Key Strategy & Management Models

© Operational Excellence Consulting. All rights reserved.
This presentation is a collection of PowerPoint diagrams and
templates used to convey 30 different strategy and business
management models and frameworks.
Key Strategy &
Management Models
Diagrams and Templates of Strategy & Business
Management Models & Frameworks

Strategic Business
Planning Methodology
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/key-strategy-and-management-models-817

© Operational Excellence Consulting. All rights reserved. 7
PHASE DESCRIPTION
Strategic Business
Review
Strategic Business
Review
To review the organization’s current state and external
environment so as to establish the position of the organization
with respect to the competition.
Business VisioningBusiness Visioning
To define the desired state of the organization so as to focus
the development and implementation of business strategies in
achieving the desired goals.
Business Strategy
Development
Business Strategy
Development
To formulate business strategies based on the organization’s
strengths and external opportunities to achieve desired state.
Implementation
Formulation
Implementation
Formulation
To define the IT architecture and develop a strategic business
implementation plan so as to serve as the blueprint for
detailed implementation.
The Four Key Phases of Strategic Business Planning Methodology
Strategic Business Planning Methodology

Blue Ocean Strategy

Value Innovation is the cornerstone of Blue Ocean Strategy – placing
equal emphasis on value and innovation
Blue Ocean Strategy - The Four Actions Framework
Eliminate
Reduce
Raise
Create
COST
VALUE
Value
Innovation
Reduce
cost
Increase
customer
value
Source: C. Kim, R. Mauborgne

Insert Header
Blue Ocean Strategy – The Four Actions Framework (TEMPLATE)
Source: C. Kim, R. Mauborgne
Insert bumper – takeaway statement
Which factors should
be reduced well
below the industry’s
standard?
Which factors should
be raised well above
the industry
standard?
Reduce
Raise
Should factors should
be created that the
industry has never
offered?
Create
Which of the factors
that the industry
takes for granted
should be eliminated?
Eliminate
A new
Value Curve

Insert Header
Source: Ansoff
Ansoff’s Growth Matrix (TEMPLATE)
Product
Development
Market
Penetration
Market
Development
Diversification
Product
Market
NewExisting
NewExisting

The BCG Matrix is a strategic tool to identify the profit and growth
potential of each business unit as a company
The BCG Matrix
?Analyze
Divest Milk
Market Share
MarketGrowth
High
HighLow
Low
Invest
Source: BCG

The Value Disciplines
of Treacy & Wiersema

Treacy & Wiersema Market Positioning
Strategic Positioning
Cost Leadership Product Leadership Customer Partnership
Characteristics
Optimized product delivery
and basic service processes
Uncomplicated buyer service,
where possible
Standardized offers
Simplified processes
Central planning and control
Corporate culture towards
efficiency
Focus on innovation, product
development, and market
analysis / segmentation
Flexible organization structure
with short response times and
a high adaptability to
realignments
Result-oriented management
systems that measure product
success
Corporate culture towards
creativity, unconventional
solutions, and entrepreneurial
thinking
Unconditional customer
orientation
Customer support in needs
identification
Problem solution
competency
Customer relationship
management
Employees with decision
power close to the customer
Management systems
oriented towards customer
requirements
Corporate culture nurtures
individual solutions and
close, lasting customer
relationships
Company
Example
Dell 3M
Apple
Home Depot

Insert Header
Source: Larry Greiner
Greiner’s Growth Model (TEMPLATE)
Time
Phase 1
Growth
through
creativity
OrganizationSize
Phase 6
Growth
through
alliances
Phase 5
Growth
through
collaboration
Phase 4
Growth
through co-
ordination
Phase 3
Growth
through
delegation
Phase 2
Growth
through
direction

PEST Analysis looks at “big picture” factors that might influence a
decision, a market, or a potential new business or project
PEST Analysis
Government type
Government
stability
Freedom of press,
rule of law,
bureaucracy and
corruption
Regulation and de-
regulation trends
Employment
legislation
Likely political
change
Impact of emerging
technologies
Impact of internet
and reduced
communication
costs
Research and
development
activity
Impact of
technology transfer
Likely
technological
change
Political Technological
Population growth /
age profile
Health, education
and social mobility
Employment
patterns and
attitudes to work
Press, public
opinion, attitudes
and taboos
Lifestyle choices
Likely socio-
cultural change
Social
Business cycle
stage
Growth, inflation
and interest rates
Unemployment,
labor supply and
labor costs
Disposable income
and distribution
Globalization
Likely economic
change
Economic

