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Strategy by Mind Map: Strategy

1. ...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…

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

3. Mind Map

4. Impact Wheel

5. Why Diagram

6. Influence Diagram

7. Macro and Micro Environment Analysis

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

7.1.1. relative strengths of these drivers

7.1.2. anticipate the changes in these drivers over time

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

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

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

7.1.6. 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).

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

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

7.1.9. 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.

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

7.2.1. SW

7.2.1.1. Management and Organisation

7.2.1.2. Operations

7.2.1.3. Finance

7.2.1.4. Other factors important to Organisation

7.2.2. OT

7.2.2.1. Governmental Change

7.2.2.2. Economic Changes

7.2.2.3. Market Change

7.2.2.4. Competitive Change

7.2.2.5. Societal Changes

7.2.2.6. Supplier Change

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

8. Industrial Analysis - Services

8.1. Characteristics

8.1.1. Intangibility

8.1.1.1. branding, establilshing customer trust

8.1.2. Heterogeneous

8.1.2.1. control of offering at transaction point

8.1.3. Simultaneous production and consumprion

8.1.3.1. buy a service brand

8.1.4. Perishable

8.1.4.1. reusable, tradeable, optimal capacity utilisation

8.2. Value Chain

8.2.1. Product design

8.2.2. marketing

8.2.3. distribution

8.2.4. service provision

8.2.5. service monitoring and enhancement

8.2.5.1. feedback to product design

8.3. Scale and Scope economics in services

8.3.1. Scale

8.3.1.1. Geographic network

8.3.1.2. physical building or equipment

8.3.1.3. pucrahsing / supply

8.3.1.4. marketing

8.3.1.5. logistics and ditribution

8.3.1.6. technology / ICT

8.3.1.7. operationsl support

8.3.2. scope

8.3.2.1. ICT and shared information networks

8.3.2.2. shared knowledge and know-how effects

8.3.2.3. product or process innovation

8.3.2.4. shared R&D

8.3.2.5. Shared channels for multiple offerings

8.3.2.6. Shared investment and costs

8.3.2.7. Reproduction formula for service system

8.3.2.8. Range of services and service development

8.3.2.9. Brancding

8.3.2.10. Training

8.3.2.11. Goodwill and corporate identity

8.3.2.12. Culture

8.3.2.13. Privileged access to paretn services

9. Resources

9.1. Resources for sustained competitive advanage

9.1.1. valuable

9.1.2. rare

9.1.3. imperfectly imitable

9.1.4. non-substitutable

9.2. Resources

9.2.1. Brand name

9.2.2. inhouse knowledge of technology

9.2.3. employment of skilled personnel

9.2.4. trade contracts

9.2.5. machinery

9.2.6. efficient procedures

9.2.7. captital

9.3. core competence

9.3.1. provide access to wide variety of markets

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

9.3.3. difficult to imitate

9.4. Capability to deploy resources

9.5. Dynamic Capabilities - match and even create market change

9.6. Knowledge leading to competitive advatnage

9.6.1. tacit , knowledge can be codified

9.6.2. context specificity , knowledge is dependent on local environment

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

10. Strategic Matrix - Weihrich

10.1. SO

10.2. ST

10.3. WO

10.4. WT

11. Describing Strategy Framework

11.1. Clear set of long term goals

11.2. scope of business

11.3. competitive advantage

11.4. strategic logic