1- Mission, vision and business model of the hotel

2- Define long-term orientations that will guide operational management

3- Diagnostic tools
4- Key questions to define the strategic trajectory of the organization:
 What segments and activities?
 What value creation?
 What competitive advantage(s)?
 What strategies to develop the organization?
5- A cross-disciplinary perspective: A cross-disciplinary perspective in consulting means using
knowledge from different areas to solve complex problems. For instance, a consultant might use
psychology, economics, and marketing to develop a strategy for a client. By doing so, they can
bring new ideas and perspectives to the client and create innovative solutions. This approach
can be especially useful when dealing with complicated issues that require a deep
understanding of multiple fields.

6- Triple Bottom Line Strategy

7- Conduct a strategic analysis – SWOT

8- Company strategic planning

a. Create an opportunity for strategic conversations
b. Flexible and agile plans

9- External Analysis: To define main opportunities and threats

 PESTEL analysis
 Drivers of Globalization
 Scenario planning
  Porter’s 5 forces framework

Here you can see google pestel analysis: https://www.edrawmind.com/templates/pestle-analysis-

template.html

10-
Globalization
 11- Scenario Planning 2

4 steps:

 Identify key variables

 Select scenario variables and identify key possibilities
 Create scenarios combining different variable occurrences into possible futures
 Assess strategic consequences of each scenario

Possible strategic responses:

 Bet on the most likely

 Bet on the most profitable
 Limit risks
 Stay flexible–includes real options
 Influence the scenario variables

12- Porter’s 5+1 forces

Analyze the structural sources of competition

Key questions:

 What are the most threatening forces?

 Are there some opportunities to exploit?
 How will the five forces evolve in the future?
 How can we try and influence the impact of the forces?

THE THREAT OF ENTRY

 Economies of scale
 Capital requirement
 Experience
 Differentiation
 Transfer costs
 Access to distribution channels
 Expected retaliation
 Legislation/government action
Barriers to exit:

 Specialized assets
 Exiting costs
 Regulation

THE THREAT OF SUBSTITUTES

 Product-for-product substitution / substitution of need

 Generic substitution depending on income
 The Substitution Threat (ST): S T = Quality of the substitution/ Cost of the substitution
 Innovation in the substitution segments/industries has to be monitored

POWER OF BUYERS AND SUPPLIERS

 Relative concentration
 Differentiation
 Potential substitution products
 % of the product’s sector in the cost of the buyer’s sector
 % of the buyer’s sector in the revenue of the supplier’s sector
 Switching costs
 Risk of integration
 Economic situation of the buyer’s sector

COMPETITIVE RIVALRY

 Concentration and diversity

 Differentiation
 Growth rate
 Level of fixed costs
 Flexibility of production capacity
 Barriers to exit (cf. threat of entry)

Industry Types
Summary Diagram

13- Analyzing Competitors

14-STRATEGIC GROUPS: PHARMACEUTICAL INDUSTRY

WINE INDUSTRY STRATEGIC GROUPS

ACTIVITY MAPPING FOR EACH COMPETITOR

INDUSTRY LIFE CYCLE

14- SYNTHESIS -THE SWOT FRAMEWORK

15- DEFINING STRATEGIC CAPABILITY

 Strategic capability Capacity to do what is necessary to develop the organization and survive
using the resources and competences of the organization (Resources and competences - Value
chain and core processes)
COMPETITIVE PROFILE

 Dynamic capability Capacity to adapt the pool of resources and competences to maintain
strategic capability

16- VALUE CHAIN AND CORE PROCESSES

How each organizational activity contributes to value creation?

17- VALUE CREATION

KEY QUESTIONS:

 How do we create value based on resources and competencies?

 How do we get a competitive advantage?
 Is our advantage sustainable?
KEY QUESTIONS:

Strategy for the organization as a whole: what is the scope of activities?

 Not just one activity

What strategic segments?

How to balance the corporate portfolio?

How do we do it (modes of development)?

 The make, buy or collaborate decision(s)

WHAT STRATEGIC SEGMENTS DO WE COVER?

 Three main strategies Specialisation

 Diversification
 Refocussing
 Vertical integration

PARTNERSHIPS

 Organizing resource sharing between partners

 An alternative to traditional development where you don’t own the resources

Advantages of partnerships

 Reduces investments
 Maintains autonomy
 Less commitment means reversibility
Key industry characteristics

 Strong scale and learning effects

 Fast technological change
 High investment (including R&D)
 Costly market entry
 Global competition
RESOURCES, COMPETENCIESAND RISKS

- Key competencies

 Organizational culture and executive team

 Understanding multi-culturality
 Managing complexity

- Financial resources

- Key risks

 Political, legal and exchange rates

 Market and competitive risks
 Cultural (clients, human capital and partners)