Situation Analysis can be broken down into internal and external
analysis
Situation Analysis
Situation
Analysis
Internal
Analysis
Strength
External
Analysis
Weaknesses Opportunities Threats

SWOT analysis aims to identify the key internal and external factors
seen as important to achieving an objective
Weaknesses (W)Strengths (S)
Threats(T)Opportunities(O)
SO strategies
Use strengths to take
advantage of
opportunities
WO strategies
Take advantage of
opportunities by
overcoming weaknesses
or making them relevant
ST strategies
Use strengths to avoid
threats
WT strategies
Minimize weaknesses
and avoid threats
SWOT Analysis

Insert Header
Impact & Probability Analysis (TEMPLATE)
Opportunities and Threats
Probability
PotentialImpact

Insert Header
Porter’s Five Forces (TEMPLATE)
Source: Michael Porter
Bargaining
Power of
Suppliers
Bargaining
Power of
Suppliers
Bargaining
Power of
Customers
Threat
of New
Entrants
Rivalry
Among
existing
competitors
Threat
of
Substitutes

Insert Header
Value Chain Model
Firm infrastructure
Human resource management
Technological development
Procurement
Inbound
logistics
Service
Operations
Outbound
logistics
Marketingand
sales
Primary
activities
Support
activities

Primary activities
DESCRIPTION
Activities include receiving, storing, listing and grouping inputs to the
product. Includes functions such as material handling, warehousing,
inventory management, transportation scheduling and managing
suppliers.
Include machining, packaging, assembly, maintenance of equipment,
testing and operational management.
Refers to activities such as order processing, warehousing,
scheduling transportation and distribution management.
Includes all activities that make or convince buyers to purchase the
company’s products. Included are: advertising, promotion, selling,
pricing, channel selection and retail management.
Is concerned with maintaining the product after sale, thus
guaranteeing quality and/or adding value in other ways, such as
installation, training, servicing, providing spare parts and upgrading.
Service enhances the product value and allows for after-sale
(commercial) interaction with the buyer.
Inbound logisticsInbound logistics
OperationsOperations
Outbound logisticsOutbound logistics
Marketing and salesMarketing and sales
ServiceService
Value Chain Model

Insert Header
Value Chain Analysis (TEMPLATE)
versus

Value-based
Management

The Branding
Pentagram

The five points of the branding pentagram
DESCRIPTION
The principles of branding consists of brand mission, desired
brand perception and brand architecture.
The positioning of the brand can be chosen based on
segmentation, target groups and how the brand distinguish itself
compared to the competitors.
Consistency can be created by creating consistency in the way
the brand is carried by the products and services of the
organization, and how employees speak of the brand itself.
A person should be appointed who will have direct responsibility
for branding. Branding should be embedded by anchoring it in
the organization’s culture and employees’ behaviors.
Formulation of SMART targets of brand policy for short and long
term. Measurements must be developed and results of the
degrees of realization be evaluated.
Principles of brandingPrinciples of branding
PositioningPositioning
Consistency in brand
carriers
Consistency in brand
carriers
Embedding the
branding
Embedding the
branding
Planning and control
cycle
Planning and control
cycle
The Branding Pentagram
Source: M. Baker and S. Hart

Insert Header
Strategic HRM Model (TEMPLATE)
Current
Organizational
profile
Desired
Organizational
profile
Key HR issues
TechnologyStructurePeople Process
Implementation
Action plan
Source: Adapted from Kouwenhoven, C.P.M., Hooft, P.L.R.M. van and Hoeksema, L.H. (2005)

Hoshin Kanri Strategy Deployment Process focuses and aligns the
organization to the core objectives of the business
Source: Yoji Akao
Vision
Objectives
Strategy
Resources
Action
Schedule Measures
Hoshin
Plan
Senior
Management
Implementation
Teams
Middle
Management
Hoshin Kanri Strategy Deployment (TEMPLATE)

