P3 Business Analysis

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Business Plan Outline

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Learner Autonomy

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THE PROJECT APPROACH

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Alternative/Unique & switching cost

Swim lane diagram

Strategic Position

SWOT

W-T "Protect"

S-T "Explore"

W-O "Beware"

S-O "Attack"

How to develop strategy?

Johnson Sholes and Whittington (JSW)'s strategy lens

Experience

Idea

What are the activities?

Expectation & Purposes

Purposes

Objectives

Consistency

Consistent through time

Horizontal consistency

Vertical consistency

SMART

Mission

Expectation

Vision

Stakeholders

Mendelow Matrix

IH-PH "Key Players"

IL-PH "Keep Satisfied"

IH-PL "Keep Informed"

IL-PL "Minimal Effort"

Strategic capability Analysis

Benchmarking

Generic

Competitive

Industry/Sector

Critical success factors

Key performance indicators (KPIs)

Johnson, Scholes and Whittington

Product feature value by customer

Resources & Competence

Core Competence

Unique Resources

Threshold Resources/Competence

Value Chain Analysis

Support

Procument

Technology Management

Human Resources

Firm Infrastructure

Primary

Services

Outbound Logistics

Operations

Inbound Logistics

Environmental Analysis

Customers & Markets

Segmentation

Industrial/Sector

Marketing Mix

Physical evidence

Place

Promotion

Price

Product

Life Cycle Analysis

Decline

Mature

Growth

Introduction

Porter's Five Forces

Intensity of rivalry

Threat of substitute product

Bargaining power of buyer

Bargaining power of supplier

Entrant barrier

Capital requirement

Macro

Scenario Planning

Porter's Diamond

Related and supporting industries

Demand conditions

Factor conditions

Firm strategy, structure, and rivalry

PESTEL

Legal

Environmental

Tehnological

Sociocultural

Economical

Political

International Company

Evalution of options

Acceptability

Feasibility

Suitability

Supply Chain

Restructure Value Chian

Virtual Integration

Vertical Disintegration

Vertical Integration

Financial analysis

Ratio Analysis

Investment ratios

Gearing

Liquidity

Efficiency

Profitability

Marginal & Relevant Costing

Capital Rationing & Sensitivity Analysis

Budgeting & Standard Costing

Finance

Investing

Non-current assets

Current assets

Types of capital

Borrowings

Equity

Forecasting

Scenario planning

Decision trees

Expected values

Time series analysis

Linear regression

y=ax+b

Integrated reporting

Consistency and comparability

Reliability and completeness

Basis of presentation

Outlook

Strategy and resource allocation

Risk and opportunities

Business model

Governance

Organisational overview and external environment

Learning organisation

Motivation

Job Design

Job enrichment

Job rotation

Job enlargement

Theories of motivation

The human relations school

Scientific management

Performance

Competency frameworks

Appraisal

Reward review

Potential review

Performance review

Subtopic

Job analysis

Planning

Strategic plan

Project Management

Stages

5.Closure (Sign-off)

Benefits Realization Review

Post Project Review

Post Implementation Review

4.Monitor & Control

Gantt chart

Critical path analysis

3.Execute

2.Planning

Risk

Costs/Benefits

Business case

1.Initiation

Stakeholder's Expectation

Project Initiation Document/Project Charter/TOR

Project Initiation Document would provide more insight to a project and can act as a guideline to a successful project.

What?/Why?/Who?/How?/When?

Content

Project Definition & Features

Inter-dependent tasks

Defined end-point

Cross-functional team

Resources needed

Unique task

Software

Generic software evaluation

Time constraints

Cost constraints

Operability Requirements

Initial implementation requirements

Supplier stability requirements

Design requirements

Technical requirements

Non-funtional requirements

Functional requirements

Skidmore & Eva - 7 methods of Fact Finding

Written Question

Protocol Analysis

Document Analysis

Prototyping

Observation

Questionnaires

Interviews

Internal Controls

IT Risks

Contingency Controls

Application Controls

General IT Controls

Intranets

Extranets

Internets

Restructure Value Chain

Downstream

Marketing & Sales

E-Customer Relationship Management

Extension

Retention

Selection

6I's Framework

Industry

Independence of Location

Integration

Individualisation

Intelligence

Interactivity

Upstream

E-Procurement

Independent Exchange

Sell-Side E-Commerce

Buy-Side E-Commerce

E-Business

Application

Value Network

Value Chain

Supply Chain Management

E-Commerce

Consumer to Consumer (C2C)

