P3 Business Analysis
Strategic Choice/Option
Corporate Level Strategy (CLS)
Product-Market Diversity
Related Diversification
Vertical Integration Diversification
Horizontal Integration Diversification
Unrelated Diversification
International/Global
How?
Perlmutter
Ethnocentric
Polycentric
Regiocentric/Geocentric
Benefits
Ohmae's 5Cs'
Global Company
Customers
Company
Competition
Currency
Country
Portfolio Analysis
Boston Consulting Group (BCG)
MSL-MGH "Question Mark"
MSH-MGH "Star"
MSH-MGL "Cash Cow"
MSL-MGL "Dog"
Directional Matrix (Competitive Position/Industry Attractiveness)
Corporate Parenting
Corporate parents
Adding value
Destruction value
Rationale
Portfolio Manager Rationale
Synergy Manager Rationale
Parental Developer Rationale
Portfolio Display/Ashridge Matrix (Benefit/Feel)
BH-FH "Heartland Business Unit"
BL-FH "Ballast Business Unit"
BH-FL "Value Trap Business Unit"
BL-FL "Allien Business Unit"
Public Sector Matrix (Ability/Needs)
AH-NH "Public Sector Stars"
AL-NH "Political Hot Box"
AH-NL "Golden Fleece"
AL-NL "Back Drawer Issue"
Business Level Strategy (BLS)
Competitive Advantages
Porter's Generic Strategy
Broad low cost leadership
Focused low cost leadership
Broad differentiation
Focused differentiation
Bowman's Strategic Clock (Price/Value)
Collaboration/Strategic Alliance
Growth/Direction Methods (GDM)
Ansoff Growth Matrix (Product/Market)
EP-EM "Market Penetration (Protect/Build)"
EP-NM "Market Development"
NP-EM "Product Development"
NP-NM "Diversification"
Alternative Growth Methods
Organic
Acquisition
Joint Development
Loose Network
One stop shop
Service network
Contractual
Franchise
Licensing
Ownership based
Joint venture
Strategic Action
Change Management
Balogun and Hope Hailey's Change Model
Change Context
Power
Time
Scope
Preservation
Diversity
Capability
Capacity
Readiness
Change Design
Path (Scope/Nature)
Evolution (Incremental,Transformation)
Adaption (Incremental, Realignment)
Revolution (Big Bang, Transformation)
Reconstruction (Big Bang, Realignment)
Starting Point
Top-Down
Bottom-up
Style
Resistance
Parochial Self Interest
Misunderstanding
Low Tolerance to change
Different assessment of the situation
Methods to deal
Education & Communication
Participation & Involvement
Facilitation & Support
Manipulation & Co-optation
Negotiation & Agreement
Explicit & Implicit Coercion
Target
Roles
Levers
Culture
Models
Zeus (Power)
Apollo (Role/Bureaucracy)
Athena (Task)
Cultural Web
Symbols and titles
Power relations
Organisational structure
Generic Structures
Functional
Georgraphical
Business Unit
Product or Business Line
Matrix
Mitzberg's Organization Structures
Coordination methods
Mutual Adjustment
Direct Supervision
Standardization of Work Processes
Standardization of Outputs
Standardization of Skills
Standardization of Norms
Types
Entrepreneurial
Professional
Machine
Enabling Structures
Boundaryless
External Boundary
Vertical Boundary
Horizontal Boundary
Hollow
Control systems
Rituals and routines
Myths and stories
Paradigm
Big Data
Characteristics
Volume
Variety
Velocity
Veracity
Big data analytics
Data mining
Predictive analytics
Text analytics
Voice analytics
Statiscal analytics
Business Process Management
Harmon Process Matrix (Strategic Importance/Process Complexity
IL-CL "Automate/Outsource"
IH-CL "Business Process Improvement"
IL-CH "Outsource"
IH-CH "Business Process Redesign"
Harmon Redesign Patterns
Business Process Re-engineering
Simplification
Value Added Analysis
Gaps & disconnects
Business Process change life cycle (Business case)
Strategic Alignment
Definition
Business Process Re-engineering
Business Process Re-design
Business Process Improvement
Design
POPIT Model
People
Organization
Process
Information Technology
Implementation
Realization (Benefit)
Observable Benefit
Not predictable/Not measurable
Measurable Benefit
Not predictable but measurable
Quantifiable Benefit
Predictable and measurable
Financial Benefit
Assessable and predictable
Information Technology
E-Business
Distruptive Internet Technologies
Reach Factor
Richness
Linkages
Digitization
E-Commerce
Business to Business (B2B)
Business to Consumer (B2C)
Consumer to Consumer (C2C)
Application
Supply Chain Management
Value Chain
Value Network
Restructure Value Chain
Upstream
E-Procurement
Buy-Side E-Commerce
Sell-Side E-Commerce
Independent Exchange
Downstream
Marketing & Sales
6I's Framework
Interactivity
Intelligence
Individualisation
Integration
Independence of Location
Industry
E-Customer Relationship Management
Selection
Acquisition
Retention
Extension
Internal Controls
Internets
Extranets
Intranets
General IT Controls
Application Controls
Contingency Controls
IT Risks
Software
Skidmore & Eva - 7 methods of Fact Finding
Interviews
Questionnaires
Observation
Prototyping
Document Analysis
Protocol Analysis
Written Question
Generic software evaluation
Functional requirements
Non-funtional requirements
Technical requirements
Design requirements
Supplier stability requirements
Initial implementation requirements
Operability Requirements
Cost constraints
Time constraints
Project Management
Project Definition & Features
Unique task
Resources needed
Cross-functional team
Defined end-point
Inter-dependent tasks
Stages
1.Initiation
Project Initiation Document/Project Charter/TOR
What?/Why?/Who?/How?/When?