TRADE Benchmarking Methodology focuses on the exchange of
information and best practices for organizational improvement
TRADE Benchmarking Methodology
Terms of
Reference
Terms of
Reference
ResearchResearch ActAct DeployDeploy EvaluateEvaluate
Source: Center for Organizational Excellence Research (COER)
Evaluate the
benchmarking
process and
customers
Communicate
and implement
best practices
Undertake data
collection and
analysis
Research
current state
Plan the project

The McKinsey 7S
Framework

The vectors of contention is a useful tool to profile an organization
with respect to the seven factors
Source: McKinsey
McKinsey 7-S Vectors of Contention
7-S Vectors of Contention
Strategy Planned Opportunistic
Structure Elitist Pluralist
Systems Mandatory Discretionary
Shared values Hard minds Soft hearts
Style Managerial Transformational
Skills Collegiality Individuality
Staff Maximize ‘Meta-mize’

Insert Header
4 Ps of Marketing
Source: Kotler, P. and Keller, K.L.
Do you actually produce
what your customers
want?
How much are your
customers willing to
pay?
Product
Price
Are your products
available in the right
quantities, in the right
place, at the right time?
Place
How can you best
inform/educate groups
of customers about your
organization and its
products
Promotion
Marketing
Mix

Considerations in developing the optimal marketing mix
Source: Kotler, P. and Keller, K.L.
4 Ps of Marketing
Product Decisions Price Decisions Distribution (Place)
Decisions
Promotion Decisions
Brand name
Functionality styling
Quality
Safety
Packaging
Repairs and support
Warranty
Accessories and
services
Pricing strategy (skim
and penetration)
Suggested retail price
Volume discounts
and wholesale pricing
Cash and early
payment discounts
Seasonal pricing
Bundling
Price flexibility
Price discrimination
Distribution channels
Market coverage
(inclusive, selective
or exclusive
distribution)
Specific channel
members
Inventory
management
Warehousing
Distribution centers
Order processing
Transportation
Reverse logistics
Promotional strategy
(push or pull)
Advertising
Personal selling and
sales force
Sales promotions
Public relations and
publicity
Marketing
Communications
budget

Kraljic’s purchasing model is used to determine an adequate purchasing
strategy that optimizes the trade-off between costs and risks
Kraljic’s Purchasing Model
Source: P. Kraljic, Harvard Business Review, 1983
Strategic itemsLeverage items
Non-critical items Bottleneck items
Supply Risk
FinancialImpact
HighLow
LowHigh

Baldrige Performance
Excellence Model

EFQM Business
Excellence Model

Lean Management
Model (TPS)

Six Sigma Quality
Management

Identify the
critical business
issues and
concerns
Understand the
current process
and it’s
customers
Characterize the
Y and potential
X’s
Collect data for
process elements
Verify/quantify
important X’s
Identify factors
(X’s) that have an
influence on the
business issue.
Implement
solutions to
improve Y
Adjust the factors
that influence the
business
concerns
Manage
important X’s and
monitor the Y
over time
Mange routine or
day-to-day
operations for
these critical
factors
DMAIC allows for the utilization of multiple tools and techniques when improving
processes; including statistics and Lean techniques.
The Control phase allows teams to develop a process to ensure improvement
results will be sustained over the long-term.
Define
Opportunity
Define
Opportunity
Measure
Performance
Measure
Performance
Analyze
Opportunity
Analyze
Opportunity
Improve
Performance
Improve
Performance
Control
Performance
Control
Performance
Each step in the DMAIC process is required and results in
deliverables that ensures the team is focused on key process metrics
Six Sigma DMAIC Model

DMAIC Project Charter Template
Project Name
Business Problem Executive Sponsor
Black Belt Champion
Objective and Scope
Objective:
Scope:
Steering Committee
Process Owner:
Black Belt:
Green Belt:
Financial Analyst:
Investment Team Members
DMAIC Plan Start –
Plan End
Operational Metric Baseline Target
Define <Metrics that will impact line operations, corporate measurements, profit &
loss, etc.>
<Indicate gross order of magnitude – if actual estimates are not available –
describe value>
Measure
Analyze Defect Definition:
Expected Benefits Projected Savings (US$)
Improve Hard Benefits:
Soft Benefits:
Strategic/Other Qualitative Benefits:
Control

