St r at egy * * * * Di ff er entmodel sf ors t r at egi cpl anni ngpr oc es s: 1.Rat i onal Pl anni ngmodel –s t r at egi cc hoi c e,s t r at egi copt i on,s t r at egyi nac t i on 2.J ohns on&Sc hol es -3l ev el sofs t r at egy—> —>c or por at es t r at egy , bus i nes sst r at egy ,oper at i onal s t r at egy 3 .J o hn s on&Sc h ol e s -3l e ns e s—>e x pe r i e nc e ,i d ea s ,d es i g n. 4.Mi nt z ber g’ semer gents t r at egi es * * * * * St ak ehol der s ,et hi c sandcul t ur e* * * * Me nd el o w ma t r i xma ma ppi ng( t oi dent i f ys t ak ehol de r s ) J oh ns o n&Sc ho l e s-e t h i c al p os i t i o no fc ompa ny Char l esHandy–t y pesofc ul t ur e( po wer ,r ol e,t as k,peopl e) . Mi l es&Snow-s t r at egi cc ul t ur es( def ender s ,pr os pec t or s ,anal y ser s ,r eac t or s ) . Cu l t u r a lweb–whe t h erap ar t i c u l a rs t r a t e gyi sac c ep t a bl et oe mp mpl o y ee s.( CORPPS) * * * * *Env i r onment * * * * * J oh ns o n&Sc ho l e s-k e ydr i v e r sofc ha ng e( wh yd ot h i n gsc ha ng e? )—>( ma r k e tg l o ba l i z at i o n,c o st gl obal i z at i on,gl obal c ompet i t i on,ec onomi c ,e nv i r onment al ,l egal ) . PESTEL -a nal y s i sofe x t e r n al e nv i r o nme nt Por t er ’ snat i onal d i amo nd-r e as onswh ysomeco mpani mp esi nap ar t i c ul a rc oun t r yha v ec omp et i t i v e a dv a nt ag et h anco mp mp an i e sf r o mo t h erc o un t r i e s. * * * * * Compet i t i onandma mar k et s * * * * I ndus t r yl i f ec y cl e Por t er ’ s5f or c es * * * * *St r at egi cc apabi l i t y * * * * Mc k i n s ey ’ s7S Por t er ’ sval uec hai nappr ai s ei nt er nal as pec t sofor g. por t er ’ sv al uene t wor k–e xt endst hei deaofv al uec hai nt oi nc l udec us t omer sands uppl i er s Pr oduc tl i f ec yc l e T ARAf r a me me wo r k–d ea l i n gwi t hr i s k s * * * * * s t r at egi co pt i ons * * * * Ans offmat r i x–u sedt ogener at es t r at eg i cop t i on s BCG ma t r i x( u nd erp r o du c td ev e l o pme nt ) . Por t er ’ sgener i cst r at egy( undermar k etpenet r at i on) .—>c os tl eader s hi p,pr oduc tdi ffer ent i at i on, f o cu sgr o up . St r at egi cc l oc k–l ookatpr i c eandaddedv al ue * * * * * St r at egi cc hoi c e* * * * J oh ns o n&Sc ho l e s-s t r a t e gi cr a t i o na l e–wa y she adoffic ec ancr e at ev a l u ei ne ac hb us i n es st h ey o wn—>p or t f ol i oma na ge r s ,s y ne r g y ,pa r e nt a ld ev e l o pe r s .
Ahs dr i gep or t f ol i omodel —>u seBCG mat r i xi ns t ead.( Wh i c hdi v i s i o nst ok eepo rg etr i dof ) T owsan al y s i s Johnson&Schol es-SFAt est * * * * * Fi nanc e* * * * * Li mi t i ngf ac t or s Mak eorbuy Cl os ur eorc ont i nui ngdec i s i ons Spec i al c ont r ac t s r at i oanal y si s Regr es si on,t i mes er i esanal y s i s * * * * *Mar k et i ng* * * * * * Ma r k e t i n gmi x( 7Ps ) CSFandKPI s * * * * * Bus i nes spr oc es s* * * * Ru mml e ra ndBr a c h e-Ga p sa ndd i s c o n ne c t i n g Ha r mo n’ spr o ce s s-s t r a t e gymi x –* * * * * Ebus i nes s* * * * * 6s t agesofus i ngI T( i ni t i at i on,c ont agi on,c ont r ol ,i nt egr at i on,dat aadmi ni s t r at i on,mat ur i t y ) . Sup pl yc ha i n :u ps t r e am,d own s t r e am 6I sf oremar k et i ng c us t omerl i f ec yc l e * * * * * Peopl ei nor gani z at i on* * * * * Or gani z at i onal s t r uc t ur e( f unc t i onal ,di v i s i onal ,mat r i x ) Mi nt z ber gs t r uc t ur al c onfi gur at i on( i deol ogy ,s t r at egi cape x,mi ddl el i neet c ) * * * * * Pr oj ec tmanag eme nt * * * * * Pr oj ec tg at e wa y s-me t hodt or unapr oj ec t Wa r d s&Da n i e l s–t y p e sofb en efi t s( h o wb en efi t sc a nbeme as u r e d) t uc kman’ sst agesoff or mat i on–s t agesbef or es t ar t i ngt hepr oj ec t Bel bi n’ sper s onal i t ymi x -p er s onal i t i esi nt hegr oup * * * * * * Ch an gean dd ev e l o pmen t * * * * * Bal ogun&HopeHai l e y–c ont e xt ual f eat u r esf ors t ak eho l der st oc ons i derbef or eac c ep t i ngchang e Le wi n ’ sf or c efi el danal y s i s–f or c esatwor kwhene v erach ang ei sc ons i d er ed Le wi n ’ s3s t eppr oc es s -s t ag esnec es s ar yf ors ome t hi ngt oc hange( unf r ee ze,f r ee ze,r e f r eez e)
