PAPER P3
KEY MODELS AND PRINCIPLES
Area Model Author Main Points
WHAT IS STRATEGY?
1 Meaning of strategy Mintzberg's Meanings Henry Mintzberg A ploy, position, pattern & perspective
2 Strategy Strategic Lenses Johnson, Scholes & Wittington Strategy as Design, Experience & Ideas
POSITION ANALYSIS
3 Stakeholders Mapping Mendelow's Matrix Interest (high, low) and Power (high, low)
4 Company's Approach to Ethics Ethical Stances Johnson, Scholes & Wittington
Short-term Shrholder Int (STSI), Long-term Shrholder Int (LTSI), Multiple Stakeholder Obligation (MSO) & Shaper of
Society
5 Environmental Analysis PESTL Political, Economic, Social, Technological & Legal
6 Porter's Diamond Porter's Diamond Michael Porter Demand Conditions, Factor Conditions, Strategy, Structure & Rivalry, Supporting & Related Industries
7 Competitive Environment Porter's Five Forces Michael Porter Potential Entrants, Threat of Customer, Supplier, Existing Rivalry, Threat of Substitutes
8 How Do We Have Competitive Porter's Value Chain Michael Porter Primary (Ibound, Operations, Outbound, S&M, Srvice) & Secndary (Firm Infrastruture, Tech. Devntt, HR mgmt.,
Advantages Procurement)
9 Strenghts / Weaknesses The Resource Audit Management, Money, Manpower, Manufacturing, Marketing, Materials, Makeup (brand & HR)
10 Positional Analysis SWOT Strengths, Weaknesses, Opportunities & Threats
CHOOSING / IMPLEMENTING A STRATEGY
11 The Product Life Cycle The Product Life Cycle Introduction, Growth, Maturity & Decline
12 Strategies Available Porter's Generic Strategies Michael Porter Cost Leader, Focus, Differentiation
13 Using Generic Strategies The Strategic Clock Percieved Benefits (H,L) and Price(H,L) : No Frills, Low Price, Hybrid, Differentiation, Focused Differentiation,
Strategies That Will Fail
14 Strategic Options Ansoff's Matrix Product (New, Old), Market (New, Old)
15 Appraising Companies Kaplan's Balanced Scorecard Fianancial , Customer, Internal & Innovation & Learning perspective
16 Appraising Current Status Benchmarking Internal, External, Best Practice, Comparability Benchmarking
17 Evaluate A Strategy / Choice JSW Model Suitability, Acceptance, Feasibility
18 Checklist to be considered when McKinsey 7S Model Hard (Strategy, Structure, Systems), Soft (Skills, Staff, Style) and Shared Values
putting strategy into effect
PORTFOLIO MANAGEMENT
19 Styles of Managing Business Units Goold and Campbell Financial Control, Strategic Control & Strategic Planning
20 Roles that a corporate parent might Johnson, Scholes & Wittington Portfolio Managers, Synergy Managers, Parental Developers
play
21 Parental Development Ashridge's Portfolio Matrix Campbell, Goold & Alexander Ability to help (H,L) & Opportunity to help (H, L) : Ballast, Heartland, Alien Business, Value Trap Business
22 Portfolio Analysis Boston Consultancy Group Matrix Boston Consultancy Group Market Growth (H,L), Market Share (H,L)
CULTURE / ORGANISATION STRUCTURE
23 Analysing a company's culture The Cultural Web Symbols & Titles, Power Structure, Organization Structure, Control Systems, Rituals & Routines, Myths & Stories
24 Culture Classification Culture Classification Charles Handy Power Culture, Role Culture, Task Culture, Person Culture
25 Organization Structure Mintzberg's Structural Config.ns Henry Mintzberg Strategic Apex, Middle Line, Operating Core, Support Staff, Techno-structure forming Simple, Machine
Bureaucracy, Prof Bur., Divisionalized, Adhocracy, Missionary
MARKETING
26 Product Positioning McCarthy's marketing mix Product, Price, Promotion, Place, People, Process, Physical Evidence
CHANGE MANAGEMENT
27 Which Process to Change? Harmon's Process - Strategy Matrix Paul Harmon Complexity (H,L) & Strategic Importance (H,L)
28 Step By Step process of Change Harmon's Methodology Paul Harmon Plan, Analysis, Redesign, Development & Transition
29 Range of Process Redesign Patterns Reengineering, Value Added Analysis, Simplification, Gaps & Disconnects
30 Contextual Features of Change B&HH Kaleidoscope Balogun & Hope Hailey Scope, Time, Diversity, Preservation, Capacity, Capability, Readiness, Power
31 Design Choices of Change B&HH Kaleidoscope Balogun & Hope Hailey Change Path, Start Point, Style, Interventions, Roles
32 Managing Changes Lewin's Force Field Analysis Lewin Forces for Change / Forces Resisting Change
33 Implementing Changes Lewin - 3 Step Lewin Unfreeze, Apply Changes, Freeze
34 Strategic Change Extent of Change (Transformation, Realignment) & Speed of Change (Incremental, Big Bang) : Evolution, Revolution,
Adaptation, Reconstruction
35 Reasons for reisting change Reasons for resisitng changes Kottr & Schlesinger Parochial Self-Interest, Misunderstanding, Low tolerance to change, Different assessment of situations
36 Apporaches to Deal with resitance Leadership Styles Kotter & Schlesinger Participation, Education & Communication, Power / Coercion, Facilitation & Support, Manipulation & Co-optation,
Negotiation
IT / E-business
37 The Criticality of IT McFarlan's Grid Strategic Impact of Current Systems (H,L) & Strategic Impact of future systems (H,L) : Support, Turnaround, Factory
& Strategic
38 Advantages of E-business The 6I's of e-business Intelligence, Individualization, Interactivity, Integration, Independence, Industry
39 Sofware Development / Testing The V Model Development (Req. specification, functinl spec., Sys design, Unit Design, Coding) & Testing (Coding, Unit,
Integration, System & Acceptance Testing)
QUALITY
40 Quality Standard ISO 9000 International Standards Org. Focus on the quality processes and systems to deliver quality.
41 Quality Management Total Quality Management (TQM) A philosophy or idea that improvement is always possible.
42 Pathway Towards Quality Mgmt. Capability Maturity Mdl. Integrtn. Performed, Managed, Defined, Quantitaviely Managed, Optimising Process
43 Quality (a process) Six Sigma Motorolla (1981) Error less than 3.4 in a million
44 Qulaity Improvement Six Sigma Motorolla (1981) Define, Measure, Analyse, Implement, Control
45 Six Sigma Team Roles Six Sigma Motorolla (1981) Black Belts, Green Belts, Master Black Belts, Six Sigma Champion, Implementation Leader
HR MANAGEMENT / LEADERSHIP
46 Leadership Styles Likert's Leadership Styles Likert Exploitative Autocratic, Benevolent Authoritative, Participative, Democratic
47 Apporaches to Job Design Scientific Mgmt, Job Enrichment, Japanese Mgmt, BPR