EXPLORING STRATEGY

STRATEGIC POSITION STRATEGIC CHOICES STRATEGY IN ACTION

1. MACRO-ENVIRONMENT 1. BUSINESS STRATEGY AND MODELS 1. EVALUATING STRATEGY
 Multi level environment (political, eco,  CH7 – key frameworks:  introduces a range of financial and non-financial techniques for
social, tech, eco, legal)  Classic generic strategies framework appraising performance and evaluating strategic options.
 CH2 - PESTLE =opportunities and threats  The strategy clock;  CH12 - key frameworks:
by forecasting approaches and scenarios  Key business model components framework  The SAFE framework
to assess key drivers of change  Common business models  Gap analysis / decision trees / ROCE / DFC / Sensitivity
2. INDUSTRY AND SECTOR  Key dilemmas for business-level strategy analysis / Cost-benefit assessment / shareholder value
 level of analysis, competitors, suppliers 2. CORPORATE STRATEGY AND DIVERSIFICATION analysis / Real options
and customers  concerned with internal relationships, between business units and with the 2. STRATEGY DEVELOPMENT PROCESSES
 CH3 - Porter’s five forces (P5F) = Industry corporate head office  Addresses the question of whether to plan strategy in detail or
life cycle, strategic groups, strategy canvas  tools for assessing diversification strategies and the appropriate leave plenty of opportunities for emergence
– reviewed to focus on priority issues relationships  CH13 - key frameworks:
3. RESOURCES AND CAPABILITIES  CH8 - key frameworks:  Strategic direction model
 Co capabilities sufficient to challenge its  Ansoff’s Product/market growth matrix (growth vector matrix)  Strategy development in different context framework
environ/m and demands  Corporate strategy directions framework 3. ORGANISING AND STRATEGY
 CH4 – VIRO,  The BCG model  Introduces a range of structures and systems and provides
 Porter Value chain,  Directional policy framework frameworks for deciding between them.
 activity system and  Parenting matrix  CH14 - key frameworks:
 SWOT 3. INTERNATIONAL STRATEGY  The models of functional, multidivisional
4. STAKEHOLDERS AND GOVERNANCE  how to prioritise various international options  Matrix and multi-national structures
 Stakeholders wishes would define the  CH9 - key frameworks:  A strategy style matrix
purpose  Strategy map
 Internationalisation drivers framework
 CH5 –  McKinsey 7-S
 Porter’s diamond
 Corporate Gov NB to sticking with 4. LEADERSHIP AND STRATEGIC CHANGE
 A global integration and local responsiveness matrix
purpose and techniques  examines options for managing change, and considers how to
 The CAGE framework
 Mendelow’s Shareholder mapping choose between them.
 International cross-comparison cultural model
5. HISTORY AND CULTURE  CH15 - key frameworks:
 International competitor relation framework
 CH6 - Culture influences  The Kaleidoscope framework
 Subsidiary role in multinational firm matrix
4. ENTREPRENEURSHIP AND INNOVATION  Examine options for managing change with style of
 key choices about innovation and entrepreneurship leadership matrix
 CH10- key frameworks:  Forcefield analysis model
 Entrepreneurial opportunity recognition model  Kotter’s Eight Steps of change model / Change LEVER
 Steps to the Entrepreneurial process framework 5. PRACTICE OF STRATEGY
 Evaluating Entrepreneurial growth stages and innovation dilemmas  guidance on which people to include in the process
model  CH12 - key frameworks:
 The diffusion S-Curve  The “who to include in the Strategy Making?” matrix
 Disruptive innovation model  what activities practitioners should do; such as formal
channels for issue-selling model
 EXPLORING STRATEGY
 Portfolio of innovation option framework  and which methodologies can help them do it, such as
5. MERGERS, ACQUISITIONS AND ALLIANCES. hypothesis testing approach.
 key choices about methods for pursuing their strategies.
 CH11- key frameworks:
 M&A process model
 Post acquisition matrix
 Strategy alliances motive figure
 Alliance evolution model
 Buy, ally or DIY decision tree

Kurt Lewin