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MODERN STRATEGIC ANALYSIS Theme 2. Process of strategic management, internal
Содержание
- 1. MODERN STRATEGIC ANALYSIS Theme 2. Process of strategic management, internal
- 2. Process of strategic management Mission Strategic goalsSWOT-analysisAlternative strategiesStrategy choiceStrategy implementationAVK SPbPU
- 3. Internal analysisProductionFinancePurchasingMarketingSales HRMManagementInnovationsAVK SPbPU
- 4. Internal analysis criteriaComparison with the pastComparison with competitorsExternal evaluation (experts)Official recognitionPublic recognition AVK SPbPU
- 5. StrengthsAdvantages of proposition?Capabilities? Competitive advantages?USP's (unique selling
- 6. WeaknessesDisadvantages of proposition?Gaps in capabilities?Lack of competitive
- 7. Profile of competitive advantages+ 1- 1Rather positiveRather negativeMain competitorAVK SPbPU
- 8. Modern tools of strategic analysis. Value chain
- 9. Modern tools of strategic analysis. Value chain AVK SPbPU
- 10. Business Strategy ChoiceChoice about business positioning relative
- 11. Competitive advantage principles -VRINValue, Rarity, Inimitability and
- 12. VRIN: ValueStrategic
- 13. VRIN: RarityRare
- 14. VRIN: Inimitability
- 15. VRIN: Non-substitutability
- 16. Alternative strategiesGrowthDiversificationConglomeratedConcentric FocusIntegrationVerticalHorizontalWithdrawal AVK SPbPU
- 17. Strategy selection matrix Internal analysis
- 18. Скачать презентанцию
Process of strategic management Mission Strategic goalsSWOT-analysisAlternative strategiesStrategy choiceStrategy implementationAVK SPbPU
Слайды и текст этой презентации
Слайд 1MODERN STRATEGIC ANALYSIS Theme 2. Process of strategic management, internal
analysis , strategy choice
Слайд 2Process of strategic management
Mission
Strategic goals
SWOT-analysis
Alternative strategies
Strategy
choice
Strategy implementation
AVK SPbPU
Слайд 4Internal analysis criteria
Comparison with the past
Comparison with competitors
External evaluation (experts)
Official
recognition
Public recognition
AVK SPbPU
Слайд 5Strengths
Advantages of proposition?
Capabilities?
Competitive advantages?
USP's (unique selling points)?
Resources, Assets, People?
Experience,
knowledge, data?
Financial reserves, likely returns?
Marketing - reach, distribution, awareness?
Cultural, attitudinal,
behavioural?Location and geographical?
Price, value, quality?
Accreditations, qualifications, certifications?
Processes, systems, IT, communications?
Innovative aspects?
AVK SPbPU
Слайд 6Weaknesses
Disadvantages of proposition?
Gaps in capabilities?
Lack of competitive strength?
Reputation, presence and
reach?
Financials?
Own known vulnerabilities?
Timescales, deadlines and pressures?
Cashflow, start-up cash-drain?
Effects on core
activities, distraction?Reliability of data, plan predictability?
Morale, commitment, leadership?
Accreditations, etc?
Processes and systems, etc?
Continuity, supply chain robustness?
AVK SPbPU
Слайд 7Profile of competitive advantages
+ 1
- 1
Rather positive
Rather negative
Main competitor
AVK
SPbPU
Слайд 8Modern tools of strategic analysis. Value chain
Value chain analysis
a process where a firm identifies its priorities and support
activities that add value to its final product and then analyze these activities to reduce costs or increase differentiation.Value chain represents the internal activities a firm engages in when transforming inputs into outputs.”
AVK SPbPU
Слайд 10Business Strategy Choice
Choice about business positioning relative to competitors, creating
strategic capabilities and competitive advantage
AVK SPbPU
Слайд 11Competitive advantage principles -VRIN
Value,
Rarity,
Inimitability and
Non-substitutability
From: Jay
Barney: ‘Firm resources and sustained competitive advantage’, Journal of Management,
vol. 17 (1991), no. 1, pp. 99–120.AVK SPbPU
Слайд 12 VRIN: Value
Strategic capabilities are of
value when they:
take advantage of opportunities and neutralise threats,
provide value to customers
provide potential competitive advantage at a cost that allows an organisation to realise acceptable levels of return
AVK SPbPU
Слайд 13 VRIN: Rarity
Rare capabilities are those
possessed uniquely by one organisation or by a few others
only. (E.g. a company may have patented products, have supremely talented people or a powerful brand.)Rarity could be temporary. (Eg: Patents expire, key individuals can leave or brands can be de-valued by adverse publicity.)
AVK SPbPU
Слайд 14 VRIN: Inimitability
Inimitable capabilities are
those that competitors find difficult to imitate or obtain.
Competitive
advantage can be built on unique resources (a key individual or IT system) but these may not be sustainable (key people leave or others acquire the same systems). Sustainable advantage is more often found in competences (the way resources are managed, developed and deployed) and the way competences are linked together and integrated
AVK SPbPU
Слайд 15 VRIN: Non-substitutability
Competitive advantage may
not be sustainable if there is a threat of substitution.
Product or service substitution from a different industry/market. For example, postal services partly substituted by e-mail.
Competence substitution. For example, a skill substituted by expert systems or IT solutions
AVK SPbPU
Слайд 16Alternative strategies
Growth
Diversification
Conglomerated
Concentric
Focus
Integration
Vertical
Horizontal
Withdrawal
AVK SPbPU
Слайд 17Strategy selection matrix
Internal analysis
External analysis
Growth
Diversification
Integration
Withdrawal
Focus
Integration
AVK SPbPU
