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23 Cards in this Set
- Front
- Back
- 3rd side (hint)
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Five types of strategy |
Intended, deliberate, unrealised, emergent, realised |
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Campbell's key features of a successful mission (4) |
Purpose, strategy, policies & standards of behaviour and values |
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Business objectives should be |
Specific, measurable, achievable, relevant and time-bound |
SMART |
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PESTEL framework |
Political, economic, social/demographic, technological, ecological and legal |
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Porter's competitive advantage of nations |
Factor conditions, demands conditions, related and supporting industries, and firm strategy, structure and rivalry. |
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Porter's five forces |
Threat of new entrants, power of customers, threat of substitutes, power of suppliers, competitive rivalry. Talk about what this does to industry profits. |
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Mendalow's stakeholder mapping |
Low power, low level of interest- minimal effort High power, low level of interest, keep satisfied Low power, high level of interest - keep informed High power, high level of interest- key players |
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Resource audit |
Men and woman, machines, money, materials, markets, management, methods, management information systems, make up. |
9ms |
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Value chain |
Primary activities- Inbound logistics Outbound logistics Operations Marketing and sales Service Support activities- Firm infrastructure Human resource management Technology development Procurement |
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BCG Matrix |
Growth High star question child Low cash cow dog High Low Market share |
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SWOT Analysis |
Internal to the company -Strengths -Weaknesses External -Opportunities -Threats |
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Ansoffs growth matrix |
Market Present - market pene - prod dev New - market dev - diversification Present New Product |
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Properties of good information |
Accurate Complete Cost beneficial User targeted Relevant Authoritative Timely Easy to use |
Accurate |
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Attractiveness of a market segment |
Measurable Accessible Stable Substantial Defensive |
MASS D |
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Marketing mix |
Product Price Place Promotion |
4ps |
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Services marketing mix |
People Processes Physical evidence |
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Transfer pricing implications |
-Determines profit of divisions -Affects performance evaluation -Determines the tax to pay -Determines the currency in which the profits are made -May determine the price and final sales of the product -Can lead to dysfunctional decisions |
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Mintzberg's organisational forms |
Operating Core- Members who perform work directly related to the production of goods and services. Strategic apex- Ensures that the organisation serves it's mission. Middle line- Joins the apex with the operating core by middle managers. Technostructure- Analysts who aim to improve efficiency of certain processes within the company. Support staff- Provide support outside the normal workflow. |
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Operating planning |
Volume Variety Variation in demand Visibility |
The 4Vs |
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Management of change - Lewins |
Unfreeze Move Refreeze |
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Configurations of organisations |
Simple structure - entrepreneurial Machine bureaucracy - arises from the power of the technostructure. Emphasis on regulation. Professional bureaucracy - predominance of the operating core Divisionalised form - powerful middle line, middle managers take charge of fairly autonomous divisions. Adhocracy - complex and disorderly construct where procedures and processes are not formalised and core activities are carried out by project teams. |
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Two broad areas of market research |
Desk research - gathering and analysis of existing and secondary data. Field research - collection of new information direct from respondents. |
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Balanced scorecard sections |
Financial perspective - shareholders Customer perspective Internal business process - what must the company excel at Innovation and learning - continue to improve and create value |
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