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PREMIUM POWERPOINT SLIDES
50 Strategy and
Management Models
50 Strategy &
Management Models
POWERPOINT TEMPLATE
Good managementis the art of making
problems so interesting and their
solutions so constructive that
everyone wants to get...
1. STRATEGIC DIALOGUE
50 STRATEGY & MANAGEMENT MODELS
Whataremyskills?
HowcanI
implementthem?
What
are
mypreferred
choices...
2. BLUE OCEAN METHOD
50 STRATEGY & MANAGEMENT MODELS
Costs
Customer
Benefit
VALUE
INNOVATION
ELIMINATION REDUCTION
INCREAS...
3. BCG MATRIX
50 STRATEGIE- & MANAGEMENT-MODELLE
Stars:
Potentially profitable products
with relatively high market
share ...
4. PORTER’S FIVE FORCES
50 STRATEGY & MANAGEMENT MODELS
Potentiallynew
competitors
threat through new
competitors
Potentia...
5. VALUE DISCIPLINES
50 STRATEGY & MANAGEMENT MODELS
Performance of
market leaders
Minimal performance
within industry
Str...
6. VALUE-BASED MANAGEMENT (VBM)
50 STRATEGY & MANAGEMENT MODELS
Main objective:
Increase
companyvalue
Determine
specific
o...
7. VALUE CHAIN MODEL
50 STRATEGY & MANAGEMENT MODELS
Inbound
Logistics Operations Outbound
Logistics
Marketing
and Sales S...
8. 4 P’S OF MARKETING (MARKETING-MIX)
50 STRATEGY & MANAGEMENT MODELS
PRODUCT
PRICE
PROMOTION
PLACE
9. BRANDING PENTAGRAM
50 STRATEGY & MANAGEMENT MODELS
1. Brandingprinciples
2. stabilityinbrand
leaders
3. Planningand
con...
10. CLIENT PYRAMID
50 STRATEGY & MANAGEMENT MODELS
Subsequent 80% of customers
Subsequent 15% of customers
Subsequent 4% o...
11. GROWTH MODEL
50 STRATEGY & MANAGEMENT MODELS
TIME
STAGE1:
Growth through
creativity
STAGE2:
Growth through
direction
S...
12. BUSINESS PROCESS REDESIGN (BPR)
50 STRATEGY & MANAGEMENT MODELS
Decide onscope and
objectives
Redesign process
structu...
13. MABA ANALYSIS
50 STRATEGY & MANAGEMENT MODELS
MarketAttractiveness(MA)
BusinessAttractiveness (BA)
High MA/low BA
Aver...
14. PURCHASING MODEL
50 STRATEGY & MANAGEMENT MODELS 1. Leverage Items:
Items very important to the company
that are in ab...
15. SIX SIGMA
50 STRATEGY & MANAGEMENT MODELS
-4 -3 -2 -1 0 -1 -2 -3 -4
68.26%
Number of standard deviations of average va...
16. EFQM MODEL
50 STRATEGY & MANAGEMENT MODELS
Strategy Customer
Results
Leadership People
Resources
PROCESSES
PRODUCTS
SE...
17. VALUE STREAM MAPPING
50 STRATEGY & MANAGEMENT MODELS
supplier
Storage Cut Weld Assemble Distribution
3 hours
1 hour
30...
18. EIGHT PHASES OF CHANGE
50 STRATEGY & MANAGEMENT MODELS
1 2 3 4 5 6 7 8
Createsense of
urgency
 Analyze market
 Analy...
19. SIX THINKING HATS
50 STRATEGY & MANAGEMENT MODELS
Hat/Hut Focus Typicalquestions
 Facts and information
 Missing inf...
20. PLAN-DO-CHECK-ACT (PDCA):
PROBLEM-SOLVING
4
3
1
2
Implement plannedtasks
Observe and measure
implementation
Plantasks ...
21. CULTURAL DIMENSIONS
50 STRATEGY & MANAGEMENT MODELS
Extent to which the
less influential
employees accept a
power dist...
22. BIG HAIRY AUDACIOUS GOAL (BHAG)
50 STRATEGY & MANAGEMENT MODELS
What do you passionately
pursue?
