategic plan and vision to ensure they are aligned with current capabilities.
This document discusses tools and processes for innovation and entrepreneurship. It provides an outline for a business plan, including sections on marketing, production, management, and finances. Key points covered include brainstorming techniques for generating ideas, screening ideas through macro and micro analysis, using SWOT to evaluate remaining ideas, and standard components of a business plan like executive summary, products/services, market analysis, operations, and financial projections. The document emphasizes that planning is an ongoing process, not just a static plan, and outlines best practices for an effective business plan.
The document discusses strategic planning and its importance for project managers. It outlines the key elements of strategic planning, including goal setting, strategy development, customer and internal business analysis, strategic choices, implementation, and evaluation. It argues that project managers need to understand business strategies in order to position themselves as partners rather than just hands, and that linking projects to corporate strategies is critical for success. A basic knowledge of strategic planning principles is necessary for project managers to fulfill this role effectively.
Effective leadership requires understanding current performance, strategic direction, improvement options, and how to apply them. Leaders who do not understand these risks making short-sighted decisions that hurt long-term success. Seeking external insights into business health, upside potential, and improvement strategies can provide benefits like independent perspectives, new methods, ideas, and challenges. However, these must be implemented properly to achieve accelerated, sustainable results rather than wasting money. The best approach depends on a business's needs, but options include consultancies, interim experts, or embedded advisors to supplement internal resources.
The document provides an overview of business planning and the business planning process. It discusses that business planning involves setting goals, forecasting the future, and organizing activities to achieve desired goals. Business plans are used both internally for management purposes and externally to obtain financing from investors and lenders. The key sections of a business plan typically include an executive summary, market analysis, value proposition, marketing/sales plan, management team, and financial projections. Developing a thorough business plan helps avoid surprises, organize complexity, align stakeholders, and improve business efficiency.
The document discusses the Deming Cycle, also known as the PDSA (Plan-Do-Study-Act) cycle, which is a four stage model for continuous improvement. It involves planning a change, implementing it, observing the results, and acting on what is learned. The stages are outlined in detail. Strategic thinking is then defined as focusing on unique opportunities to create value through creative dialogue. Key competencies of strategic thinking are discussed, along with the characteristics of effective strategies. Finally, strategic analysis is defined as the process of conducting research to formulate strategy, using various analytical methods.
The document discusses several strategic planning models that can be used by organizations, including the Strategy Map, Balanced Scorecard, SWOT Analysis, PEST Analysis, Gap Planning, Blue Ocean Strategy, Porter's Five Forces, and VRIO Framework. It provides overview and examples of each model. The models can be used to analyze internal/external factors, identify goals and measures, compare current/desired states, explore new market opportunities, and evaluate competitive advantages. While each has strengths, the best model depends on an organization's specific context and needs.
Page 1 of 2 Capstone Experience in Integration & Strategy .docxalfred4lewis58146
The document discusses undertaking a strategic audit to improve a company's performance. It recommends the following initial steps:
1) Analyze the external environment, including competition, market trends, and changes in customer needs.
2) Evaluate the company's resources and capabilities to determine what is and isn't working given the company's growth.
3) Assess if the company has the right people in the right jobs and make changes if needed.
4) Review the strategic plan and vision to ensure they are aligned with current capabilities.
This document discusses tools and processes for innovation and entrepreneurship. It provides an outline for a business plan, including sections on marketing, production, management, and finances. Key points covered include brainstorming techniques for generating ideas, screening ideas through macro and micro analysis, using SWOT to evaluate remaining ideas, and standard components of a business plan like executive summary, products/services, market analysis, operations, and financial projections. The document emphasizes that planning is an ongoing process, not just a static plan, and outlines best practices for an effective business plan.
The document discusses strategic planning and its importance for project managers. It outlines the key elements of strategic planning, including goal setting, strategy development, customer and internal business analysis, strategic choices, implementation, and evaluation. It argues that project managers need to understand business strategies in order to position themselves as partners rather than just hands, and that linking projects to corporate strategies is critical for success. A basic knowledge of strategic planning principles is necessary for project managers to fulfill this role effectively.
Using established business models as investigative tools and linking them together to enhance their analytical value is proposed in this paper as a method of progressing from strategic situation analysis to competitive advantage. Moreover, internal analyses that result in the identification of distinctive competencies and external investigations that uncover industry key success factors give strategists the means to develop strategies that may achieve competitive advantage.
Strategic management and Business policy
unit 1 ( BBA 3RD year 6th sem)
Prepared by - Dipankar Dutta
Faculty, Dev Bhoomi Group of Institution Saharanpur
email- dipankarpharma1@gmail.com
This document discusses strategic planning and strategic thinking frameworks. It describes strategy as guiding long-term goals and objectives, and how strategic planning involves assessing the environment and deciding on a mission. Two frameworks are explained: the BCG matrix categorizes products based on market share and growth, and Porter's five forces model analyzes competitive forces in an industry. The strategic planning process involves assessing the environment, establishing a mission and goals, and developing strategies to achieve objectives.
The document discusses various aspects of starting a new business, including generating ideas, evaluating ideas through feasibility studies, preparing a business plan, executing the business plan, and the role of society and family. It provides details on conducting industry and market analysis, assessing financial feasibility, and evaluating the entrepreneur. Key components of a business plan like the executive summary, organization description, marketing plan, and financial projections are also outlined. The document emphasizes the importance of alignment between strategy, people and processes for successful business plan execution and ongoing review.
The document discusses the roles and responsibilities of various departments in a business organization and how each contributes to business analysis activities. It identifies the major functions like general management, finance, operations, human resources, marketing, production, research and development, information technology, logistics, security, and risk management. For each function, it provides the main responsibility and how the department contributes to analysis of key metrics, performance, processes, and decision making to improve the business. Maintaining effective collaboration between departments is important for optimal organizational productivity and satisfaction of customer needs.