Content
Business Objective
Deliverable objective
Quantifiable benefit
Project Objective
Scope
Cost-Benefit Analysis (Business Case-feasibility)
Financial-Benefit exceed cost (NPV)
Project Risks Management
TARA (Transfer, Avoid, Reduce, Accept)
Contingency risks plan
Resources required
Financial
Human
Physical
Limitations
Project Team
Tuckman 5 stages
Belbin 9 roles
Preliminary Plan
Initial project structure and arrangements for management control
Sponsors
Stakeholder's Expectation
Business case
2.Planning
Scope
Time
Costs/Benefits
People
Risk
3.Execute
4.Monitor & Control
Critical path analysis
Gantt chart
5.Closure (Sign-off)
Post Implementation Review
Post Project Review
Benefits Realization Review
People
Planning
Strategic plan
Selection
Job analysis
Subtopic
Performance
Competency frameworks
Appraisal
Performance review
Potential review
Reward review
Motivation
Scientific management
The human relations school
Theories of motivation
Job Design
Job enlargement
Job rotation
Job enrichment
Learning organisation
Financial analysis
Integrated reporting
Organisational overview and external environment
Governance
Business model
Risk and opportunities
Strategy and resource allocation
Performance
Outlook
Basis of presentation
Reliability and completeness
Consistency and comparability
Forecasting
Linear regression
y=ax+b
Time series analysis
Expected values
Decision trees
Scenario planning
Finance
Types of capital
Equity
Borrowings
Investing
Current assets
Non-current assets
Budgeting & Standard Costing
Capital Rationing & Sensitivity Analysis
Marginal & Relevant Costing
Ratio Analysis
Profitability
Efficiency
Liquidity
Gearing
Investment ratios
Restructure Value Chian
Vertical Integration
Vertical Disintegration
Virtual Integration
Supply Chain
Value Network
Evalution of options
Suitability
Feasibility
Acceptability
International Company
Strategic Position
What are the activities?
Environmental Analysis
Macro
PESTEL
Political
Economical
Sociocultural
Tehnological
Environmental
Legal
Porter's Diamond
Firm strategy, structure, and rivalry
Factor conditions
Demand conditions
Related and supporting industries
Scenario Planning
Forecasting
Industrial/Sector
Porter's Five Forces
Entrant barrier
Capital requirement
Bargaining power of supplier
Bargaining power of buyer
Threat of substitute product
Intensity of rivalry
Life Cycle Analysis
Introduction
Growth
Mature
Decline
Marketing Mix
Product
Price
Promotion
Place
People
Process
Physical evidence
Customers & Markets
Segmentation
Strategic capability Analysis
Value Chain Analysis
Primary
Inbound Logistics
Operations
Outbound Logistics
Marketing & Sales
Services
Support
Firm Infrastructure
Human Resources
Technology Management
Procument
Resources & Competence
Threshold Resources/Competence
Unique Resources
Core Competence
Performance
Critical success factors
Johnson, Scholes and Whittington
Product feature value by customer
Key performance indicators (KPIs)
Benchmarking
Industry/Sector
Competitive
Generic
Expectation & Purposes
Expectation
Stakeholders
Mendelow Matrix
IL-PL "Minimal Effort"
IH-PL "Keep Informed"
IL-PH "Keep Satisfied"
IH-PH "Key Players"
Vision
Purposes
Mission
Objectives
SMART
Consistency
Vertical consistency
Horizontal consistency
Consistent through time
How to develop strategy?
Johnson Sholes and Whittington (JSW)'s strategy lens
Design
Idea
Experience
SWOT
S-O "Attack"
W-O "Beware"
S-T "Explore"
W-T "Protect"