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Strategy by Mind Map: Strategy

1. Mind Map

2. Impact Wheel

3. Why Diagram

4. Influence Diagram

5. Describing Strategy Framework

5.1. Clear set of long term goals

5.2. scope of business

5.3. competitive advantage

5.4. strategic logic

6. ...the determination of the basic long term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals…

7. ...a unified, comprehensive, and integrated plan designed to ensure that the basic objectives of the enterprise are achieved…

8. Macro and Micro Environment Analysis

8.1. The PESTLE framework is designed to identify macro-level influences on a firm or industry,

8.1.1. relative strengths of these drivers

8.1.2. anticipate the changes in these drivers over time

8.1.3. (political, economic, social, technological, legal, environmental)

8.1.4. 1. List external PESTLE factors for the organisation.

8.1.5. 2. Identify the implications of each PESTLE factor for the organisation.

8.1.6. 3. Decide the importance of the implications of the external factors – rank or rate them. Normally this involves assessing their impact over time, impact by type (positive or negative affects) and impact by dynamics (that is, is the significance/importance of the implication increasing, decreasing or remaining unchanged).

8.1.7. 4. Rate the importance of the implication to the organisation. This may be further refined by ranking the likelihood of it happening.

8.1.8. 5. Scenario building: to develop scenarios of different alternative futures for the organisation.

8.1.9. can identify changes that may affect the relative strengths of the forces acting on an industry, and may complement or inform a Five Forces analysis.

8.2. SWOT focuses on the external and internal environment of the particular organisation.

8.2.1. SW Management and Organisation Operations Finance Other factors important to Organisation

8.2.2. OT Governmental Change Economic Changes Market Change Competitive Change Societal Changes Supplier Change

8.3. Deep Structure - Elements would be exchange rates, government regulations, tariffs, interest rates, social changes, and tax rates. The

9. Industrial Analysis - Services

9.1. Characteristics

9.1.1. Intangibility branding, establilshing customer trust

9.1.2. Heterogeneous control of offering at transaction point

9.1.3. Simultaneous production and consumprion buy a service brand

9.1.4. Perishable reusable, tradeable, optimal capacity utilisation

9.2. Value Chain

9.2.1. Product design

9.2.2. marketing

9.2.3. distribution

9.2.4. service provision

9.2.5. service monitoring and enhancement feedback to product design

9.3. Scale and Scope economics in services

9.3.1. Scale Geographic network physical building or equipment pucrahsing / supply marketing logistics and ditribution technology / ICT operationsl support

9.3.2. scope ICT and shared information networks shared knowledge and know-how effects product or process innovation shared R&D Shared channels for multiple offerings Shared investment and costs Reproduction formula for service system Range of services and service development Brancding Training Goodwill and corporate identity Culture Privileged access to paretn services

10. Resources

10.1. Resources for sustained competitive advanage

10.1.1. valuable

10.1.2. rare

10.1.3. imperfectly imitable

10.1.4. non-substitutable

10.2. Resources

10.2.1. Brand name

10.2.2. inhouse knowledge of technology

10.2.3. employment of skilled personnel

10.2.4. trade contracts

10.2.5. machinery

10.2.6. efficient procedures

10.2.7. captital

10.3. core competence

10.3.1. provide access to wide variety of markets

10.3.2. significant contribution to customers' perceived benefit from final product

10.3.3. difficult to imitate

10.4. Capability to deploy resources

10.5. Dynamic Capabilities - match and even create market change

10.6. Knowledge leading to competitive advatnage

10.6.1. tacit , knowledge can be codified

10.6.2. context specificity , knowledge is dependent on local environment

10.6.3. dispersion - knowledge spread around the organisation or confiedm to few people

11. Strategic Matrix - Weihrich

11.1. SO

11.2. ST

11.3. WO

11.4. WT