Unit 1 Module 1 - Overview of LASAsOverview of LASAsT.docxmarilucorr
Unit 1: Module 1 - Overview of LASAs
Overview of LASAs
The strategy audit is a comprehensive analysis of the company’s business strategy and operating performance, and culminates in a series of recommendations for improving your company’s performance based on the findings and conclusions of your analysis. It involves assessing the actual direction of a business and comparing that course to the direction required to succeed in a changing environment. A company's actual direction is the sum of what it does and does not do, how well the organization is internally aligned to support the strategy, and how viable the strategy is when compared to external market, competitor, and financial realities. These two categories—the internal assessment and the external or environmental assessment—make up the major elements of a strategy audit.
Throughout this capstone course, you will work on a strategy audit for a selected organization. This will provide a summative learning experience that allows you to demonstrate your understanding of most of the MBA program learning outcomes and concepts in the various courses within the program. You will write this report as though you are a consultant to your selected company and are addressing the executive officers of this company. In each module, you will collect and analyze data in producing your report, but your final product will be condensed and focus on presenting your analysis findings and conclusions. You will submit two parts of a course project related to the strategy audit. You will submit these two parts in Modules 3 and 5.
Here is a list of tasks you will complete for your course project.
M1: Assignment 3—Market Position Analysis: You will assess the product portfolio of your selected organization by analyzing its value proposition, market position, and competitive advantage. You will identify the business unit of your company and the product(s) and service(s) you will focus on in this report. To gain a better understanding of these factors you will conduct at least one interview with a mid-level or senior manager.
M2: Assignment 2—External Environmental Scan: You will conduct a comprehensive external environment scan of your business unit along with a five forces analysis. Your analysis will incorporate any key customer-related factors and trends. You will use this information for a strengths, weaknesses, opportunities, and threats (SWOT) analysis in Module 4.
M3: Assignment 2—LASA 1: Preliminary Strategy Audit: This is where you submit the first part of your course project assignment. You will develop a preliminary strategy audit, in which you will include an analysis of the company’s value proposition, market position, competitive advantage, and an external environmental scan/five forces analysis. You will also identify the 5–7 most important strategic issues facing the organization or business unit and include a preliminary set of recommended tactics for improving your company’s strategic align ...
Scott droney - strategic planning and strategic managementScott Droney
Scott Droney is provide financial services spectrum as well as data processing and managing segments. Since most of its financial services were retail focused, the need to build scale and skill in the transaction processing domain became imperative.
Assignment details1. collaboration in a business environment aman341480
The document outlines an assignment to develop a comprehensive project in groups. It provides details on the assignment requirements and responses from 5 students describing their plans and outlines for conducting research, organizing the project, and ensuring success. The students discuss splitting work evenly, using sources like the class book and online research to find information, and including elements like SWOT analyses, mission statements, and market analyses in their outlines.
Manager Planning Business Analytics March 2015 - Michael DraytonMichael Drayton, MBA
This job posting is for a Manager of Financial Planning and Business Analytics who will conduct complex analyses to improve financial and operational effectiveness. Key responsibilities include managing the budgeting process, conducting return on investment analyses for capital projects, and optimizing real estate holdings. The ideal candidate will have 5-7 years of experience in business finance or analytics, proficiency in Excel, and the ability to clearly communicate findings.
This document outlines the key concepts and principles of strategic management. It discusses corporate strategy and why it is important for organizations. Corporate strategy involves commitments, decisions and actions to achieve competitive advantage and above average returns. It allows companies to keep pace with a changing environment, minimize competitive disadvantages, provide a clear strategic vision and goals, motivate employees, and strengthen decision-making. The document also defines strategy and outlines Mintzberg's 5 P's of strategy - plan, pattern, position, ploy, and perspective. Overall, corporate strategy is a comprehensive master plan for how a company will achieve its mission and objectives.
This document discusses strategic thinking and developing action plans. It provides guidance on analyzing employee engagement survey results to select priority issues, ensuring actions are linked to business strategy and measurable. An example tracking spreadsheet is outlined for monitoring progress of actions. The document also discusses treating customers fairly principles and analyzing the internal and external environment using tools like PEST, Porter's five forces, value chain analysis and the intelligence cycle to inform strategic planning. Famous strategic thinkers like Steve Jobs and Oprah Winfrey are mentioned.
IB Business and Management (Standard Level)
All material taken from the IB Business and Management Textbook:
"Business and Management", Paul Hoang, IBID Press, Victoria, 2007
This document provides an overview of strategic planning and decision-making processes for organizations. It discusses key concepts like levels of strategy, strategic planning versus operational planning, strategic analysis tools like SWOT and Porter's Five Forces, and classical versus behavioral decision-making theories. The document also outlines the typical stages in a strategic planning process including developing a vision/mission, assessment, setting objectives, crafting a strategy, implementation, and evaluation.
Business analytics leverages statistical analysis and predictive modeling of data to help organizations make informed decisions. It involves collecting, cleaning, analyzing, and visualizing data. This allows organizations to enhance efficiency, gain competitive advantages, and facilitate strategic decision making. Studying business analytics opens opportunities for careers in data analysis, business analysis, data science, marketing analytics, finance, and healthcare. Online assignment help supports learning business analytics by connecting students with experts, providing structured learning materials, and helping with practical skills and projects.
