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

r

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

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"

Swim lane diagram

Alternative/Unique & switching cost