Development Frameworks

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Development Frameworks by Mind Map: Development Frameworks

1. Evaluatiing Business Units

1.1. GE Grid

1.1.1. Dimensions Market Attractiveness Competitive Position Business Strength Market Size Market Share

2. Industry Evaluation

2.1. Five Forces

2.1.1. Factors The risk of new entrants Degree of rivalry among established companies Bargaining power of buyers Bargaining power of suppliers Substitute products Stakeholder forces (optional)

3. Strategic Alignment

3.1. Strategic Statements

3.1.1. Mission Purpose Stakeholder Promises Public Image Standards and Behaviour Values and Beliefs Strategic Distinctiveness

3.1.2. Vision BHAGs Core Values BHAG Goals

3.1.3. Values

3.1.4. Five Whys Why do we exist? How do we create and capture value? Who are we? What must we do? What is our message?

4. Achieving Growth

4.1. Ansoff Matrix

4.1.1. Dimensions Market Existing New Product/Brand/Service Existing New Growth Options Organic Growth Acquisition Technological Growth New Technology

4.1.2. Strategies Market Penetration Product Development Market development diversification

4.2. McKinsey Growth Pyramid

4.2.1. Generic Growth Strategies New Competitive Arenas New Industry Structure New Geographic Areas New Delivery Systems New Products and Services Existing Products to New Customers Existing Products to Existing Customers

4.2.2. Options for Growth Acquisitions Joint Ventures Minority Stakes Alliances Marketing Partnerships Organic Investment

4.2.3. Basis for choice Operaional skills Priveliged assets Growth skills Special relationships

4.3. Growth Vector Analysis

4.3.1. Market Options

4.3.2. Product Alternatives

4.4. Blue Sky Thinking

5. Strategic Learning

5.1. TAIDA

5.1.1. Tracking

5.1.2. Analysing

5.1.3. Imaging

5.1.4. Deciding

5.1.5. Acting

5.2. Action Learning

5.3. Competing on Analytics

5.4. Fifth Discipline

6. Strategy Translation

6.1. RACI Matrix

6.2. Balanced Scorecard

6.2.1. Dimensions Financial Growth Productivity Customer Value Proposition Market Choice Internal Process Operations Management Customer Management Innovation Processes Societal Processes Learning and Growth Human Capital Information Capital Organisational Capital Public Sector NFP Learning and Growth Internal Perspective Fiduciary Perspective Customer Perspective

6.2.2. Indicators Leading Lagging

6.3. Performance Prism

7. Evaluating the Organisation

7.1. McKinsey Seven S

7.1.1. Hard Ss Strategy Plans Goals Environment Competition Customers Questions Structure Organisational Relationships Power and Control Questions Systems Procedures Processes Questions

7.1.2. Soft Ss Shared Values Beliefs Objectives Questions Style Behaviours Questions Staff Functionality Education Background Questions Skills Core Competencies Questions

7.2. Value Chain

7.2.1. Primary Activities Inbound Logistics Operations Outbound Logistics Marketing and Sales Service

7.2.2. Support Activities Firm Infrastructure HRM Technical Development Procurement

7.3. SWOT

7.3.1. Strengths

7.3.2. Weaknesses

7.3.3. Opportunities

7.3.4. Threats

8. Developing Strategies

8.1. Hedgehog Concept

8.1.1. What are you deeply passionate about?

8.1.2. What can you be best in the world at?

8.1.3. What drives your economic engine?

8.2. Integrated Choices

8.2.1. Strategic Frame Tools External Analysis Internal Analysis Mission/Vision/Values Goals and Objectives Quantitative Qualitative Organisational Alignment People Process Activities Structure Rewards Policies Firm Performance Market Financial Other

8.2.2. Elements of Strategy Arenas Where will we be active and with how much emphasis Product Categories Market Segments Geographies Core Technologies Value Creation Vehicles How will we get there? Internal Development Joint Ventures Licensing/Franchising Acquisitions Differentiators How will we win? Image Styling Customisation Price Staging What will be our speed and sequence of moves Speed of expansion Sequence of initiatives Economic Logic How will we obtain our returns? Lowest costs Premium prices

8.3. WUS

8.3.1. Want

8.3.2. Use

8.3.3. Should

9. Choosing Strategies

9.1. Blue Ocean Strategy

9.1.1. Breakthrough Strategy Canvas

9.1.2. New Value Curve Reduce Create Raise Eliminate

9.2. Competitive Strategy

9.3. Resource Based Strategy

9.4. Competitive Strategy

9.4.1. Customer Value Proposition Choices Product Leadership Operational Excellence Customer Intimacy Hierarchy of Needs Product Basic Service Underlying Problems Success

9.4.2. Strategic Positioning Variety Based Needs Based Access Based

9.4.3. Porter's Competitive Advantage Unique activities Activities with Fit Making clear trade-offs and choices Generic Strategies Focus Differentiation Cost Leadership

9.5. What Really Works

9.5.1. Four Strategy Culture Execution Structure

9.5.2. Plus Two Talent Leadership Innovation Mergers and Partnerships

9.6. Resource-Based Strategy

9.7. Disruptive Strategy

9.8. Emergent Strategy