This document provides an overview of strategic management concepts including definitions, models, and frameworks. It defines strategic management as identifying and executing a company's strategic plan by matching capabilities with environmental demands. Several strategic management models and frameworks are described in detail, including Porter's 5 Forces model, the GE planning grid, McKinsey's 7S framework, and Boston Consulting Group's growth-share matrix. The levels of strategy and process of strategic management are also outlined.
Syllabus Certified Strategic Business Analyst.docYoyo Sudaryo
This 3-day course aims to equip executives with strategic business analysis capabilities. It teaches strategic planning frameworks, tools for external and internal analysis, and competitive strategies. Coursework includes developing mission statements, analyzing industry factors and competition, and writing business plans. The goal is to help participants recognize and solve strategic problems through team-based case studies and analysis. Upon completion, participants can become Certified Strategic Business Analysts by passing the certification exam.
This document discusses two techniques for business decision making: cost-benefit analysis and SWOT analysis.
Cost-benefit analysis involves comparing the estimated costs and benefits of different project options to determine which makes the most business sense. The goal is to maximize total net profit.
SWOT analysis examines the strengths, weaknesses, opportunities, and threats of a business or project. It helps identify internal strengths and weaknesses as well as external opportunities and threats. Managers use SWOT analysis to guide strategic planning and evaluate major changes.
The document provides guidance on properly conducting a SWOT analysis, including examples of questions to consider for each component. It also outlines how to analyze and apply the results of a SWOT analysis to identify
Running head BUSIENSS POLICY DEVLEOPMENT AND IMPLEMENTATION 1B.docxsusanschei
Running head: BUSIENSS POLICY DEVLEOPMENT AND IMPLEMENTATION 1
BUSIENSS POLICY DEVLEOPMENT AND IMPLEMENTATION 2
Business Policy Development and Implementation
Student’s Name
Institutional Affiliation
Business Policy Development and Implementation
Introduction
In a constantly changing organizational and business environment, companies are increasingly facing stiff competition. As such, they are compelled by the need to improve their performance and do things in the most desired ways in order to meet the needs of consumers (Gomes & Romão, 2013). In light of these patterns, organizations can no longer be dependent upon the traditional analytical tools. Instead, they have seen the need to use models and frameworks such as the balanced scorecard to examine the degree to which companies work to attain their mission and vision. In addition, strategic decision-making must also be done through observance of the constantly changing trends and patterns that may affect the status of an organization. In this report, I provide ways in which our team members made logical decisions and how we utilized the balanced scorecard framework.
Decision Logic and What Supported the Decisions
The decisions that we embraced in the Capsim project was driven by the desire to generate a competitive advantage over other rivals. Therefore, we saw the need to take a closer look at the use of decision-making strategies within our business and operational environment. The main decisions that we made were associated with issues such as product development, research and development, innovation, marketing, as well as human resources and finance. There are various factors that made it possible for the team to make strategic decisions. First, having ready access to information, ranging from the details of the potential markets for the organization’s products and services, as well as estimates of next year’s labor requirements, is important. The more accurate and complete the information is, the more effective the strategic decisions we made. For instance, we relied on technological tools such as information systems to provide the team with accurate information about business intelligence issues (Spetzler, Winter & Meyer, 2016). Decision-making on production and product development functions heavily relied on technological tools such as spreadsheets and databases to calculate the efficacy of different machines, and to introduce new products in the production process. In order to support marketing decisions, we utilized Big Data technologies and analytics to determine the effects of different pricing strategies and to keep the records of consumer profiles. These tools were also utilized to plan the launching of new products and services. Human resources decisions were made with the purpose of planning for the next round and determining the pay awards. Planning decisions also sought to determine employee records and rewards. Finance decisions were also made to draw up p ...
This document provides guidance on conducting a SWOT analysis. It defines the key components of a SWOT analysis: Strengths, Weaknesses, Opportunities, and Threats. It then discusses who needs to conduct a SWOT analysis, how to conduct one, including analyzing the internal and external environment and documenting findings. Potential benefits and pitfalls of SWOT analyses are also outlined. The document concludes with dos and don'ts for effective SWOT analysis.
Using Portfolio Management to Improve Business InvestmentCarolyn Reid
Structured Portfolio Management is very valuable to businesses in maximizing their Return on Investment. Portfolio Management ties investments to strategy to ensure the organization is realizing it's expected benefits and achieving it's strategy.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
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Using established business models as investigative tools and linking them together to enhance their analytical value is proposed in this paper as a method of progressing from strategic situation analysis to competitive advantage. Moreover, internal analyses that result in the identification of distinctive competencies and external investigations that uncover industry key success factors give strategists the means to develop strategies that may achieve competitive advantage.
Strategic management and Business policy
unit 1 ( BBA 3RD year 6th sem)
Prepared by - Dipankar Dutta
Faculty, Dev Bhoomi Group of Institution Saharanpur
email- dipankarpharma1@gmail.com
This document discusses strategic planning and strategic thinking frameworks. It describes strategy as guiding long-term goals and objectives, and how strategic planning involves assessing the environment and deciding on a mission. Two frameworks are explained: the BCG matrix categorizes products based on market share and growth, and Porter's five forces model analyzes competitive forces in an industry. The strategic planning process involves assessing the environment, establishing a mission and goals, and developing strategies to achieve objectives.
The document discusses various aspects of starting a new business, including generating ideas, evaluating ideas through feasibility studies, preparing a business plan, executing the business plan, and the role of society and family. It provides details on conducting industry and market analysis, assessing financial feasibility, and evaluating the entrepreneur. Key components of a business plan like the executive summary, organization description, marketing plan, and financial projections are also outlined. The document emphasizes the importance of alignment between strategy, people and processes for successful business plan execution and ongoing review.
