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TOPCIMA Advanced Strategic Analysis – Business Strategy

TOPCIMA Advanced Strategic Analysis – Business Strategy. CIMA Paper 10. Strategy Question and Process. A means to achieve the objectives… A basis for competitive advantage…. Two Basic Questions. Where to Compete. How to Compete. Strategic Planning Process. Internal Env. Evaluation

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TOPCIMA Advanced Strategic Analysis – Business Strategy

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  1. TOPCIMAAdvanced Strategic Analysis – Business Strategy CIMA Paper 10

  2. Strategy Question and Process • A means to achieve the objectives… • A basis for competitive advantage… Two Basic Questions Where to Compete How to Compete

  3. Strategic Planning Process Internal Env Evaluation and Choice Implementation and Control Position Audit Options Mission and Objectives External Env

  4. Stakeholder Mapping Low Minimal Effort Keep Informed Power Keep Satisfied Key Players High Level of Interest Low High

  5. Sources of Data • Primary data collection: - Observation - Surveys • Secondary data collection - Internal sources - accounting / marketing data - External sources - Periodicals / internet

  6. The Pestel Framework • Political • Economic • Social • Technical • Environmental-social responsibility • Legal

  7. 5 Forces Threat of New Entrants Power of Buyers Rivalry Power of Suppliers Threat of Substitutes

  8. Competitive Advantage of Nations Porters Diamond Demand Conditions Related and Supporting Industries Strategy, Structure and Rivalry Factor Conditions

  9. The Life Cycle Maturity Intro Decline Growth Sales Time

  10. Competitor Analysis • Strategy – where and how • Resources and competences • Objectives – are they being met? • Assumptions – culture? • Competitors – who are they? • Predictions – for the future? • What are they likely to do in the future? • How will they respond to our initiatives? • How can we influence their reactions to our initiatives?

  11. Resources and Competences Different and Difficult to Copy Same as Competitor Easy to Copy Basic Unique Resources Threshold Core Competence

  12. The Value Chain Infrastructure HumanResourceManagement Technology Margin Procurement Inbound Logistics Operations Outbound Logistics Marketing and Sales Service

  13. The Position Audit Where are we now? Internal Environment External Environment Weakness Threat Strength Opportunity What happens if we do nothing?

  14. Gap Gap Analysis Objective Objective Measure Future operations Current operations Time

  15. Porter’s Generic Strategies How Differentiation Cost Leadership Broad Scope Where Focus Narrow Scope

  16. Existing Market New Ansoff Growth Strategies Product Existing New Market Penetration Product Development Market Development Diversification

  17. High Market Growth Low Boston Consulting Group Market Share High Low Star Problem Child Cash Cow Dog

  18. Assessing the Viability of Strategy Feasibility • Resources • Competencies • Implementation Suitability • Objectives • Strengths • Opportunity Acceptability To Stakeholder Groups

  19. Information Issues Sources Internal External • Who • When • Why • What Reliability Known Reliability ? • Broader Focus • Less Cultural • Distortion Relevance ? More Relevant

  20. Knowledge Management The management of the information, knowledge and experience available to an organisation. Create Capture Store Make Available Utilise To Build a Competitive Advantage

  21. Knowledge Management To Build a Competitive Advantage Structural Capital Human Capital • Development • Maintenance • Retention • Innovation – intellectual property • Customer – address lists / records • Organisational – processing systems

  22. Determination of the Measurement Mix Identify Objectives Update the CSF Draft CSF Position Review Draft a Mix Consider Change Implications and Test Deploy and Monitor

  23. The Balanced Scorecard Financial Customer Operations IT? Learning HR Research Kaplan and Norton

  24. Benchmarking Internal Process Competitor Identification of best practice……. Same Company Different Department Different Company Similar Process Similar Process Direct Competitor

  25. Shareholder Value Present value of free cash flow from operations plus value of marketable securities - Value of debt Shareholder value =

  26. Change Management • Key executive commitment • Objectives of change identified • Communication and training • Performance measures – The BSc • Team and budget • Appoint change champion • Participation

  27. Earls Three levels of Strategy “What” ISStrategy • Division/SBU/function based • Demand orientated • Business focussed IM Strategy “Wherefore” Applications • Organisation based • Relationship orientated • Management focused Management ITStrategy “How” • Activity based • Supply orientated • Technology focused Delivery

  28. McFarlan’s Strategic Grid Low Strategic Impact of Future Systems Strategic Impact of Current Systems Turnaround Support Factory Strategic High Low High

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