What drives your
econ...
23. BUSINESS SCOPE
50 STRATEGY & MANAGEMENT MODELS
What?
WHO?
Current scope of
business
CUSTOMER FUNCTION:
Determine custo...
24. ROADMAPPING
50 STRATEGY & MANAGEMENT MODELS
Market research Product assessment Technology
scan
NEW DEMAND FOR
(POTENTI...
25. ACTIVITY-BASED COSTING (ABC)
50 STRATEGY & MANAGEMENT MODELS
Department
Expenditures
Department
Activity Costs
Costs f...
26. CUSTOMER JOURNEY MAPPING (CJM)
50 STRATEGY & MANAGEMENT MODELS
1. Recognizea
need
2. Take notice
of a product
3. Orien...
27. NETWORK ANALYSIS
50 STRATEGY & MANAGEMENT MODELS
Assessnetworkdensity
High density and many
nodes are a good indicator...
28. 5C PRINCIPLES
50 STRATEGY & MANAGEMENT MODELS
Situation
COMPANY
Competitors
Context Collaborators
CustomerS
29. PESTEL ANALYSIS
50 STRATEGY & MANAGEMENT MODELS
Industry
competition
POLITICAL
ECONOMICENVIRONMENT
SOCIAL
TECHNOLOGY
L...
30. HIERARCHY OF NEEDS
50 STRATEGY & MANAGEMENT MODELS
Self-
Realization
Esteem
Affiliation
Security
Physiological Needs
C...
31. 3C STRATEGIC TRIANGLE
50 STRATEGY & MANAGEMENT MODELS
Competition
Corporation
Customer
 Segment by objectives
 Segme...
32. STRATEGY DEVELOPMENT MODEL
50 STRATEGY & MANAGEMENT MODELS
Establish a vision
Develop
preliminary
objectives
Develop a...
33. HOUSE OF PURCHASING AND SUPPLY
50 STRATEGY & MANAGEMENT MODELS
Procurement
and
purchasingstrategy
Organizational direc...
34. STRATEGIC BUSINESS
PLANNING METHODOLOGY
 Assess current state
 Identify competitive advantages
 Analyze trends and ...
35. BALDRIGE EXCELLENCE FRAMEWORK
50 STRATEGY & MANAGEMENT MODELS
STRATEGY
CUSTOMERS
Management
EMPLOYEES
BUSINESS
ACTIVIT...
36. APQC PROCESS CLASSIFICATION FRAMEWORK
50 STRATEGY & MANAGEMENT MODELS
Cultivate
vision and
strategy
Design and
expand ...
37. TOYOTA PRODUCTION
SYSTEM/LEAN MANAGEMENT
Best Quality Shortest Lead TimesLowest Costs
objectives:
Just inTime Jidoka
...
38. SIX STEPS OF KAIZEN
50 STRATEGY & MANAGEMENT MODELS
Define problemsand
objectives
Analyzefacts
Createpotential
solutio...
39. CAUSE-AND-EFFECT-DIAGRAM
50 STRATEGY & MANAGEMENT MODELS
Machine
Measurement
Method
Man
Materials
MotherNature
40. HARVARD MODEL OF STRATEGIC HUMAN
RESOURCE MANAGEMENT (HRM)
Stakeholders
Interest
 Management
 Shareholders
 Employe...
41. THEORIES E AND O OF CHANGE
50 STRATEGY & MANAGEMENT MODELS
Dimensions of Change Theory E Theory O Combination of E and...
42. 5 LEARNING DISCIPLINES
50 STRATEGY & MANAGEMENT MODELS
Self-
management and
personal
development
Team learning
Mental ...
43. RATER MODEL
50 STRATEGY & MANAGEMENT MODELS
Reliable and accurate
execution of services
Courteous, self-assured
manner...
44. NINE-FIELD MATRIX
50 STRATEGY & MANAGEMENT MODELS
Competitive Standing
MarketAttractiveness
16
21%
14 62%
8 41
%
20
32...
45. OPPORTUNITY/VULNERABILITY MATRIX
50 STRATEGY & MANAGEMENT MODELS
ReturnonCapitalEmployed=ROCE
4x 0,4x
Comparative Mark...