Ch1:St r at eg y Di ff er entmodel sf ors t r at egi cpl anni ngpr oc es s: 1.Rat i onal Pl anni ngmodel –s t r at egi cc hoi c e,s t r at egi copt i on,s t r at egyi nac t i on 2.j ohns on&Sc hol es -3l ev el sofs t r at egy—>c or por at es t r at egy ,bus i nes ss t r at egy , oper at i onal s t r at egy 3 .J o hn s on&Sc h ol e s -3l e ns e s—>e x pe r i e nc e ,i d ea s ,d es i g n. 4.Mi nt z ber g’ semer gents t r at egi es Ch2:St ak ehol der s ,et hi c sandc ul t ur e Me nd el o w ma t r i xma ppi ng( t oi dent i f ys t ak ehol de r s ) J oh ns o n&Sc ho l e s-e t h i c al p os i t i o no fc ompa ny Char l esHandy–t y pesofc ul t ur e( po wer ,r ol e,t as k,peopl e) . Mi l es&Snow-s t r at egi cc ul t ur es( def ender s ,pr os pec t or s ,anal y ser s ,r eac t or s ) . Cu l t u r a lweb–whe t h erap ar t i c u l a rs t r a t e gyi sac c ep t a bl et oe mpl o y ee s.( CORPPS) Ch3:Envi r onment J oh ns o n&Sc ho l e s-k e ydr i v e r sofc ha ng e( wh yd ot h i n gsc ha ng e? )—>( ma r k e tg l o ba l i s at i o n,c o st gl obal i s at i on,gl obal c ompet i t i on,ec onomi c ,e nv i r onment al ,l egal ) . Pes t el -anal y s i sofe xt er nal en vi r onment Por t er ’ snat i onal d i amo nd-r e as onswh ys omec ompani esi nap ar t i c ul a rc oun t r i esha v ec ompe t i t i v e a dv a nt ag et h anco mp an i e sf r o mo t h erc o un t r i e s. Ch4:Co mp et i t i o na ndma r k e t s I ndus t r yl i f ec y cl e Por t er ’ s5f or c es Ch5:St r at egi ccapabi l i t y Mc k i n s ey ’ s7S Por t er ’ sval uec hai nappr ai s ei nt er nal as pec t sofor g. por t er ’ sv al uene t wor k–e xt endst hei deaofv al uec hai nt oi nc l udec us t omer sands uppl i er s Pr oduc tl i f ec yc l e T ARAf r a me wo r k–d ea l i n gwi t hr i s k s Ch6:s t r at egi copt i ons Ans offmat r i x–u sedt ogener at es t r at eg i cop t i on s BCG ma t r i x( u nd erp r o du c td ev e l o pme nt ) .
Por t er ’ sgener i cst r at egy( undermar k etpenet r at i on) .—>c os tl eader s hi p,pr oduc tdi ffer ent i at i on, f o cu sgr o up . St r at egi cc l oc k–l ookatpr i c eandaddedv al ue Ch7:St r at egi cchoi c e J oh ns o n&Sc ho l e s-s t r a t e gi cr a t i o na l e–wa y she adoffic ec ancr e at ev a l u ei ne ac hb us i n es st h ey o wn—>p or t o f o l i oman ag er s ,s y ne r g y ,p ar e nt a ld ev e l o pe r s . Ahs dr i gep or t f ol i omodel —>u seBCG mat r i xi ns t ead.( whi c hdi v i s i o nst ok eepo rg etr i dof ) T owsan al y s i s Johnson&Schol es-SFAt est Ch8 :Fi n an c e Li mi t i ngf ac t or s Mak eorbuy Cl os ur eorc ont i nui ngdec i s i ons Spec i al c ont r ac t s r at i oanal y si s Regr es si on,t i mes er i esanal y s i s Ch9:Ma r k e t i n g Ma r k e t i n gmi x( 7Ps ) CSFandKPI s Ch1 0 :Bu s i n e s sp r o c e s s Ru mml e ra ndBr a c h e-Ga p sa ndd i s c o n ne c t i n g Ha r mo n’ spr o ce s s-s t r a t e gymi x Ch11-Ebusi ness 6s t agesofus i ngI T( i ni t i at i on,c ont agi on,c ont r ol ,i nt er gr at i on,dat aadmi ns t r at i on,mat ur i t y ) . Su pp yc h ai n :u ps t r e am,d own s t r e am 6I sf oremar k et i ng c us t omerl i f ec yc l e Ch1 2:Peopl ei nor g ani s at i on Or gani s at i onal s t r uc t ur e( f uc t i onal ,di v i s i onal ,mat r i x ) Mi nt z ber gs t r uc t ur al c onfi gur at i on( i deol ogy ,s t r at egi cape x,mi ddl el i neet c )
Ch13:Pr oj ectmanagement Pr oj ec tg at e wa y s-me t hodt or unapr oj ec t Wa r d s&Da n i e l s–t y p e sofb en efi t s( h o wb en efi t sc a nbeme as u r e d) t uc kman’ sst agesoff or mat i on–s t agesbef or es t ar t i ngt hepr oj ec t Bel bi n’ sper s onal i t ymi x -p er s onal i t i esi nt hegr oup Ch14:Changeanddevel opment Bal ogun&HopeHai l e y–c ont e xt ual f eat u r esf ors t ak eho l der st ocons derb ef or eac c ep t i ngcha ng e Le wi n ’ sf or c efi el danal y s i s–f or c esatwor kwhene v erach ang ei sc ons i d er ed Le wi n ’ s3s t eppr oc es s -s t ag esnec es s ar yf ors ome t hi ngt oc hange( unf r ee ze,f r ee ze,r e f r eez e)
