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BES712S/BES712D Vacation School Orientation Dr. Chris van Zyl

Faculty of Management Sciences. BES712S/BES712D Vacation School Orientation Dr. Chris van Zyl Senior Lecturer: Department of Management. 20 th August 2018. Faculty of Management Sciences. Contents. Theoretical aspects Statistical Tools. Presentation Title Calibri bold 14pnts.

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BES712S/BES712D Vacation School Orientation Dr. Chris van Zyl

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  1. Faculty of Management Sciences BES712S/BES712D Vacation School Orientation Dr. Chris van Zyl Senior Lecturer: Department of Management 20th August 2018

  2. Faculty of Management Sciences Contents Theoretical aspects Statistical Tools

  3. Presentation Title Calibri bold 14pnts Theoretical Aspects Chapter 1: • Vision & mission • Sustainable enterprise • Competitive advantage • Business model • Resources (tangible & intangible) • Value chain (see Ch4 as well) • Strategic alignment

  4. Theoretical Aspects Chapter 2: • Vision statement criteria • Key factors for competitive success • Financial versus strategic objectives • Company values • Company objectives

  5. Theoretical Aspects Chapter 3: • Macro-environmental factors to consider when strategising • What to consider in identifying an industry’s dominant economic features • The five-forces model of competition: a key analytical tool • Weapons for competing and factors affecting the strength of rivalry • Factors affecting the threat of entry • Factors affecting competition from substitute products • Factors affecting the bargaining power of suppliers • Factors affecting the bargaining power of buyers • The most common driving forces affecting industry change • Common types of industry key success drivers

  6. Theoretical Aspects Chapter 4: • Key financial ratios • Enterprise resource strengths and competitive capabilities • Potential enterprise strengths & competitive capabilities • Potential enterprise weaknesses & competitive deficiencies • SWOT analysis – the 3 steps

  7. Theoretical Aspects Chapter 5: • The 5 generic competitive strategies: each focusing on a different market position • Cost-efficient management of value-chain activities • Revamping the value chain to eliminate unnecessary activities • When does a low-cost provider strategy work best? • The benefits of a successful differentiation strategy • The 4 best routes to competitive advantage via broad differentiation strategy • When does a differentiation strategy work best? • When is a focused low-cost strategy more attractive? • Compare & contrast the key features of the 5 generic competitive strategies

  8. Theoretical Aspects Chapter 6: • Unique characteristics of an emerging industry • Strategy options for emerging industries • Strategies for competing in rapidly growing markets • How do slowing industries change market conditions • Strategies for maturing industries • Strategies for declining industries • End-game strategies for declining industries • How to meet the challenges of rapid change • Strategic options for fast-changing markets • Reasons for supply-side fragmentation • Strategies for competing in fragmented industries • Strategies for industry leaders • Offensive strategies to build market share • Strategic approaches for runner-up companies • Strategies for crisis-ridden companies • Conditions that make harvesting attractive

  9. Theoretical Aspects Chapter 7: • The Balanced Scorecard as an enterprise performance framework • The 4 perspectives of the Balanced Scorecard • The objectives; measures; targets and initiatives of the Balanced Scorecard Chapter 8: • Centralised versus de-centralisedorganisational structures • Strategic alignment overview Chapter 9: • Overview of leadership; culture and teamwork within an enterprise Chapter 10: • Overview of corporate governance with a focus on the Namcode

  10. 2. Statistical Tools

  11. 13 Storch Street Private Bag 13388 Windhoek NAMIBIA T: +264 61 207 2871 F: +264 61 207 9871 E: fhas@nust.na W: www.nust.na Faculty of Management Sciences Thank You.

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