Summary of models

Below are list of models and important key areas in the syllabus.

Ch 1: Strategy
Different models for strategic planning process:

1. Rational Planning model – strategic choice, strategic option, strategy in action
2. johnson & Scholes- 3 levels of strategy —> corporate strategy, business strategy, operational strategy
3. Johnson & Scholes- 3 lenses —> experience, ideas, design.
4. Mintzberg’s emergent strategies

Ch 2: Stakeholders, ethics and culture

Mendelow matrix mapping (to identify stakeholders)
Johnson & Scholes- ethical position of company
Charles Handy – types of culture (power, role, task, people).
Miles & Snow- strategic cultures (defenders, prospectors, analysers, reactors).
Cultural web – whether a particular strategy is acceptable to employees. (CORPPS)

Ch 3: Environment

Johnson & Scholes- key drivers of change (why do things change?) —> (market globalisation, cost globalisation, global competition, economic, environmental, legal).
Pestel- analysis of external environment
Porter’s national diamond- reasons why some companies in a particular countries have competitive advantage than companies from other countries.

Ch 4: Competition and markets

Industry life cycle
Porter’s 5 forces

Ch 5: Strategic capability

Mckinsey’s 7S
Porter’s value chain -appraise internal aspects of org.
porter’s value network – extends the idea of value chain to include customers and suppliers
Product life cycle
TARA framework – dealing with risks

Ch 6: strategic options

Ansoff matrix – used to generate strategic options
BCG matrix (under product development).
Porter’s generic strategy (under market penetration). —> cost leadership, product differentiation, focus group.
Strategic clock – look at price and added value

Ch 7: Strategic choice

Johnson & Scholes- strategic rationale – ways head office can create value in each business they own —> portofolio managers, synergy, parental developers.
Ahsdrige portfolio model —> use BCG matrix instead. (which divisions to keep or get rid of)
Tows analysis
Johnson & Scholes- SFA test

Ch 8: Finance

Limiting factors
Make or buy
Closure or continuing decisions
Special contracts
ratio analysis
Regression, time series analysis

Ch 9: Marketing

Marketing mix (7 Ps)
CSF and KPIs

Ch 10: Business process

Rummler and Brache- Gaps and disconnecting
Harmon’s process- strategy mix

Ch 11- Ebusiness

6 stages of using IT (initiation, contagion, control, intergration, data adminstration, maturity).
Suppy chain: upstream, downstream
6Is for e-marketing
customer life cycle

Ch 12: People in organisation

Organisational structure (fuctional, divisional, matrix)
Mintzberg structural configuration (ideology, strategic apex, middle line etc)

Ch 13: Project management

Project gateways- method to run a project
Wards & Daniels – types of benefits (how benefits can be measured)
tuckman’s stages of formation – stages before starting the project
Belbin’s personality mix- personalities in the group

Ch 14: Change and development
Balogun & Hope Hailey – contextual features for stakeholders to consder before accepting change
Lewin’s force field analysis – forces at work whenever a change is considered
Lewin’s 3 step process- stages necessary for something to change (unfreeze, freeze, refreeze)