46. MARKET-DRIVEN ORGANIZATION
50 STRATEGY & MANAGEMENT MODELS
Market-driven
organization
capacity1 capacity2 capacity3 ca...
47. PROFIT FROM THE CORE
50 STRATEGY & MANAGEMENT MODELS
 Define boundaries
 Familiarize customer with core
differences
...
48. PRICE ELASTICITY OF DEMAND
50 STRATEGY & MANAGEMENT MODELS
ProductB: rigid
Little change in quantitative
demand as pri...
Howstrategically appropriate
are the company
resources/capabilities:
 Are they valuable?
 Are they rare?
 Are they inim...
50. AGGRESSIVE AND
PROACTIVE STRATEGIES Which of these strategies best
reflects the company?
Seeker:
 Most aggressive
 C...
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50 Strategy And Management Models PPT Slide Template

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This extensive PowerPoint set contains a selection of the top 50 strategy and management models. Executive managers and consultants can find a variety of ready-to-use charts and graphics to visualize management strategies, analysis methods and business ideas. Download the top 50 business models for marketing, strategy and management now.

http://www.presentationload.com/50-strategy-and-management-models-powerpoint-template.html

This set includes the following models:
- Strategic Dialogue
- Blue Ocean Method
- BCG Matrix
- Porter's Five Forces
- Value Disciplines
- Value-Based Management
- Value Chain Model
- 4 P's of Marketing (Marketing Mix)
- Branding Pentagram
- Client Pyramid
- Growth Model
- Business Process Redesign (BPR)
- MABA Analysis
- Purchasing Model
- Six Sigma
- EFQM Model
- Value Stream Mapping
- Eight Phases of Change
- Six Thinking Hats
- PDCA: Problem-Solving
- Cultural Dimensions
- Big Hairy Audacious Goal (BHAG)
- Business Scope
- Roadmapping
- Activity-Based Costing (ABC)
- Customer Journey Mapping (CJM)
- Network Analysis
- 5C Principles
- PESTEL Analysis
- Hierarchy of Needs
- 3C Strategic Triangle
- Strategy Development Model
- House of Purchasing and Supply
- Strategic Business Planning Methodology
- Baldridge Excellence Framework
- APQC Process Classification Framework
- Toyota Production System/Lean Management
- Six Steps of Kaizen
- Cause and Effect Diagram
- Harvard Model of Strategic Human Resource Management (HRM)
- Theories E and O of Change
- 5 Learning Disciplines
- RATER Model
- Nine-Field Matrix
- Opportunity/Vulnerability Matrix
- Market-Driven Organization
- Profit from the Core
- Price Elasticity of Demand
- VRIN Analysis
- Aggressive and Proactive Strategies

Publié dans : Business
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  • DOWNLOAD FULL BOOKS, INTO AVAILABLE FORMAT ......................................................................................................................... ......................................................................................................................... 1.DOWNLOAD FULL. PDF EBOOK here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. EPUB Ebook here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. doc Ebook here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. PDF EBOOK here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. EPUB Ebook here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. doc Ebook here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... ......................................................................................................................... ......................................................................................................................... .............. Browse by Genre Available eBooks ......................................................................................................................... Art, Biography, Business, Chick Lit, Children's, Christian, Classics, Comics, Contemporary, Cookbooks, Crime, Ebooks, Fantasy, Fiction, Graphic Novels, Historical Fiction, History, Horror, Humor And Comedy, Manga, Memoir, Music, Mystery, Non Fiction, Paranormal, Philosophy, Poetry, Psychology, Religion, Romance, Science, Science Fiction, Self Help, Suspense, Spirituality, Sports, Thriller, Travel, Young Adult,
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50 Strategy And Management Models PPT Slide Template

  1. 1. PREMIUM POWERPOINT SLIDES 50 Strategy and Management Models
  2. 2. 50 Strategy & Management Models POWERPOINT TEMPLATE
  3. 3. Good managementis the art of making problems so interesting and their solutions so constructive that everyone wants to get to work and deal withthem. Paul Hawken (Environmentalist)
  4. 4. 1. STRATEGIC DIALOGUE 50 STRATEGY & MANAGEMENT MODELS Whataremyskills? HowcanI implementthem? What are mypreferred choices? Whataremy choices? Inside-Out: Analysis Choices Implement Initiate Observe Outside-Out: Analysis Spotlight Select
  5. 5. 2. BLUE OCEAN METHOD 50 STRATEGY & MANAGEMENT MODELS Costs Customer Benefit VALUE INNOVATION ELIMINATION REDUCTION INCREASE CREATION Cost savings are achieved by reduction or elimination of competitive factors. The value for the buyer is enhanced by increasing or creating elements, which have not been offered on the market.