The document discusses the roles and responsibilities of various departments in a business organization and how each contributes to business analysis activities. It identifies the major functions like general management, finance, operations, human resources, marketing, production, research and development, information technology, logistics, security, and risk management. For each function, it provides the main responsibility and how the department contributes to analysis of key metrics, performance, processes, and decision making to improve the business. Maintaining effective collaboration between departments is important for optimal organizational productivity and satisfaction of customer needs.
Unit 1 Module 1 - Overview of LASAsOverview of LASAsT.docxmarilucorr
Unit 1: Module 1 - Overview of LASAs
Overview of LASAs
The strategy audit is a comprehensive analysis of the company’s business strategy and operating performance, and culminates in a series of recommendations for improving your company’s performance based on the findings and conclusions of your analysis. It involves assessing the actual direction of a business and comparing that course to the direction required to succeed in a changing environment. A company's actual direction is the sum of what it does and does not do, how well the organization is internally aligned to support the strategy, and how viable the strategy is when compared to external market, competitor, and financial realities. These two categories—the internal assessment and the external or environmental assessment—make up the major elements of a strategy audit.
Throughout this capstone course, you will work on a strategy audit for a selected organization. This will provide a summative learning experience that allows you to demonstrate your understanding of most of the MBA program learning outcomes and concepts in the various courses within the program. You will write this report as though you are a consultant to your selected company and are addressing the executive officers of this company. In each module, you will collect and analyze data in producing your report, but your final product will be condensed and focus on presenting your analysis findings and conclusions. You will submit two parts of a course project related to the strategy audit. You will submit these two parts in Modules 3 and 5.
Here is a list of tasks you will complete for your course project.
M1: Assignment 3—Market Position Analysis: You will assess the product portfolio of your selected organization by analyzing its value proposition, market position, and competitive advantage. You will identify the business unit of your company and the product(s) and service(s) you will focus on in this report. To gain a better understanding of these factors you will conduct at least one interview with a mid-level or senior manager.
M2: Assignment 2—External Environmental Scan: You will conduct a comprehensive external environment scan of your business unit along with a five forces analysis. Your analysis will incorporate any key customer-related factors and trends. You will use this information for a strengths, weaknesses, opportunities, and threats (SWOT) analysis in Module 4.
M3: Assignment 2—LASA 1: Preliminary Strategy Audit: This is where you submit the first part of your course project assignment. You will develop a preliminary strategy audit, in which you will include an analysis of the company’s value proposition, market position, competitive advantage, and an external environmental scan/five forces analysis. You will also identify the 5–7 most important strategic issues facing the organization or business unit and include a preliminary set of recommended tactics for improving your company’s strategic align ...
Scott droney - strategic planning and strategic managementScott Droney
Scott Droney is provide financial services spectrum as well as data processing and managing segments. Since most of its financial services were retail focused, the need to build scale and skill in the transaction processing domain became imperative.
Assignment details1. collaboration in a business environment aman341480
The document outlines an assignment to develop a comprehensive project in groups. It provides details on the assignment requirements and responses from 5 students describing their plans and outlines for conducting research, organizing the project, and ensuring success. The students discuss splitting work evenly, using sources like the class book and online research to find information, and including elements like SWOT analyses, mission statements, and market analyses in their outlines.
Manager Planning Business Analytics March 2015 - Michael DraytonMichael Drayton, MBA
This job posting is for a Manager of Financial Planning and Business Analytics who will conduct complex analyses to improve financial and operational effectiveness. Key responsibilities include managing the budgeting process, conducting return on investment analyses for capital projects, and optimizing real estate holdings. The ideal candidate will have 5-7 years of experience in business finance or analytics, proficiency in Excel, and the ability to clearly communicate findings.
This document outlines the key concepts and principles of strategic management. It discusses corporate strategy and why it is important for organizations. Corporate strategy involves commitments, decisions and actions to achieve competitive advantage and above average returns. It allows companies to keep pace with a changing environment, minimize competitive disadvantages, provide a clear strategic vision and goals, motivate employees, and strengthen decision-making. The document also defines strategy and outlines Mintzberg's 5 P's of strategy - plan, pattern, position, ploy, and perspective. Overall, corporate strategy is a comprehensive master plan for how a company will achieve its mission and objectives.
This document discusses strategic thinking and developing action plans. It provides guidance on analyzing employee engagement survey results to select priority issues, ensuring actions are linked to business strategy and measurable. An example tracking spreadsheet is outlined for monitoring progress of actions. The document also discusses treating customers fairly principles and analyzing the internal and external environment using tools like PEST, Porter's five forces, value chain analysis and the intelligence cycle to inform strategic planning. Famous strategic thinkers like Steve Jobs and Oprah Winfrey are mentioned.
IB Business and Management (Standard Level)
All material taken from the IB Business and Management Textbook:
"Business and Management", Paul Hoang, IBID Press, Victoria, 2007
This document provides an overview of strategic planning and decision-making processes for organizations. It discusses key concepts like levels of strategy, strategic planning versus operational planning, strategic analysis tools like SWOT and Porter's Five Forces, and classical versus behavioral decision-making theories. The document also outlines the typical stages in a strategic planning process including developing a vision/mission, assessment, setting objectives, crafting a strategy, implementation, and evaluation.
Business analytics leverages statistical analysis and predictive modeling of data to help organizations make informed decisions. It involves collecting, cleaning, analyzing, and visualizing data. This allows organizations to enhance efficiency, gain competitive advantages, and facilitate strategic decision making. Studying business analytics opens opportunities for careers in data analysis, business analysis, data science, marketing analytics, finance, and healthcare. Online assignment help supports learning business analytics by connecting students with experts, providing structured learning materials, and helping with practical skills and projects.
