What is strategy?Levels of strategy in organisations Elements of strategic managementThe importance of contextThe strategy lenses
Chapter 1
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Types of business organisation
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What is strategy?
Slide 4
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Levels of strategy in the organisation
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Levels of strategy in an organisation
Slide 6
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Levels of strategy in the organisation (cont...)
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Centralisation and decentralisation
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Elements of strategic management
Slide 9
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The importance of context
Slide 10
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The strategy lenses
Slide 11
Strategic development
Realised strategyDeveloping intended strategiesDeveloping emergent strategiesChallenges and implications
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Realised strategy
Slide 13
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Realised strategy (cont’d)
Slide 14
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Developing intended strategies
Slide 15
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Developing emergent strategies
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Developing emergent strategies 2
Slide 17
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Challenges and implications
Slide 18
Environmental issues
The organisation on its environmentThe macro environmentThe competitive advantage of nationsThe environment in the futureCompetitive forces
Chapter 2
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Analysing the environment
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The organisation in its environment
Slide 21
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The macro environment
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The macro environment 2
Slide 23
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Analysing the environment (cont…)
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Government Influences
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Employment protection
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Health and safety protection
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Data protection
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Social, cultural and technological trends
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Social, cultural and technological trends (cont…)
The macro-economic environment
Government policies and objectivesThe business cycleNational income and economic growthInflation and unemploymentFiscal and monetary policyThe balance of payments
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Government policies and objectives
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Government policies and objectives (cont...)
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Government policies and objectives 2
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The business cycle
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National income and economic growth
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National income and economic growth (cont...)
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Inflation and unemployment
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Inflation and unemployment (cont...)
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Fiscal and monetary policy
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Fiscal and monetary policy (cont...)
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The balance of payments
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The macro environment 4
Slide 43
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The competitive advantage of nations
Slide 44
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The environment in the future
Slide 45
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Porter’s Competitive forces
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Competitive forces
Slide 47
Competitors and customers
Competition dynamicsThe marketing mixCustomers and segmentationUnderstanding the customer
Chapter 3
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Competition dynamics
Slide 49
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Competition dynamics (cont’d)
Slide 50
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The marketing mix
Slide 51
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Customers and segmentation
Slide 52
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Customers and segmentation 2
Slide 53
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Customers and segmentation 2 (cont’d)
Slide 54
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Understanding the customer
Slide 55
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Understanding the customer (cont’d)
Slide 56
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Understanding the customer 2
Slide 57
Strategic capability
The organisation’s resourcesCost efficiency KnowledgeThe value chainThe product portfolioBenchmarkingManaging strategic capabilitySWOT and TOWS
Chapter 4
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The organisation’s resources
Slide 59
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Cost efficiency
Slide 60
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Knowledge
Slide 61
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Knowledge (cont’d)
Slide 62
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The value chain
Slide 63
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Porter 2
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The value chain (cont’d)
Slide 65
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The product portfolio
Slide 66
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The product portfolio (cont’d)
Slide 67
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The product portfolio 2
Slide 68
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Benchmarking
Slide 69
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Benchmarking 2
Slide 70
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Managing strategic capability
Slide 71
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SWOT and TOWS
Slide 72
Stakeholders, ethics and culture
Ethics and the organisation Social responsibility Corporate governanceThe role of culture
Chapter 5
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Ethics and the organisation
Slide 74
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Social responsibility
Slide 75
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Stakeholders
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Social responsibility 2
Slide 77
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Corporate governance
Slide 78
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Principles of corporate governance
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Developments in corporate governance
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Corporate governance 2
Slide 81
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Developments in corporate governance 2
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Role of the board
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Governance reporting & corporate social responsibility
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Ethics, law, governance & social responsibility
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Ethics, law, governance & social responsibility 2
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Committees
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Culture and structure
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The role of culture
Slide 89
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Culture and structure 2
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Culture and structure 2 (cont...)
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Informal organisation
Strategic choices
Diversification The corporate parentThe corporate portfolioGeneric strategiesSustaining competitive advantageDirection and method of growthStrategy and market positionSuccess criteria
Chapter 6
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Diversification
Slide 95
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Diversification (cont’d)
Slide 96
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Diversification 2
Slide 97
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Diversification 2 (cont’d)
Slide 98
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Diversification 3
Slide 99
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The corporate parent
Slide 100
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The corporate portfolio
Slide 101
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The corporate portfolio (cont’d)
Slide 102
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Porter’s Generic strategies: Competitive Stance
Slide 103
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Generic strategies 2
Slide 104
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Generic strategies 2 (cont’d)
Slide 105
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Sustaining competitive advantage
Slide 106
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Sustaining competitive advantage (cont’d)
Slide 107
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Direction of growth
Slide 108
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Method of growth (cont’d)
Slide 109
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Method of growth
Slide 110
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Strategy and market position (cont’d)
Slide 111
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Success criteria
Slide 112
Organising for success
Challenges and conceptsTypes of structureProcesses RelationshipsStereotypes and configurationsConfiguration and strategy
Chapter 7
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Challenges and concepts
Slide 114
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Types of structure
Slide 115
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Processes
Slide 116
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Processes (cont’d)
Slide 117
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Relationships
Slide 118
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Relationships (cont’d)
Slide 119
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Stereotypical configurations
Slide 120
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Configuration and strategy
Slide 121
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Process commoditisation
Slide 122
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Process commoditisation (cont’d)
Slide 123
E-marketing
E-marketingCustomer relationship management
Chapter 8
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E-marketing
Slide 125
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E-marketing 3
Slide 126
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E-marketing 3 (cont’d)
Slide 127
Finance
Finance and strategyFinancial management decisionsCash forecastsObtaining equity fundsBank loans and loan capitalBudgetsEvaluating strategic optionsRatio analysisComparison of accounting figures
Chapter 9
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Finance and strategy
Slide 129
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Financial management decisions
Slide 130
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Cash forecasts
Slide 131
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Obtaining equity funds
Slide 132
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Bank loans and loan capital
Slide 133
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Bank loans and loan capital (cont’d)
Slide 134
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Budgets
Slide 135
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Evaluating strategic options
Slide 136
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Ratio analysis
Slide 137
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Comparison of accounting figures
Slide 138
Managing strategic change
Situation analysis for changeStyles of change managementChange of management rolesChange management leversPitfalls of change management
Chapter 10
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Situation analysis for change
Slide 140
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Styles of change management
Slide 141
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Change management roles
Slide 142
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Pitfalls of change management
Slide 143
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