  6. 6. 3. BCG MATRIX 50 STRATEGIE- & MANAGEMENT-MODELLE Stars: Potentially profitable products with relatively high market share in a rapidly growing market. QuestionMark: Products with high market growth but low market share and uncertain growth rate. Dogs : Products that should be taken off market if not profitable. Cash Cows: Extremely profitable products with strong market growth and a high and stable market share. high RELATIVE MARKET SHARE Question Marks Poor Dogs Stars Cash Cows low high low MARKETGROWTHRATE Product LifeCycle DIVEST INVEST SLIM SKIM Size of bubble represents revenue
  7. 7. 4. PORTER’S FIVE FORCES 50 STRATEGY & MANAGEMENT MODELS Potentiallynew competitors threat through new competitors Potentialfurther stakeholder Potential bargaining power and the ability to intervene in the industry events Customer bargaining power of customers Substituteproducts threat through substitute products or services Suppliers bargaining strength of suppliers COMPETITORS / RIVALRY BETWEEN INDUSTRY SUPPLIERS
  8. 8. 5. VALUE DISCIPLINES 50 STRATEGY & MANAGEMENT MODELS Performance of market leaders Minimal performance within industry Strive for optimal operating costs Operational excellenceof businessprocesses Customer confidence Supply best products using latest technologies Product superiority Reliable customer service
  9. 9. 6. VALUE-BASED MANAGEMENT (VBM) 50 STRATEGY & MANAGEMENT MODELS Main objective: Increase companyvalue Determine specific organizational objectives Develop strategies andselect organizational structures Determinevalue drivers Developplanof action,select measuresand define objectives Assess performance
  10. 10. 7. VALUE CHAIN MODEL 50 STRATEGY & MANAGEMENT MODELS Inbound Logistics Operations Outbound Logistics Marketing and Sales Service FIRM INFRASTRUCTURE HUMAN RESOURCES TECHNOLOGY DEVELOPMENT PROCUREMENT SUPPORTACTIVITIESPRIMARYACTIVITIES Sourcing and Procurement Systems Customer Relationship Management Systems Industry Value Chain
  11. 11. 8. 4 P’S OF MARKETING (MARKETING-MIX) 50 STRATEGY & MANAGEMENT MODELS PRODUCT PRICE PROMOTION PLACE
  12. 12. 9. BRANDING PENTAGRAM 50 STRATEGY & MANAGEMENT MODELS 1. Brandingprinciples 2. stabilityinbrand leaders 3. Planningand controlcycle 4. Embeddingthe brand 5. Brandpositioning
  13. 13. 10. CLIENT PYRAMID 50 STRATEGY & MANAGEMENT MODELS Subsequent 80% of customers Subsequent 15% of customers Subsequent 4% of customers Top 1 % of customers New vs. Existing Top vs. Small) (measurement required) Active vs. Inactive (time period required) A (Top) B (Groß) C (Mittel) D (Klein) Inaktive Kunden Potentielle Kunden Mögliche Interessenten Download at www.PresentationLoad.com
  14. 14. 11. GROWTH MODEL 50 STRATEGY & MANAGEMENT MODELS TIME STAGE1: Growth through creativity STAGE2: Growth through direction STAGE3: Growth through delegation STAGE4: Growth through organization STAGE5: Growth through organization STAGE6: Growth through affiliation Leadership crisis Autonomy crisis Control crisis Bureaucracy crisis Growth crisis COMPANYSIZE
  15. 15. 12. BUSINESS PROCESS REDESIGN (BPR) 50 STRATEGY & MANAGEMENT MODELS Decide onscope and objectives Redesign process structure Establish management Realize and Integrate NECESSARY INDICATORS:  Conflicts  Meetings  Unstructured communication  Strategic dialogue KEY ELEMENTS:  Focus on output requirements  Critical success factors  Effectiveness KEY ELEMENTS:  Outline management tools  Assess performance  Support learning process and compensation KEY ELEMENTS:  Establish management  Supervise change management