This document provides an overview of strategic management concepts including definitions, models, and frameworks. It defines strategic management as identifying and executing a company's strategic plan by matching capabilities with environmental demands. Several strategic management models and frameworks are described in detail, including Porter's 5 Forces model, the GE planning grid, McKinsey's 7S framework, and Boston Consulting Group's growth-share matrix. The levels of strategy and process of strategic management are also outlined.
Syllabus Certified Strategic Business Analyst.docYoyo Sudaryo
This 3-day course aims to equip executives with strategic business analysis capabilities. It teaches strategic planning frameworks, tools for external and internal analysis, and competitive strategies. Coursework includes developing mission statements, analyzing industry factors and competition, and writing business plans. The goal is to help participants recognize and solve strategic problems through team-based case studies and analysis. Upon completion, participants can become Certified Strategic Business Analysts by passing the certification exam.
This document discusses two techniques for business decision making: cost-benefit analysis and SWOT analysis.
Cost-benefit analysis involves comparing the estimated costs and benefits of different project options to determine which makes the most business sense. The goal is to maximize total net profit.
SWOT analysis examines the strengths, weaknesses, opportunities, and threats of a business or project. It helps identify internal strengths and weaknesses as well as external opportunities and threats. Managers use SWOT analysis to guide strategic planning and evaluate major changes.
The document provides guidance on properly conducting a SWOT analysis, including examples of questions to consider for each component. It also outlines how to analyze and apply the results of a SWOT analysis to identify
Running head BUSIENSS POLICY DEVLEOPMENT AND IMPLEMENTATION 1B.docxsusanschei
Running head: BUSIENSS POLICY DEVLEOPMENT AND IMPLEMENTATION 1
BUSIENSS POLICY DEVLEOPMENT AND IMPLEMENTATION 2
Business Policy Development and Implementation
Student’s Name
Institutional Affiliation
Business Policy Development and Implementation
Introduction
In a constantly changing organizational and business environment, companies are increasingly facing stiff competition. As such, they are compelled by the need to improve their performance and do things in the most desired ways in order to meet the needs of consumers (Gomes & Romão, 2013). In light of these patterns, organizations can no longer be dependent upon the traditional analytical tools. Instead, they have seen the need to use models and frameworks such as the balanced scorecard to examine the degree to which companies work to attain their mission and vision. In addition, strategic decision-making must also be done through observance of the constantly changing trends and patterns that may affect the status of an organization. In this report, I provide ways in which our team members made logical decisions and how we utilized the balanced scorecard framework.
Decision Logic and What Supported the Decisions
The decisions that we embraced in the Capsim project was driven by the desire to generate a competitive advantage over other rivals. Therefore, we saw the need to take a closer look at the use of decision-making strategies within our business and operational environment. The main decisions that we made were associated with issues such as product development, research and development, innovation, marketing, as well as human resources and finance. There are various factors that made it possible for the team to make strategic decisions. First, having ready access to information, ranging from the details of the potential markets for the organization’s products and services, as well as estimates of next year’s labor requirements, is important. The more accurate and complete the information is, the more effective the strategic decisions we made. For instance, we relied on technological tools such as information systems to provide the team with accurate information about business intelligence issues (Spetzler, Winter & Meyer, 2016). Decision-making on production and product development functions heavily relied on technological tools such as spreadsheets and databases to calculate the efficacy of different machines, and to introduce new products in the production process. In order to support marketing decisions, we utilized Big Data technologies and analytics to determine the effects of different pricing strategies and to keep the records of consumer profiles. These tools were also utilized to plan the launching of new products and services. Human resources decisions were made with the purpose of planning for the next round and determining the pay awards. Planning decisions also sought to determine employee records and rewards. Finance decisions were also made to draw up p ...
This document provides guidance on conducting a SWOT analysis. It defines the key components of a SWOT analysis: Strengths, Weaknesses, Opportunities, and Threats. It then discusses who needs to conduct a SWOT analysis, how to conduct one, including analyzing the internal and external environment and documenting findings. Potential benefits and pitfalls of SWOT analyses are also outlined. The document concludes with dos and don'ts for effective SWOT analysis.
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Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
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The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
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Points to ponder Management Consulting.docx
1. 1
October 8, 2022
Imagine that you’ve been getting a severe toothache for almost a week. You’re unable to chew food
without a constant sharp nagging pain.
You decide to see a dentist who upon inspection tells you that you have a severe cavity and suggests a
root canal. He also recommends a herbal toothpaste and gives you a brochure on how to prevent cavities
in the future.
Well, management consultants work exactly like this dentist but for organizations.
They diagnose problems and prescribe solutions and strategies to improve company health. They help
organizations solve issues that they can’t handle themselves or need specialized advice and expertise for.
CONSULTANCY – Common sense / Creative thinking / Problem identification / Solution seeking
CONFIDENCE SELLING & BUILDING
MORE IMPORTANTLY “HELPING”
BUT NEVER A DOER,
THOUGH A MOTIVATOR, TRAINER, COACHER, TEACHER, PHILOSOPHER,
& not forgetting to be CONCERNED…
Clients hire management consultants primarily as objective third-party analyzers of
an organization, including businesses, government institutions, nonprofits, and
more. Oftentimes, organizations can become so engrossed in their own biases and
perspectives that they can lose the objectivity needed to make the best strategic
and operational decisions.
2. 2
Understand the Objective
Understanding what the client is looking for is fundamental to the success of the consulting project.
Consultants spend a significant amount of time with the client’s management team in order to align on
the objective. There are also several discussions about the resources the consultants need, such as
access to financial information and interviews with key employees. Consultants will usually also start
with a hypothesis on potential solutions and think about the right data they need to test their theories.
