INTRODUCTION Business Analysis

BH 3102

DR. SWATI JAIN

SYLLABUS
Strategic position, The need for, and purpose of, strategic and business analysis, Environmental issues
affecting the strategic position of, and future outlook for, An organization, Competitive forces affecting an
organization, Marketing and the value of goods and services, The internal resources, capabilities and
competences of an organization, The expectations of stakeholders and the influence of ethics and culture,
Strategic choices, The influence of corporate strategy on an organization, Alternative approaches to
achieving competitive advantage, Alternative directions and methods of development, Strategic action,
Organising and enabling success, Managing strategic change, Understanding strategy development
Business and process change, Business change, The role of process and process change initiatives,
Improving the processes of the organization, Software solutions, Information technology, Principles of
information technology, Principles of e-business, E-business application: upstream supply chain
management, E-business application: downstream supply chain management, E-business application:
customer relationship management, Project management, The nature of projects, Building a business
case, Managing and leading projects, Planning, monitoring and controlling projects, Concluding a project,
Financial Analysis, The link between strategy and finance, Finance decisions to formulate and support
business strategy, The role of cost and management accounting in strategic planning and implementation,
Financial implications of making strategic choices and of implementing strategic actions, People,
Strategy and people: leadership, Strategy and people: job design, Strategy and people: staff development

Dr. Swati Jain

SYLLABUS
A. Strategic position
1. The need for, and purpose of, strategic and business analysis
2. Environmental issues affecting the strategic position of, and future outlook for, an
organisation
3. Competitive forces affecting an organisation
4. Marketing and the value of goods and services
5. The internal resources, capabilities and competences of an organisation
6. The expectations of stakeholders and the influence of ethics and culture

Dr. Swati Jain

SYLLABUS
B. Strategic choices
1. The influence of corporate strategy on an organisation
2. Alternative approaches to achieving competitive advantage
3. Alternative directions and methods of development

C. Strategic action
1. Organising and enabling success
2. Managing strategic change
3. Understanding strategy development

Dr. Swati Jain

SYLLABUS
D. Business and process change
1. Business change
2. The role of process and process change initiatives
3. Improving the processes of the organisation
4. Software solutions

Dr. Swati Jain

SYLLABUS
E. Information technology
1. Principles of information technology
2. Principles of e-business
3. E-business application: upstream supply chain management
4. E-business application: downstream supply chain management
5. E-business application: customer relationship management

Dr. Swati Jain

SYLLABUS
F. Project management
1. The nature of projects
2. Building a business case
3. Managing and leading projects
4. Planning, monitoring and controlling projects
5. Concluding a project

Dr. Swati Jain

SYLLABUS
G. Financial Analysis
1. The link between strategy and finance
2. Finance decisions to formulate and support business strategy
3. The role of cost and management accounting in strategic planning and
implementation
4. Financial implications of making strategic choices and of implementing strategic
actions

Dr. Swati Jain

SYLLABUS
H. People
1. Strategy and people: leadership
2. Strategy and people: job design
3. Strategy and people: staff development

Dr. Swati Jain

RELATIONAL DIAGRAM OF MAIN CAPABILITIES

Dr. Swati Jain

LEVELS OF STRATEGY IN AN ORGANISATION

Corporate
Business
Functional
Dr. Swati Jain
ELEMENTS OF STRATEGIC MANAGEMENT
JS&W suggest a three part structure for thinking about strategy

Strategic Strategic Strategy

Position Choices into action

Dr. Swati Jain

Dr. Swati Jain
 Product/business
portfolio

Corporate Unit Scope The spreads of

Level market

Strategic Choices How to achieve Rel. b/w business

competitive units and
advantage corporate centre
Business Unit
Level
Understanding
the customers
and market

Dr. Swati Jain

STRATEGY INTO ACTION (IMPLEMENTATION)

Strategies must
be made to Structuring Enabling Change
work in
practice

Dr. Swati Jain

JS&W’S MODEL FOR THINKING ABOUT STRATEGY IS A
RATIONAL MODEL OF STRATEGIC PLANNING PROCESS
Action

Position audit Strategic control

Mission & Corporate Strategic Implementing

Strategic Choice
Objectives Appraisal Options Strategy

Environmental
analysis

Position Choice
Dr. Swati Jain
JS&W REPRESENT THESE INTERDEPENDENCIES AS
A VENN DIAGRAM Environment
Culture
Capability
Purpose

Strategic position/
analysis

Business Level Organisation structure

Corporate Level Processes
Strategy into
International Strategic choice action Resourcing
Evaluation (implementation) Strategy development
Strategic change

Dr. Swati Jain

Dr. Swati Jain
Dr. Swati Jain
Dr. Swati Jain