  16. 16. 13. MABA ANALYSIS 50 STRATEGY & MANAGEMENT MODELS MarketAttractiveness(MA) BusinessAttractiveness (BA) High MA/low BA Average Least attractive High BA/low MA Large market (not yet an attractive opportunity) Mid-sized, attractive market in which 35% market shares belong to company Relatively small market but an attractive opportunity Most attractive
  17. 17. 14. PURCHASING MODEL 50 STRATEGY & MANAGEMENT MODELS 1. Leverage Items: Items very important to the company that are in abundant supply (e.g. electric motors, heating oil, electronic data). 2. Strategic Items: High-value materials with large financial impact but in low supply (e.g. raw materials). 3. Non-critical Items: Items that have a functional role, are in abundant supply but have a low financial impact (e.g. commodities such as steel, coal or office supplies). 4. Bottleneck Items: Items that have little financial impact but due to deficiencies in production, are in low supply (e.g. electric parts or outside services). Leverage Items STRATEGIC ITEMS BOTTLENECK ITEMSNon-critical Items SUPPLY RISK FINANCIALREPERCUSSION lowhigh highlow
  18. 18. 15. SIX SIGMA 50 STRATEGY & MANAGEMENT MODELS -4 -3 -2 -1 0 -1 -2 -3 -4 68.26% Number of standard deviations of average value 95.4% 99.74% 34.13% 34.13% 13.57% 13.57% 2.16% 2.16% 0.13% 0.13% ReversalPoint Normal distribution as continuous random variable, whose probability density has the form of a bell curve
  19. 19. 16. EFQM MODEL 50 STRATEGY & MANAGEMENT MODELS Strategy Customer Results Leadership People Resources PROCESSES PRODUCTS SERVICE People Results Society Results BUSINESS RESULTS ENABLERS RESULTS LEARNING,CREATIVITYAND INNOVATION TAKE ACTION IMPACT
  20. 20. 17. VALUE STREAM MAPPING 50 STRATEGY & MANAGEMENT MODELS supplier Storage Cut Weld Assemble Distribution 3 hours 1 hour 30 minutes 30 minutes 10 minutes 5 minutes 30 minutes … 5 minutes customermonitor 1 2 3 4 5
  21. 21. 18. EIGHT PHASES OF CHANGE 50 STRATEGY & MANAGEMENT MODELS 1 2 3 4 5 6 7 8 Createsense of urgency  Analyze market  Analyze competition  Identify possible crises and opportunities Createa coalition  Form a group of influential and responsible individuals  Enforce teamwork Sharevision  Communicate and share vision and strategy  Determine leaders from coalition Secure short-termgains  Plan performance improvements  Establish and announce profits  Reward responsible parties Establish a clear vision  Develop a vision  Develop strategies to realize vision Assist in overcoming obstacles  Circumvent obstacles  Improve and modify structures  Increase risk-taking Supportand maintain progress  Increase growth  Revive old processes with new, success-oriented structures  Support successful processes Establish  Focus on customers and productivity to improve performance  Improve management effectiveness
  22. 22. 19. SIX THINKING HATS 50 STRATEGY & MANAGEMENT MODELS Hat/Hut Focus Typicalquestions  Facts and information  Missing information  Various forms of information  What information is necessary?  What information is available  Feelings  Intuition  What are our feelings?  What does our intuition tell us?  Drawbacks  Reasons why it may not work  Pitfalls  What are the possible risks?  What are the difficulties?  Advantages  Optimism  Reasons why it could work  Find opportunities  What are the advantages?  What are the positive aspects?  How can they be realized?  Opportunities  Growth  New ideas  Creative thinking  What other opportunities areavailable?  Can we accept the challenge?  Communication management  Summary and findings  What are our areas of focus?  Can we summarize?