Gather Data and Research
Management consultants spend a lot of time gathering the right data to support their hypotheses. This
can include going through a company’s internal financial figures, hosting focus groups with third parties,
pouring through industry research reports, interviewing company employees, and more. All this work
usually involves massive files with large amounts of raw data on Excel that need to be structured and
made sense of.
Perform In-Depth Analysis
With the data in hand, management consultants then focus on arriving to the insight they are getting
paid to unravel. Consultants organize the data usually in Excel and extract the key pieces of information
into charts and graphs on PowerPoint. These visualizations often help uncover potential solutions to the
case, which could result in the case going in several unexpected directions. There are also many
discussions within the consulting team regarding the correct interpretation of the data.
Meetings with Clients
Throughout a project, there are many, many meetings between the consultants and the client. These
meetings are not always with the C-suite executives, but point persons that the client appoints to
coordinate with the consulting team (usually VPs, Directors, and etc.). What most non-consultants don’t
know is that by the time the final deliverable is presented to the client, there should be no major
surprises to the client. Consultants provide constant updates every few days or weeks to the point
person, who provides ongoing feedback and guidance and updates his seniors.
Creating Deliverables
PowerPoint and Excel are a management consultant’s best friends. Consultants spend many hours
making sure every detail is perfect and build presentations that are clean and easy to understand but
are also insightful and powerful. A large portion of a consultant’s time goes into creating deliverables
that are constantly checked by senior members of the consulting team and also by junior members of
the client team. These checks result in constant revisions until the presentation is ready to be delivered
to the client’s senior management team.
3. 3
Not doing – but motivate, educate, guide the clients to adopt, do and practice the suggested strategies.
PROS CONS
Fantastic Learning Opportunities Lack of Tangible Results
Work with the largest companies in the world Lots of Stress and Expectations
Exposure to top level management Lack of a Creative Environment
- Critical but not creative
Learn from intelligent and driven colleagues
Flexibility and Variety
Different locations and bosses
Wide range of objectives across multiple projects
Projects across various different industries
Amazing Exit Opportunities
5 elemental management functions - Strategic Planning / Operations Administration & Leading /
Personnel Directing / Project Execution / Organizing
Science, pure science and mathematics…managers!
Beyond that, bird’s eye view – looking over the horizon … consultants!
What Are Frameworks and Why Are They Important for
Businesses?
1. Broadly speaking, management consulting frameworks are systemic enterprise tools and/or
principles that consist of a set of critical philosophies that allow managers to carry out a variety
of key tasks in a more feasible manner based on following best practices.
2. More specifically, since businesses have different structures and may operate in different
industries/markets – and may have different departments that are needed to engage in key
projects – management consulting frameworks become a GPS that a company can use to ensure
4. 4
that their entire internal systems are on the right track, and follow the company’s overarching
strategic plan).
3. A management consulting framework can help a business know when to change direction based
on analyzing a variety of external and internal factors, including industry state, the state of
different markets, competitive statistics/benchmarks, overall business scorecard data, and
more.
4. Though often used for tactical decisions that exist on the micro scale within a company’s day-to-
day workflow and projects (as opposed to the overarching company strategy), such frameworks
can also be used to alter the overall business strategy.
5. Business management consultant frameworks are crucial tools that can make the requisite
duties of executives, managers, data scientists, and strategists easier by offering key insights on
what is working, what isn’t working, and what needs to change.
Business frameworks are a guide to the destination, but are not all-encompassing, de facto absolutes
that must be inflexibly followed. Despite offering market/industry and business competition
assessments, they cannot make the decisions for a company – the ultimate decision is up to those who
utilize the tools.
There are some very popular, widely used tools and frameworks (below), and some less popular ones that
are used. Most frameworks cover assessments of the market and industry, business competition, internal
assessments, and financial assessments, among other things.
MC is always aware and advocates for the efficacy of Porter’s Five Forces - The Threat of New Entrants /
Competitive Dynamics / Supplier Power / Buyer Power / Buyer power / The Threat Of Substitutes
Analyzes the major marketing variables under a company’s control – the 4 P’s - product, price, promotion,
and placement.
Orients his/her concern over the 3 Cs framework is mainly concerned with strategic factors needed for a
company to succeed, including the company itself (an internal look), competitors (an external look), and
customers/clients.
Focusses on organizational management, the McKinsey 7-S focuses on a firm’s internal systems - “hard”
elements (strategy, structure, systems) that are more concrete and universal, and “soft” elements (shared
values, skills, style, staff) that are more abstract and variable within different enterprises.
Key tools & Techniques, in which a MC relies and need to be proficient at,
A. SWOT, an analytical framework that leverages strategic planning techniques and methodologies
to help an organization analyze its strengths, weaknesses, opportunities, and threats (SWOT).
Strengths
This factor analyzes a company’s advantages, novel products/services within a market, and unique
selling propositions (USPs), while also looking at how customers view the company’s strengths.
5. 5
Weaknesses
Weaknesses takes a critical look at how the company can improve, what practices should be
avoided, what factors result in inefficiency – and reduced sales or profits – along with how
customers view the company’s weaknesses.
Opportunities
This factor looks at opportunity costs, market trends, changes in technology and the impact on the
market, and both conspicuous and not so obvious opportunities in relation to the market,
demographics, and products. This element also looks at change in the market associated with
regulations and social/lifestyle alterations in a demographic.
Threats
This element analyzes a company’s obstacles, and looks at both the competition’s threat level, and
changes in the market that could present a challenge to more profits/sales, including changes in
quality standards, changes in technology, social changes, financial debts, and more. This factor
also looks at the specific potential consequences for each threat, and analyzes if such threats
represent serious challenges for the business, or significant obstacles to growth.