Smar t ~obj ect i veshoul dbe Pr i me~obj e ct i v ef u nc t i on Abcde~val uechai ncr eat eval ue Sost ac~pl anni ngf r amewor k Smsm er p~t ur nar oundst r at egy Coppi t ~e t hi c
PI Dcover sOSCAR(Obj ect i ves,Scope,Const r ai nt s,Aut hori t y,Resources)
I PECC:St a ge sofPr oj e ctLi f ecy c l e . I ni t i at i on Pl a nni ng Execut uon Cont r ol Compl et i on
I PECC:St age sofPr oj e ctL i f ecy c l e. I n i t i at i on Pl a nn i n g Ex e c u t u on Co nt r o l Co mp l e t i o n
C - Competitors existing (threat from competitive rivalry) - # and size of competitors, quality and other differencies, customer loyality C - Competitors new (threat from potential entrants) - cost and time of entry, building a brand, nowledge required, economies on scales, barriers lie patents, design rights C - Customers (customers! bargaining power) - # of customers, size of each order, product and price differences, price sensitivity " - "uppliers (supliers! bargaining power) - # and size of suppliers, uniqueness of service, cost of switiching to other suppliers " - "ubstitutes (direct, indirect and monetary) (threats from substitutes) - the existence of substitutes, the performance of substitute products, relative price, fashion trend
Project initiation document (PID)
itle $b%ectives "cope Constraints (time &costs) 'uthority ("ponsor - mae decisions, provide resources, agree changes) esources (available for pro%ect material, labour, finance resources) itle $b%ectives "cope Constraints (time &costs) 'uthority ("ponsor - mae decisions, provide resources, agree changes) esources (available for pro%ect material, labour, finance resources)
Model #4 ANSOFF's growt !ector matri" xisting *arets + xisting roducts *aret enetration xisting *arets + .ew roducts roduct /evelopment .ew *arets + xisting roducts *aret /evelopment .ew *arets + .ew roducts /iversification0 /irect 1 2ndirect
Model #5 Porter's Value Chain IL O OL M&S S IL - Inbound logisitics - e.g. JIT system O - Operations - manufacturing the products OL - Outbound logistics - getting the products to the customers M&S - Marketing and sales S - Serice- after sales serice
2s the process strategically important3 (does it tie up with "4$3) 2s the process complex3 5igh importance + Complex process focusing on "'66 (mae sure they are able to do it) 5igh importance + "imple process use a bespoe soution
7ow importance + Complex process $utsource (*areting, 2, 7egal service) 7ow importance + "imple process 'utomate (off-the-shelf system) 4hen 5armon!s process was examined in 8 past exam papers 3
Model # $onte"tual %eatures & Balogun and Hope Hailey – Acceptance of Strategic Change Fundamental change is likely to be resisted unless there are good reasons for stakeholders to accept it. Balogun and Hope Haley list the contextual features which stakeholders will consider: Time – is the organization in a crisis or is there time for gradual change? Scope – will many peopledi!isionsdepts. be a"ected or #ust a few? Preservation – are there processes$ competences and sta" that will need to be retained? Diversity – di"erent parts of the business may ha!e their own culture and interests. %ill the proposed change impact on these? Capability – do senior mgt. ha!e the knowledge and experience to deal with change? Capacity – does the organization ha!e the resources re&uired to undertake the change? Readiness – are the key stakeholders aware of why change is needed and are they likely to accept it? Power – can senior managers force change e!en if it is against the wishes of other stakeholders?
*odel #9: "oftware selection - ; stages by "idmore and va
4hen a company decides to purchase a bespoe software it goes through these ; stages0 9< $btain tenders =< 6irst pass selection 8< "econd pass selection >< 2mplementation ;< *anaging long-term relationships