  23. 23. 20. PLAN-DO-CHECK-ACT (PDCA): PROBLEM-SOLVING 4 3 1 2 Implement plannedtasks Observe and measure implementation Plantasks with clear objectives Adjust tasks DO check Plan act Improvement cycle
  24. 24. 21. CULTURAL DIMENSIONS 50 STRATEGY & MANAGEMENT MODELS Extent to which the less influential employees accept a power distance The relationship between individuality and collectivity within a company “Male“ cultures focus on persistence and personal goals, while “female“ cultures focus on quality of life and relationships Long-term oriented cultures focus on future Uncertain situations are largely avoided Cultural differences Individualism / Collectivism Long-term/ short- term orientation Masculinity/ Femininity Power Distance Uncertainty avoidance
  25. 25. 22. BIG HAIRY AUDACIOUS GOAL (BHAG) 50 STRATEGY & MANAGEMENT MODELS What do you passionately pursue? What drives your economic engine? How can you be the best? Company success depends on full commitment and passion. The answer to the question can be formulated as follows: “The company solves customer problems like no other“ This could be based on the number of customers, number of working hours or your brand's top price. These are specific variables that contribute to a company's financial success. This question relates to your best-selling products. It is about identifying your business's unparalleled core competencies.
  26. 26. 23. BUSINESS SCOPE 50 STRATEGY & MANAGEMENT MODELS What? WHO? Current scope of business CUSTOMER FUNCTION: Determine customer requirements to identify which activities will add value to this customer group. CUSTOMERS: Determine for which customer groups your company creates added value. This question should be asked from the customer's perspective. TECHNOLOGIES: Determine technologies, skills or systems that will enable your company to outperform the competitors.
  27. 27. 24. ROADMAPPING 50 STRATEGY & MANAGEMENT MODELS Market research Product assessment Technology scan NEW DEMAND FOR (POTENTIAL) CUSTOMERS PRODUCT POSITIONING AND COMPARISON RESEARCH DEMAND AND VALUE CREATION DEMAND AND VALUE CREATION Brainstorm new ideas for products and their underlying technologies Rank, order and select through reward, risk and resource analysis Create a market launch scenario
  28. 28. 25. ACTIVITY-BASED COSTING (ABC) 50 STRATEGY & MANAGEMENT MODELS Department Expenditures Department Activity Costs Costs for products, customers, channels, etc. Resource Drivers Activity Drivers
  29. 29. 26. CUSTOMER JOURNEY MAPPING (CJM) 50 STRATEGY & MANAGEMENT MODELS 1. Recognizea need 2. Take notice of a product 3. Orientate 4. Decide 5. Buy 6.Use 7. Buyagain when satisfiedCrucial steps Decisive actions of organization Decisive treatment of customer Emotional experience Recognized obstacles Suggestions and improvements Potential for optimization
  30. 30. 27. NETWORK ANALYSIS 50 STRATEGY & MANAGEMENT MODELS Assessnetworkdensity High density and many nodes are a good indicator of how well the company is incorporated into the network. A network's density also indicates how quickly information is transmitted and shared. Assessnetworkgaps Which areas aren't connected? A strong network has few gaps. Such networks reflect the strength, entrepreneurship and flexibility of a company. Identifycritical contactHolders Who are the liaisons between the company and “critical“ partners? Identify backup contacts. Network Density Gaps Critical Contact Holders
  31. 31. 28. 5C PRINCIPLES 50 STRATEGY & MANAGEMENT MODELS Situation COMPANY Competitors Context Collaborators CustomerS
  32. 32. 29. PESTEL ANALYSIS 50 STRATEGY & MANAGEMENT MODELS Industry competition POLITICAL ECONOMICENVIRONMENT SOCIAL TECHNOLOGY LEGAL
  33. 33. 30. HIERARCHY OF NEEDS 50 STRATEGY & MANAGEMENT MODELS Self- Realization Esteem Affiliation Security Physiological Needs Creativity, spontaneity, problem-solving Self-respect, self- confidence, success Friendship, family, love Individual security, employment security, family security Hunger, thirst, sleep, sex
