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Strategy by Mind Map: Strategy
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...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…

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

Mind Map

Impact Wheel

Why Diagram

Influence Diagram

Macro and Micro Environment Analysis

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

relative strengths of these drivers

anticipate the changes in these drivers over time

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

1. List external PESTLE factors for the organisation.

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

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).

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

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

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.

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

SW, Management and Organisation, Operations, Finance, Other factors important to Organisation

OT, Governmental Change, Economic Changes, Market Change, Competitive Change, Societal Changes, Supplier Change

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

Industrial Analysis - Services


Intangibility, branding, establilshing customer trust

Heterogeneous, control of offering at transaction point

Simultaneous production and consumprion, buy a service brand

Perishable, reusable, tradeable, optimal capacity utilisation

Value Chain

Product design



service provision

service monitoring and enhancement, feedback to product design

Scale and Scope economics in services

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

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


Resources for sustained competitive advanage



imperfectly imitable



Brand name

inhouse knowledge of technology

employment of skilled personnel

trade contracts


efficient procedures


core competence

provide access to wide variety of markets

significant contribution to customers' perceived benefit from final product

difficult to imitate

Capability to deploy resources

Dynamic Capabilities - match and even create market change

Knowledge leading to competitive advatnage

tacit , knowledge can be codified

context specificity , knowledge is dependent on local environment

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

Strategic Matrix - Weihrich





Describing Strategy Framework

Clear set of long term goals

scope of business

competitive advantage

strategic logic