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19 Cards in this Set
- Front
- Back
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The two Strategic Analysis perspectives
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Emergent and Prescriptive.
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Layers of the business environment and strategic models
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The macro-environment - PESTEL, O/T
Industry and Competitors - 5 forces, KFS The organisation - S/W, BCG, CSF |
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The Five Forces
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Up - Threat of potential entrants
Down - Threat of substitutes Left - Bargaining power of Suppliers Right - Bargaining power of Buyers Middle - Competitive Rivalry |
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The two measures of Turbulence
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Changeability - Complexity & Novelty
Predictability - Rate of Change & Visibility of the Future |
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Resource Audit
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Physical - buildings, equipment, capacity
Human - numbers, capability, adaptability Intangibles - brands, contacts, image Financial - sources & uses of money, control of debtors & creditors |
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Key Factors for Success (KFS)
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Customers
Competitors Corporation |
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The value chain
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Primary Activities: Inbound Logistics, Operations, Outbound Logistics, Marketing & Sales, Service.
Support Activities: Firm Infrastructure, Human Resource Management, Technological Development, Procurement |
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Core Resources (Peter Kay)
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Architecture: the network of relationships inside and outside the business
Innovative ability: structures, skills, procedures and rewards Reputation: the firm's standing in the community at large |
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Core Competences
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Customer Value: must make a real impact on how the customer perceives the organisation
Competitor Differentiation: competences must be unique against competition Extendable: core competences need to be capable of providing the basis for products or services that go beyond those currently available |
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Threshold vs. Unique Resources and Competences
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Threshold Resource
Unique Resource Threshold Competence Core Competence |
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Disney motto
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People are products of their environment
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McDonalds motto
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Quality, service, cleanliness, values
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Holiday Inn motto
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No Surprise
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Ford motto
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Quality is job one
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3M motto
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Never kill a new product idea
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Culture in four layers
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Values
Beliefs Behaviours Paradigm - taken for granted |
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Cultural web
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Stories
Symbols Power Structures Organisational Structures Control Systems Rituals and Routines Paradigm - in the middle |
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4 basic organisational structures (Charles Handy)
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Power Culture - typically found in small entrepreneurial companies controlled by powerful figures
Role Culture - is associated with bureaucracies where people’s functions are well defined Task Culture - is found where people concentrate on their job or on a project Person Culture - occurs where people believe the organisation exists to serve their personal interests for example barristers, architects etc |
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Strategic Drift
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the tendency for strategies to develop incrementally on the basis of historical and cultural influences but fail to keep pace with a changing environment
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