  34. 34. 31. 3C STRATEGIC TRIANGLE 50 STRATEGY & MANAGEMENT MODELS Competition Corporation Customer  Segment by objectives  Segment by customer groups  Resegmented market  Changes in marketing mix  Selection and scheduling  “Make or buy“ decisions  Improve profitability  Strength of corporate image  Capitalize on profit and cost structure differences  “Hito-Kane-Mono“: people, money, things
  35. 35. 32. STRATEGY DEVELOPMENT MODEL 50 STRATEGY & MANAGEMENT MODELS Establish a vision Develop preliminary objectives Develop annual objectives Set up annual objectives Fulfill annual objectives Monthly reporting Yearly reporting Catchball Process In the Catchball process, participants are given the opportunity to throw ideas back and forth. This results in a targeted determination of goals, measures and key figures. 1 2 3 4 5 6 7 Self-diagnosis
  36. 36. 33. HOUSE OF PURCHASING AND SUPPLY 50 STRATEGY & MANAGEMENT MODELS Procurement and purchasingstrategy Organizational direction Sourcing Performance- management HR management Managementof supplierrelationship Managementof operationalprocess Knowledgeand information management Direction-setting processes Procurement Supporting processes
  37. 37. 34. STRATEGIC BUSINESS PLANNING METHODOLOGY  Assess current state  Identify competitive advantages  Analyze trends and competitors  Conceptualize desired state  Recognize opportunities  Investigate opportunity gaps  Assess and pass on recommendations  Define and develop plan  Identify programs  Determine implementation plan Report on strategic business development Develop business strategy Businessvision Implementand formulate
  38. 38. 35. BALDRIGE EXCELLENCE FRAMEWORK 50 STRATEGY & MANAGEMENT MODELS STRATEGY CUSTOMERS Management EMPLOYEES BUSINESS ACTIVITIES ResultsIntegration Measurement, Analyses, Knowledge Management Key Values and Concepts Download at www.PresentationLoad.com
  39. 39. 36. APQC PROCESS CLASSIFICATION FRAMEWORK 50 STRATEGY & MANAGEMENT MODELS Cultivate vision and strategy Design and expand on products and services Deliver products and services Oversee customer service BusinessProcess 1 Merchandise and sell products and services Develop and manage workforce Manage IT Oversee financial resources Purchase, construct and manage property Maintain environ- mental health and safety Maintain external relationships Manage knowledge, improve- ments and changes Managementandsupportservices 2 3 4 5 6 7 8 9 10 1112
  40. 40. 37. TOYOTA PRODUCTION SYSTEM/LEAN MANAGEMENT Best Quality Shortest Lead TimesLowest Costs objectives: Just inTime Jidoka  Constant Flow  Cycle Time  Pull System  Correct errors immediately  Separate human work and machine work Heijunka standardized work Kaizen stability TPS House:
  41. 41. 38. SIX STEPS OF KAIZEN 50 STRATEGY & MANAGEMENT MODELS Define problemsand objectives Analyzefacts Createpotential solutionsto problems Plan Implement constantreview
  42. 42. 39. CAUSE-AND-EFFECT-DIAGRAM 50 STRATEGY & MANAGEMENT MODELS Machine Measurement Method Man Materials MotherNature
  43. 43. 40. HARVARD MODEL OF STRATEGIC HUMAN RESOURCE MANAGEMENT (HRM) Stakeholders Interest  Management  Shareholders  Employee Groups  State Institutions Situational Factors  Employee Characteristics  Company Strategies  Management Philosophy  Job Market  Unions  Technology Political Areas HRM  Deployment of Personnel  Payment System  Work Organization Outcomes of HRM  Engagement  Competence  Stakeholders‘ Congruency  Profitability Consequences of HRM  Individual Well-Being  Company Efficiency  Social Well-Being
