Types of models Flashcards
What is the RSVP model?
R - Reason - Why the organisation exists and/or for whom
S - Strategy - The way the organisation will achieve its mission
V - Values - What the organisation believes in
P - Policies - The policies and behavioural patterns underpinning its work
What is the Mendelow’s theory?
Places stakeholders in a matrix according to their levels of power
If low level or interest and low power - Minimal effort e.g community
If low level of interest but high power - Keep satisfied e.g HMRC
If high level of interest but low power - Keep informed e.g employee
If high level of interest but high power - Key players e.g Investors
What is the PESTEL analysis?
P - Political - Policies and attitude, Government stability, Taxation and Spending
E - Economic - Globalisation, Interest rates, Exchange rates
S - Social - Income levels, Age, Attitudes and behaviours
T - Technological - Us of R&D, Speed of change, Cyber crime
E - Environmental - Sustainability, Pollution, Disasters
L - Legal - Regulations, Taxation law
What are Ohmae’s five Cs?
Customer - Can the product satisfy tastes in different countries
Company Itself - As company enters into additional markets, its fixed costs should be spread
Competition - Entering into an overseas market could encourage a previously local operator to expand
Currency volatility - Setting up assembly overseas is a way of reducing the exchange rate risks
Country - Locating business activities overseas may provide cheaper labour, materials and finance
What are Porter’s Five forces?
Threat of New Entrant - How easy is it to join the market?
Bargaining Power of Suppliers - How much power does the suppliers have over the company?
Bargaining Power of Customers - How much power does the customers have over the company?
Threat of Substitutes - Something else that gives you the same outcome
Competitive Rivalry
What are the bases of benchmarking?
Internal benchmarking - Historical or budgetary comparison that considers performance over time
Competitive benchmarking - Comparison of performance with competitors in the same industry or sector
Activity benchmarking - Comparisons are made directly with best practice inter-industry
Generic benchmarking - Benchmarking against a conceptually similar process
The 9 Ms
Men and women - availability, mix, cost, know-how, culture
Money - availability of capital, ability to raise it, liquidity
Machinery - physical assets, capacity, efficiency
Materials Suppliers - innovation, price, quality
Markets - how and where we sell, distribution channels
Management - general competence of the board
Methods - processes used and intellectual property such as patents
Make-up - organisation structure and culture
Management Information Systems - strategic use of IT
What is the BCG matrix?
High Relative market share and High Rate of market growth - Star
High Relative market share and Low Rate of market growth - Cash Cow
Low Relative market share and High Rate of market share - Question Mark
Low Relative market share and Low Rate of market share - Dog
What is a SWOT analysis?
S - Strengths
W - Weaknesses
O - Opportunities
T - Threats
What is the Ansoff growth matrix?
Existing product in an existing market - Market Penetration (least risky)
Existing product in a new market - Market Development
New product in an existing market - Product Development
Existing product in a new market - Diversify (most risky)
What is the SAF model?
S - Suitability - How does the strategy fit with our current position and outlook? Should we?
A - Acceptability - Will our stakeholders support the strategy? Will stakeholders allow it?
F - Feasibility - Is the strategy realistic given our resources, competencies and technology? Can we do it?
The Value Chain
Way of visualising an organisation
Support activities:
- Firm Infrastructure
- Technology Development
- Human Resource Management
- Procurement
Primary activities:
- Inbound logistics
- Operations
- Outbound logistics
- Marketing & sales
- Service
The 7 marketing Ps
Product
Place
Promotion
Price
People
Processes
Physical evidence
Lewin/Schein Iceberg Model
Three-stage model of change
- Unfreeze - existing behaviour
- Move - making the change
- Refreeze - consolidate and reinforce
Gemini 4R framework
Aims to cover all the important components of the organisations identity.
For planned changes
- Reframe - What does the organisation stand for?
- Restructure - Change to the organisation’s structure
- Revitalise - Find a good fit with the environment
- Renewal - Ensure support for the change