Senge’s Five Disciplines of a learning organization focuses on group
problem solving using systems thinking
Systems
Thinking
Personal
Mastery
Mental
Models
Building
Shared
Vision
Team
Learning
The
Learning
Organization
Source: The Fifth Discipline, Peter Senge

Covey’s Seven Habits

SERVQUAL Model

Insert Header
Source: “SERVQUAL” by Valarie A. Zeithaml, A. Parasuraman, and Leonard L. Berry
SERVQUAL Model (RATER) (TEMPLATE)
Responsiveness
Empathy Tangibles
Assurance
Reliability

Insert Header
Kotter’s Eight Phases of Change (TEMPLATE)
Source: John Kotter
Need for
Change
Change
Behavior
Change
Direction
Change
Sustainability
1. Establish a
Sense of
Urgency
2. Form a
Powerful
Guiding
Coalition
3. Create a
Vision
4.
Communicate
the Vision
5. Empower
Others to Act
on the Vision
6. Plan for and
Create Short
Term Wins
7. Consolidate
Improvements
& Produce
More Change
8.
Institutionalize
New
Approaches
Committed
Leadership

Insert Header
FINANCIALFINANCIAL
BUSINESS PROCESSESBUSINESS PROCESSES
Vision
and
Strategy
Vision
and
Strategy
To succeed financially, how
should we appear to our
shareholders?
LEARNING & GROWTHLEARNING & GROWTH
CUSTOMERSCUSTOMERS
To achieve our vision, how will
we sustain our ability to
change and improve?
To achieve our vision,
how should we appear to
our customers?
To satisfy our shareholders
and customers, what
business processes must
we excel at?
Source: Kaplan & Norton
The Balanced Scorecard (TEMPLATE)

• Creates an end-to-end view of the system
• Demonstrates interaction between material/work and information flow
• Provides a common visual language for understanding a complex system
• Creates an end-to-end view of the system
• Demonstrates interaction between material/work and information flow
• Provides a common visual language for understanding a complex system
Supplier
Management
Control
Customer
Work & Information Flow
Information flow
Value stream mapping provides a holistic view of the end-to-end
business process and highlights opportunities for improvement

PDCA Problem Solving
Process

Cause & Effect
Diagram

The four sources of variability in a system are used to understand
root causes (Service)
Source: Kaoru Ishikawa
Process
Technology
People
Policy
Output
Causes Effect
Cause & Effect Diagram (Service)

Other Presentations You May Like…
Check out our presentations catalog at http://www.oeconsulting.com.sg/#!training-presentations/c1les

www.oeconsulting.com.sg
END OF PRESENTATION
For more presentations and templates,
please visit us at:

Value Stream Mapping Symbols
Symbol Name Description
Operator or Employee
Represents operator(s). The number of available operators is
shown below the symbol.
Push Arrow
Represents the movement of materials from one process to
another. It is used when the previous process ‘pushes’
materials to the next process regardless of whether it is needed
by the next process.
Material Receipts &
Shipments
Represents movement of finished goods to the customer. It can
also be used to represent movement of raw materials from the
supplier to the factory.
Electronic Information
Flow
Represents an electronic flow of electronic data or information.
Manual Information Flow Represents the general flow of information.

Value Stream Mapping Symbols
Symbol Name Description
Buffer
Represents safety stock required to continue production
against problems such as downtime or fluctuations in demand.
Load Leveling
Used to batch Kanbans to level the production volume and mix
over a period of time.
Kaizen
Used to highlight areas that required improvement and plan
Kaizen Events to do so.

1
Flevy (www.flevy.com) is the marketplace
for premium documents. These
documents can range from Business
Frameworks to Financial Models to
PowerPoint Templates.
Flevy was founded under the principle that
companies waste a lot of time and money
recreating the same foundational business
documents. Our vision is for Flevy to
become a comprehensive knowledge base
of business documents. All organizations,
from startups to large enterprises, can use
Flevy— whether it's to jumpstart projects, to
find reference or comparison materials, or
just to learn.
Contact Us
Please contact us with any questions you may have
about our company.
• General Inquiries
support@flevy.com
• Media/PR
press@flevy.com
• Billing
billing@flevy.com

Key Strategy & Management Models

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Andere mochten auch

Andere mochten auch (14)

Mehr von Flevy.com Best Practices

Mehr von Flevy.com Best Practices (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

Key Strategy & Management Models