  44. 44. 41. THEORIES E AND O OF CHANGE 50 STRATEGY & MANAGEMENT MODELS Dimensions of Change Theory E Theory O Combination of E and O Objectives Maximize company value Develop organizational competencies Explicit understanding of the contradiction between economic values and organizational possibilities Management Oversee change from top down Encourage participation from bottom up Management sets direction Focus Highlight structure and system Develop corporate culture Focus on both the "hard“ (structures and systems) and on the “soft“ (corporate culture) Process Plan and determine programs Evolve through experimentation Anticipate spontaneity Reward System Motivate through financial incentives Motivate through involvement (Payment as “fair trade“) Provide incentives to support change Use of consultants Problem-solving through consultant analysis Management create solutions with consultant support Consultants are expert resources to support employees “Cracking the Code of Change“
  45. 45. 42. 5 LEARNING DISCIPLINES 50 STRATEGY & MANAGEMENT MODELS Self- management and personal development Team learning Mental models Systems thinking Common vision General views on ideology, knowledge and representation Identity Under- standing respons- ibilities Common vision Moti- vation Finality Analyze personal goals Continued develop- ment Concen- tration Increase intelligence within the group and organization Overcome defense mech- anisms Develop a culture of dialogue Entirety Conn- ection Related- ness Dependency and interactions
  46. 46. 43. RATER MODEL 50 STRATEGY & MANAGEMENT MODELS Reliable and accurate execution of services Courteous, self-assured manner External appearance (clothes, presentation) Employees' ability to empathize Friendliness and quick response to customer needs Empathy RATER Factors
  47. 47. 44. NINE-FIELD MATRIX 50 STRATEGY & MANAGEMENT MODELS Competitive Standing MarketAttractiveness 16 21% 14 62% 8 41 % 20 32,5% 56%5 8 16% low medium high lowmediumhigh
  48. 48. 45. OPPORTUNITY/VULNERABILITY MATRIX 50 STRATEGY & MANAGEMENT MODELS ReturnonCapitalEmployed=ROCE 4x 0,4x Comparative Market Share 70% 40% 0% 1x
  49. 49. 46. MARKET-DRIVEN ORGANIZATION 50 STRATEGY & MANAGEMENT MODELS Market-driven organization capacity1 capacity2 capacity3 capacity4 capacity5 Marketscan Customer network
  50. 50. 47. PROFIT FROM THE CORE 50 STRATEGY & MANAGEMENT MODELS  Define boundaries  Familiarize customer with core differences  Reduce costs  Promote all potential core operations  Discourage competitive investment Focus expand redefine  Identify and evaluate strengths  Expand into relaxed “neighborhoods“  Expand core boundaries  Pursue sustainable formula for growth  Pursue future profit sharing  Redefine new and strong differentiations  Reinforce operational platform  Fully appreciate leadership power  Invest in new possibilities and capabilities F-E-R cycle:
  51. 51. 48. PRICE ELASTICITY OF DEMAND 50 STRATEGY & MANAGEMENT MODELS ProductB: rigid Little change in quantitative demand as price increases by one unit. Producta: elastic Noticeable change in quantitative demand as price increases by one unit. Quantityof demand Price
  52. 52. Howstrategically appropriate are the company resources/capabilities:  Are they valuable?  Are they rare?  Are they inimitable?  Are they non-sustainable? These questions make up the VRIN ANALYSIS 49. VRIN ANALYSIS 50 STRATEGY & MANAGEMENT MODELS Strategically distinctive resources Non- sustainable INIMITABLE Rare Valuable Download at www.PresentationLoad.com
  53. 53. 50. AGGRESSIVE AND PROACTIVE STRATEGIES Which of these strategies best reflects the company? Seeker:  Most aggressive  Constant focus on developing new products, new market entries and exploiting opportunities DEFENDER:  No aggressive pursuit of market  Focus on market shares in stable and mature markets Analyzer:  Positioned between seeker and defender  Lower risk appetite than seeker, but not as error-free as defender Reactor:  No proactive strategy, more of a reaction to events  Strategy without a specific direction  Least effective strategy Aggression Proactivity Low High LowHigh Analyzer Defender Reactor Seeker
  54. 54. Click here to visit www.PresentationLoad.com DOWNLOAD POWERPOINT SLIDES

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