Business to Consumer (B2C)

Business to Business (B2B)

Distruptive Internet Technologies

Digitization

Linkages

Richness

Reach Factor

Business Process Management

Business Process change life cycle (Business case)

Realization (Benefit)

Financial Benefit

Assessable and predictable

Quantifiable Benefit

Predictable and measurable

Measurable Benefit

Not predictable but measurable

Observable Benefit

Not predictable/Not measurable

Implementation

Design

POPIT Model

Information Technology

Process

Organization

People

Definition

Business Process Improvement

Business Process Re-design

Strategic Alignment

Harmon Redesign Patterns

Gaps & disconnects

Value Added Analysis

Simplification

Business Process Re-engineering

Harmon Process Matrix (Strategic Importance/Process Complexity

IH-CH "Business Process Redesign"

IL-CH "Outsource"

IH-CL "Business Process Improvement"

IL-CL "Automate/Outsource"

Strategic Action

Big Data

Big data analytics

Statiscal analytics

Voice analytics

Text analytics

Predictive analytics

Data mining

Characteristics

Veracity

Velocity

Variety

Volume

Culture

Cultural Web

Paradigm

Myths and stories

Rituals and routines

Control systems

Organisational structure

Enabling Structures

Hollow

Boundaryless

Horizontal Boundary

Vertical Boundary

External Boundary

Mitzberg's Organization Structures

Types

Machine

Professional

Entrepreneurial

Coordination methods

Standardization of Norms

Standardization of Skills

Standardization of Outputs

Standardization of Work Processes

Direct Supervision

Mutual Adjustment

Generic Structures

Matrix

Product or Business Line

Business Unit

Georgraphical

Functional

Power relations

Symbols and titles

Models

Athena (Task)

Apollo (Role/Bureaucracy)

Zeus (Power)

Change Management

Balogun and Hope Hailey's Change Model

Change Design

Levers

Roles

Target

Style

Methods to deal

Explicit & Implicit Coercion

Negotiation & Agreement

Manipulation & Co-optation

Facilitation & Support

Participation & Involvement

Education & Communication

Resistance

Different assessment of the situation

Low Tolerance to change

Misunderstanding

Parochial Self Interest

Starting Point

Bottom-up

Top-Down

Path (Scope/Nature)

Reconstruction (Big Bang, Realignment)

Revolution (Big Bang, Transformation)

Adaption (Incremental, Realignment)

Evolution (Incremental,Transformation)

Change Context

Readiness

Capacity

Capability

Diversity

Preservation

Scope

Time

Power

Strategic Choice/Option

Growth/Direction Methods (GDM)

Alternative Growth Methods

Joint Development

Ownership based

Joint venture

Contractual

Licensing

Franchise

Loose Network

Service network

One stop shop

Acquisition

Organic

Ansoff Growth Matrix (Product/Market)

NP-NM "Diversification"

NP-EM "Product Development"

EP-NM "Market Development"

EP-EM "Market Penetration (Protect/Build)"

Business Level Strategy (BLS)

Collaboration/Strategic Alliance

Competitive Advantages

Bowman's Strategic Clock (Price/Value)

Porter's Generic Strategy

Focused differentiation

Broad differentiation

Focused low cost leadership

Broad low cost leadership

Corporate Level Strategy (CLS)

Public Sector Matrix (Ability/Needs)

AL-NL "Back Drawer Issue"

AH-NL "Golden Fleece"

AL-NH "Political Hot Box"

AH-NH "Public Sector Stars"

Corporate Parenting

Portfolio Display/Ashridge Matrix (Benefit/Feel)

BL-FL "Allien Business Unit"

BH-FL "Value Trap Business Unit"

BL-FH "Ballast Business Unit"

BH-FH "Heartland Business Unit"

Rationale

Parental Developer Rationale

Synergy Manager Rationale

Portfolio Manager Rationale

Corporate parents

Destruction value

Adding value

Portfolio Analysis

Directional Matrix (Competitive Position/Industry Attractiveness)

Boston Consulting Group (BCG)

MSL-MGL "Dog"

MSH-MGL "Cash Cow"

MSH-MGH "Star"

MSL-MGH "Question Mark"

International/Global

Benefits

Ohmae's 5Cs'

Global Company

Country

Currency

Competition

Company

Customers

How?

Perlmutter

Regiocentric/Geocentric

Polycentric

Ethnocentric

Product-Market Diversity

Unrelated Diversification

Related Diversification

Horizontal Integration Diversification

Vertical Integration Diversification