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Business Strategy


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Business Strategy

  1. 1. Business Strategy Kelly Chan | Oct 14 2013
  2. 2. Overview Values mission/scope/value Value Proposition Opportunities market demand/competitors Capabilities strength/competitive advantage Organizations/players? Attractive? Barriers? Competitive structure? Competitive game being played? Relevant stakeholder? Unique resources/capabilities? Sustainable? Leverage assets to improve position? External Forces competitive/economic/technological? Internal Operations finance/marketing/accounting/operation s/human resources (firm) How to improve? (competitors) How the competitors react? Value to invest? Potential features? strength/weakness? pros/cons? recommendation?
  3. 3. Overview Values mission/scope/value Value Proposition Opportunities market demand/competitors Capabilities strength/competitive advantage Competitor Analysis Environmental Analysis Five Forces Analysis The Value Chain Capability Analysis External Forces competitive/economic/technological? Internal Operations finance/marketing/accounting/operation s/human resources strength/weakness? pros/cons? recommendation? SWOT Competitive Life Cycle Analysis Strategy Maps Diversification Matrices
  4. 4. Competitor Analysis Revenues Market Share ROA R&D Investment Strategic Partnership Competitors’ Response Profile Focal Firm StrategicGroup 1 drivers actions Competitor 2 objective strategy Competitor 3 assumption resources/ capabilities Competitor 1 Competitor 4 StrategicGroup 2 Competitor 1 Competitor 2 Competitor 3 Competitor 4 StrategicGroup 3 Competitor 1 Competitor 2 Competitor 3 Competitor 4
  5. 5. Environmental Analysis Demographic Trends • • • • population growth and death rates age distribution trends migration/immigration population segmentation Socio-cultural Influences • • • • Macroeconomic Impacts • • • • • • influence of business cycle home economy situation and trends overseas economies and trends taxation issues seasonality of demand market volatility due to wars/conflicts Political-level Pressures • • • • • Technological Developments • • • • • maturity of current technology emergent technology developments public and private research funding technology licensing and patents intellectual property legislation lifestyle and fashion trends social issues media views and influence ethnic/religious differences current and pending legislation regulatory bodies and processes environmental/social pressures public funding for grants and initiatives influence of lobbying/advocacy groups Global Trade Issues • • • • • interest and exchange rates international trade/monetary policies international pressure groups international legislation globalization impacts
  6. 6. Five Forces Analysis Competitors: -Small domestic firms (tiny, premium markets) - Strong regional competitors - big new domestic companies exploring new markets - oversea firms (small niches/inexpensive labor force on a large scale) - newer entries Unattractive Industry Few alternatives Low threat of backward integration High switching costs Entrants Suppliers Rivalry Substitutes Low advantages due to scale low Capital requirements Brand loyalty Many firms Low industry growth Equal size Commodity Few alternative buyers Low threat of forward integration High switching costs Many substitutes Few complementary products/services Attractive Industry Many alternatives Threat of backward integration Low switching costs Scale economies Learning curve effects Capital requirements Brand loyalty Few firms High industry growth Unequal size Differentiated Few substitutes Significant complements Many alternative buyers Threat of forward integration Low switching costs Buyers
  7. 7. Capabilities Analysis Internal Value Chain Component Supply Activities Capabilities Research and Development 1. Production Operations 2. Sales and Distribution Service and Support 3. Processes People (Skills) cycle time / quality or defects / cost Systems/Tech operational / relational / transformational Alignment & Sustainability internal/external alignment? imitation/durability? - product leadership? - operational excellence? - customer intimacy? 4.
  8. 8. Competitive Life Cycle Analysis Cumulative Revenues Annealing Design - dominant? - multiple? Emergent Shakeout Winner-take-all? Duopoly? Contested? Growth Disruption Overall Radical? Incremental? Architectural? Mature Time
  9. 9. Strategy Maps Competitive Scope within Industry Quality Firm 3 narrow Cost Leadership Differentiation Focused Low Cost Niche cost broad uniqueness Firm 1 Firm 2 Source of Competitive Advantage Cost Leadership aggressive cost-cutting build market share to gain economies of scale use low-cost inputs and labor minimize overhead such as R&D invest in low-cost state-of-the-art operations continuous improvement initiatives Strategies cross boundaries rare is the firm that can successfully pursue low cost and differentiation at the same time stuck in the middle Styling Differentiation invest heavily in advertising to build brand awareness develop innovative capabilities so as to stay on the cutting edge invest heavily in human resources and other ancillary activities Niche try to deter rivalry by narrowly dividing the market gain expertise and knowledge through their focus focus that may increase their brand loyalty and allow them to achieve status as a prestige good
  10. 10. Diversification Matrices BCG Matrix Industry Attractiveness Market Growth Rate Question Cost high Marks Leadership low McKinsey Matrix Stars Dogs Cash Cows low high Relative Market Share Cost Hold high Leadership low Build Harvest Hold low high Business Unit Competitive Advantage