B. Key elements of Decisions for market creation / penetration:
Set 1: Objectives / Profits / Market Share / Growth / Brand Positioning / Competitive
Response
Set 2: Pricing strategies;
2.1 Cost-based: Such a strategy creates a pricing strategy based on the cumulative costs per
item, in addition to a profit margin, and thus requires an analysis of the company cost
structure.
2.2 Value-based: Also known as a price-based strategy, this system is based on the value of
the product and is associated with the amount that customers are willing to pay, usually used
in conjunction with a competitor-based analysis.
2.3 Competitor-based: This strategy includes benchmarking, and determines a price based
on the price of competitor products/services.
Set 3: Market;
Market Entry
Market: Market entry can denote entering a new territory or geographical region, or an expansion
into a new product category/industry. Market entry consultants analyze the market by asking several
questions about the customers, the size of the market, how profitable the market is, the regulations,
and the competition, among other things.
6. 6
Capabilities: The Company’s capabilities in entering a new market and succeeding is a critical factor
that must be analyzed within the scope of the market entry consulting case. This factor within the
market entry framework entails analyzing how well other companies did in entering the same market,
and how well the company may be able to adapt to the new market, based on their current capabilities
and product lineup.
Financials: One of the most critical factors for a new market entry is whether the company can afford
to enter the market, and the financial incentives to do so. This principle includes analyzing the cost of
entering the market (variable costs, fixed costs, etc.), as well as associated, potential profits, revenue,
and resource requirements, along with investments and the ROI over the long-term.
Entry Strategy: Perhaps the most critical factor in the market entry framework is the actual strategy
for entering the market, including the long-term goals, the final business model, the speed for entry,
whether a joint venture or individual entity will be created, the overarching management system that
will be used, and more. Essentially, this factor looks at both the strategic plan for entry, and the
operational mechanisms for the market entry.
Old adage:
To remember always…a manager can take sides based on experience; a consultant can never
takes sides with any framework.
No One Framework Is The Best – They Are Just Tools
PART 2
What Are The Key Principles Of Consulting?
Consulting can be defined as conducting practical probability analysis and transmitting
knowledge from professional mentors to mentees in a subtle, complete manner.
Consulting is guided by various concepts, including awareness, blamelessness, self-belief,
accountability, action, solution focus, challenge, and action. The principles of consulting are to
define the scope, goal, and style of consultation to assist the subject in achieving their objectives
and meeting their requisites.
Consulting ethics entail faith, honesty, and morality.
Consulting is a more straightforward phrase for catering to clients’ preferences and meeting
their requirements.
It is a broader picture of transforming vision into reality via consistent effort.
7. 7
The fundamental principles of consulting are organized according to the consulting system, the
consultant, the clients, and the type of consulting situation.
Consultants employ essential ideas to increase the profitability of their work.
Consultants’ To DO LIST to help their clients better.
1. Create a comfortable environment where clients can stand and assess their qualities.
2. Increase client comprehension of their situation.
3. Occasionally disclose customer aims, intentions, and wishes.
4. Conduct probability research and follow up on these newly identified leads.
5. Be solely conforming and yielding to customers.
6. Connect the dots between the customer’s values, goals, and the tactics they use to
accomplish them.
7. Possessing a broad viewpoint and in-depth understanding of estimated reserves and
potentialities.
1. Awareness - being aware of one’s sentiments while subjecting oneself to harsh judgments. It could
refer to possessing a modern shelf of significance or worth.
Clients want consultants to raise their awareness, enabling them to make more informed decisions on
attaining projected goals more effectively. This is because understanding is necessary for the formation
of new patterns. Without awareness of habitual structures, it is nearly hard to work on pattern shifts.
There are several ways for individuals to gain awareness. It might manifest as valuable knowledge, or it
can be actively accumulated to facilitate a shift in perception. A client’s attention is heightened
throughout a captivating consultation session that aids in acquiring a new perspective.
2. Responsibility
Responsibility is a critical principle of consulting since it aids in determining the appropriate direction and
committing to an ongoing effort. Responsibility improves consultation efficiency by allowing for multiple
paths to a goal. The advantage of using responsibility as a consulting principle is that it facilitates direction
setting, accountability, and trust-building.
8. 8
The consultant must exhibit model behavior and inspire his supporters to do so effectively
3. Solution Focus
Solution-focused consulting is one of the most effective consulting methodologies. The solution-focused
approach focuses on supporting the mentee in identifying outcomes rather than issues. It emphasizes
resilience over flaws and elucidates promising directions rather than assessing hurdles.
Because solution-focused consulting assists in channeling energy in a beneficial direction by focusing on
stability and progressing toward an explanation, the client will feel motivated and energized rather than
demotivated and demoralized, a sensation you have probably experienced when problems and difficulties
are discussed and analyzed.
4. Action
A collection of real action learning concepts in consulting enables the process to begin. The consultant’s
responsibility is to ensure that the learner grasps these ideas.
It assists in making timely judgments, maintaining a solid work ethic, and engaging in structured learning.
Additionally, the action leaves a lasting impression by emphasizing the purpose of the work performed.
Consulting elicits new perspectives and comprehension. Thus, consultants improve their awareness,
prompting people to develop an action plan and seek fresh opportunities. Consultants guarantee that this
vital energy is channeled into action and a shift in behavioral patterns.
5. Challenge
The bulk of us thrives on good obstacles. We exist to test our limits and remove impediments. This then
develops into a strength booster. Being confronted with obstacles motivates us to work even more
challenging.
Aiming higher than the current vision is critical for landing at the desired location. A consultant supports
the mentee in identifying alternative points of view.
