Models Flashcards
Mission
Purpose, Strategy, Policies, Values
Objectives
Specific, Measurable, Achievable, Relevant, Time bound
Mendelow’s matrix
Stakeholder mapping.
Low Power + Low interest - Minimal effort
Low Power + High Interest - Keep informed
High Power + Low interest - Keep satisfied
High Power + High interest - Key players
PESTLE analysis
Identify opportunities and threats from an organisation’s macro-environment.
Political, Economic, Social, Technological, Legal, Environmental.
Porter’s Diamond
Identifies why particular nations enjoy sustained competitive advantage in particular products.
- Factor conditions
- Related and supporting industries
- Demand conditions
- Strategy, structure and rivalry
Porter’s five forces
Model analyses the threats within the industry environment
- Power of customers
- Power of suppliers
- Competitive rivalry
- Threat of substitutes
- Threat of new entrants
Resources (9Ms)
Men Money Management Make up Machinery Methods Markets Management information systems Materials
Competences
Competitive architecture
Reputation
Innovative ability
Product life cycle
Development Introduction Growth Maturity Decline
BCG Matrix analysis
Used to analyse product portfolio in terms of market share and market growth.
High High - Star
High Low - Cash Cow
Low High - Problem child
Low Low - Dog
Porters generic strategies
Cost leadership
Differentiation
Focus/ Niche
Porters value chain analysis (Primary)
Inbound logistics Operations Outbound logistics Sales and marketing Service
Porters value chain analysis (Secondary)
Firm infrastructure
Human resource management
Technology development
Procurement
Ansoff’s matrix
Existing products + Existing markets = Market penetration
New products + Existing Markets = Product development
New markets + Existing products = Market development
New products + New Markets = Diversification
Marketing Mix
Product Promotion Place (distribution) Price People Processes Physical evidence
PED < 1
Inelastic demand ( not price sensitive)
PED > 1
Elastic demand ( Price sensitive)
Organisation Structure
Entrepreneurial
Functional
Divisional
Matrix
Joint Venture
Contractual agreement between companies, often by setting up another separate company
Strategic Alliances
Looser agreement to share knowledge, technology or a business opportunity
Licensing
The right to exploit an invention/resource in return for a share of the profit
Franchising
The right to exploit a business brand in return for a capital sum plus share of profits/ turnover
Strategy evaluation
Suitability, Feasibility, Acceptability
Balanced scorecard
Ensures a mixture of financial and non-financial perspectives are considered
- Financial perspective
- Customer perspective
- Internal business perspective
- Innovation and learning perspective
