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    SPM Mind Maps

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    adilfarooqa
    This document discusses strategic management and implementation. It covers: 1. Analyzing the strategic position through tools like PESTEL, SWOT, 5 Forces model, and developing a positioning strategy. 2. Choosing strategic options like focusing on organic growth, acquisitions, collaboration models, and setting the direction using tools like Ansoff matrix. 3. Implementing the strategy through organizational structure and processes, managing strategic change, and using business processes like the value chain.

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    SPM Mind Maps

    Uploaded by

    adilfarooqa
    6 views2 pages
    This document discusses strategic management and implementation. It covers: 1. Analyzing the strategic position through tools like PESTEL, SWOT, 5 Forces model, and developing a positioning strategy. 2. Choosing strategic options like focusing on organic growth, acquisitions, collaboration models, and setting the direction using tools like Ansoff matrix. 3. Implementing the strategy through organizational structure and processes, managing strategic change, and using business processes like the value chain.

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    SPM mind maps

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    This document discusses strategic management and implementation. It covers: 1. Analyzing the strategic position through tools like PESTEL, SWOT, 5 Forces model, and developing a positioning strategy. 2. Choosing strategic options like focusing on organic growth, acquisitions, collaboration models, and setting the direction using tools like Ansoff matrix. 3. Implementing the strategy through organizational structure and processes, managing strategic change, and using business processes like the value chain.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    6 views2 pages

    SPM Mind Maps

    Uploaded by

    adilfarooqa
    This document discusses strategic management and implementation. It covers: 1. Analyzing the strategic position through tools like PESTEL, SWOT, 5 Forces model, and developing a positioning strategy. 2. Choosing strategic options like focusing on organic growth, acquisitions, collaboration models, and setting the direction using tools like Ansoff matrix. 3. Implementing the strategy through organizational structure and processes, managing strategic change, and using business processes like the value chain.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 2

    Strategic management

    1 Strategic position * CSF & KPIs can be used for


    2 Strategic Choices strategic implementation +
    3 Strategy into action/ Strategy implementation positioning + Choices

    1 Strategic position
    Environmental analysis Positioning of Product &
    Business
    i. PESTEL (on single entity & i. Product life cycles
    identify factors only)
    ii. SWOT ( identify factors + how do ii. BCG Matrix
    they create opportunities & iii. Mendelow's Stakeholder Power /interest
    Threats for competitive matrix (For managing stakeholders)
    advantage)
    iii. Potters Diamond Model (on Benchmarking (4 types)
    national level)
    iv. 5 Force model (Strength of iv. Value chain
    competition in the market)
    v. Compatibility profile (Reources and
    competence)
    vi. SWOT analysis (Requires resource audit)

    2 Strategic Choices
    Business Strategy is the combination of Product-market to achieve competitive advantage and to set its direction
    5 Strategies to develop business/product 6 Business forecasting
    1 Identify Strategies - Ways: i. Scenario planning
    i. Strategic groups and space i. Organic ii. Statistical forecast
    ii. Strategic clock (Price & perceived benefit) ii. Acquisition/merger iii. High-low method
    iii. Potter's generic strategies (Cost leadership; iii. Collaboration iv Intuitive (Qualitative) forecasting ( Think tanks;
    differentiation; Focus strategy) Delphi; sales force opinion; marketing
    iv Mendelow's Stakeholder Power /interest matrix (For response)
    managing stakeholders)
    - Model: v. Linear regression analysis
    2 Time to entre into the market i. Greiner's growth model
    i. Product life cycles 7 Assessment of strategy
    5.1 Collaboration i. SFA Method
    3 Suitable competitive advantage i. Strategic alliance
    i. Potters 6 principals of strategic positions ii. JV
    iii. Franchising
    4: Setting the direction iv Licensing
    i. Ansoff matrix
    ii. Differentiation
    iii. Gap analysis
    iv. Withdrawal strategy

    3 Strategy into action/ Strategy implementation


    Key aspects:
    i. Organization structure (including organization processes and relationships
    ii. managing strategic change
    iii. implementing strategy through a combination of intended strategy and emergent strategy

    1 Organization structure (including organization processes and 2 Strategic change 3 Managing change
    relationships
    1 Structure i. Planned change or Unplanned change i. Levers of change
    Types: ii. Incremental (minor) or transformational (major) ii. Skills for managing change by
    i. entrepreneurial organization structure iii. One - off event or continuing Rosabeth Moss Kanter
    ii. functional structure
    iii. divisional stricture 2.1 Triggers for change 3.1 Models
    iv. matrix structure i. External trigger (PESTEL) i. Lewin force field analysis
    v. project-based and team based structure ii. Internal trigger (change of senior mgt; acquisition & ii. Lewin unfreeze, change, refreeze
    vi. Span of control (tall-narrow; flat wide) merger; Demerger & disinvestment; Reorganization, Gemini 4 Rs
    Models downsizing & rationalization)
    i. Burns & Stalker: mechanistic & organic structures 4 Business Processes
    ii. Minzberg's five building blocks 2.2 Why org is more change adaptive than others Value chain analysis
    iii. Minzberg's organizational configurations i. Change adaptive attributes by Rosabeth Moss Kanter

    2 Relationships
    Internal - Centralized vs decentralized
    External - outsourcing; virtual organization; strategic alliances;
    value network
    Profitability depends on "Industry structure & competition" & "Sustainable competitive advantage"
    1 Industry stricture & competition
    i. 5 Force model

    2 Sustainable competitive advantage


    - By creation of value
    - Value is created by successful management of resources

    - Assessment of resource management Effective Resource management


    This requires establish resources and
    competence threshold i. Marketing approach (4/7 P's)
    i. Value chain ii. Cost effectiveness (Economies of scale & Scope)
    ii. Compatibility profile iii. Corporate Knowledge
    iii. SWOT analysis (Requires resource iv. Effectively established resources and competence
    audit) threshold
    v. Benchmarking (4 types)
    vi. CFS for competitive advantage (6-step approach)
    vii. KPIs

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