Consulting can be thought of as self-reflection, as it enables learners to become self-aware of their
strengths and weaknesses. When confronted with complex stimuli, one regains equilibrium and explores
new boundaries.
6. Blame-Free
From earlier experience, we can deduce that we advance a mile by making mistakes. Similarly, we are
bound to make errors in consulting, which are explicitly stated as learning milestones.
Clients benefit from the expertise of experienced consultants. They are more inclined to seek advice from
them on various topics, including creative thinking, concept development, and applying theoretical
knowledge to the real world.
The consultant bolsters the solution’s relevance by exposing clients to new perspectives. Conclusions will
inevitably emerge when we focus on philosophical discourse rather than their application. Here,
consultants contribute to establishing a blame-free environment conducive to the consultants’ overall
growth.
9. 9
7. Self-Belief
A sense of assurance in whatever task we undertake is critical to completing that work. It is simpler for
people to develop self-belief when they can comprehend, learn from their mistakes, and accomplish goals.
When workers are exposed to new knowledge, there is ample opportunity for self-learning and,
consequently, self-belief in their profession. When a senior or consultant is assisted, they are brimming
with encouragement and accomplish the assignment.
Giving individuals acclaim when they are deserving builds their confidence and dignity. Their increased
confidence results in increased production. Additionally, this aids in the development of their connections,
networking, work-life balance, and general growth.
8. Self-Motivation
Self-motivation is the path to completing tasks under your expectations, investing time and effort in self-
development, and achieving subjective satisfaction.
It’s critical to emphasize here that self-motivation is mainly driven by innate morale, a type of motivation
that results from naturally preferring to succeed and desiring the inherent benefits that accompany it.
On the other hand, extraneous motivation is the path to achievement that results from a desire for
superficial benefits such as riches, sovereignty, significance, or renown. Consultants create an experiential
environment that expedites goal attainment and provides possibilities for self-advancement and self-
motivation.
9. Observation
Observation compels consultants to become active observers to notice the resilience and hazards during
a feat. It identifies areas where individuals may wish to improve or strive harder to overcome their
deficiencies. Observation provides clients with detailed feedback on their technique and performance,
which ultimately helps them improve their abilities.
While observing, we are scanning for patterns, techniques, and strategies in reasoning. We can decipher
instruction and appeal for a prompt and thorough review. We can negotiate, redirect, acclaim, and
reinforce labor strategies through observation.
10. Directing
Directing is the raison d’être of administration. Numerous handling features include supervision, morale,
surveillance, and transmission—all other administrative procedures, such as planning and management.
“Directing” refers to a process or approach for appointing, steering, inspiring, advising, managing, and
governing people to accomplish organizational objectives. It is a continuous managerial cycle that
continues throughout the organization’s life.
According to this notion, an associate should obtain instruction from a consultant regarding the direction
of productivity output. The direction processes are used to manage, guide, interact with, and motivate
clients following their desires, abilities, behaviors, and other contextual factors.
10. 10
12 management consultant skills
1. Critical thinking
Critical thinking is the ability to process information and make informed judgments on a
particular subject.
2. Consulting
Consulting skills are a group of skills like collaboration, creative thinking and
communication.
For a consulting role, it’s important to listen to your clients, collaborate with them and
propose solutions.
Consulting may require you to negotiate or persuade clients as well.
Consulting skills nudges one to become the advisor a company might need.
3. Collaboration
Collaboration means the management consultant works with the employees of a
company with the shared goal of improving business performance and reducing
overhead.
4. Process improvement
Decrease costs
Reduce waste
Improve collaboration
Clarify processes
5. Project management
6. Research
Management consultants often perform investigative work to understand potential
problems within an organization. You might research company databases for historical
data, organizational charts, sales information and system used to understand how a
company can improve. Consider creating a series of questions you hope to answer that
11. 11
can support your goals. You may also need to research competitive companies to see
how others solved problems or how they excel in the market. This can show you how
the company you work with might improve.
7. Data analysis
Data analysis is the ability to transform pieces of information into information that
businesses can use to improve performance. Management consultants may review
data, such as the time needed to complete a certain task or how productivity changes
over time. While analyzing data, you may input figures into charts or graphs that you
can use to share with the company's management. This might involve making
predictions for how the data might change if you implement some process changes.
8. Problem-solving
One of the biggest parts of management consulting is proposing solutions to problems.
This means you imagine how a company can more successfully operate while learning
about how they currently operate. Consider analyzing various solutions for each
problem to understand how each change may affect a business. This requires creative
thinking and creating scenarios that can help an organization better solve its problems
and improve business performance.
9. Effectively Communicating
Sharing information with people, often live objectively, effectively, persuasively and
creating confidence and sharing the value.
10. Flexibility
Flexibility is the ability to adapt between tasks and adjust your plans based on obstacles
or changing goals.
11. Time management
12. Business knowledge
Management consultants often use their business knowledge when helping companies
reach their goals.
12. 12
Consultants are Questioning People
Framework / Issue Based Q
“Which factors would you consider when tackling this
problem?”
Market-sizing / Guesstimate Q
“How many face masks are being produced in the whole
world today?”
Analytical Q
“If the factory can lower the clinker factor by 0.2,
how much money will they save on production cost?”
Data percept Q
“What insights can you draw from this chart?”
Value Proposition Q
“What factors does a customer consider
when deciding which car insurance company to buy
from?” (Insightful)
Information Q
What kind of data do you need to test this hypothesis?
How do you get data?
High qualities of a management consultant
Listening Aligning Seeking clarity Appreciating
Perceptive Purposive Summarizing Adoptive
Flexible Creative Elucidating Adept
Ethical Critical Observant Silent
Gutful Valued Passive Active
Impartial Immersive Nonchalant Confidence