MARCEL VAN ASSENGERBEN VAN DEN BERG

PAUL PIETERSMA

Key management modelsThe 60+ models everymanager needs to know

2nd edition

Prentice HallFINANCIAL TIMES

An imprint of Pearson EducationHarlow, England • London • New York • Boston • San Francisco • Toronto • Sydney • Singapore • Hong Kong

Tokyo • Seoul • Taipei • New Delhi • Cape Town • Madrid • Mexico City • Amsterdam • Munich • Paris • Milan

About the authors viiPublisher's acknowledgements viiiPreface xUsing the book xiii

PART ONE Strategic models 1

1 Ansoff's product / market grid 32 The BCG matrix 83 Blue ocean strategy 114 Competitive analysis: Porter's five forces 145 Core competencies 206 Greiner's growth model 257 Kay's distinctive capabilities 308 Market-driven organisation 359 Off-shoring / outsourcing 38

10 Road-mapping 4111 Scenario planning 4612 Strategic dialogue 5013 Strategic HRM model 5614 Strategic human capital planning 6015 SWOT analysis 6416 The value chain 7017 Value-based management 7418 The value disciplines of Treacy and Wiersema 77

PART TWO Tactical models 81

19 The 7-S framework 8320 Activity-based costing 8721 Beer and Nohria - E and O theories 9022 Benchmarking 9323 Business process redesign 9724 Competing values of organisational effectiveness 10025 Core quadrants 10426 Covey's seven habits of highly effective people 107

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Curry's pyramid: customer marketing and relationshipmanagement mThe DuPont analysis 114Factory gate pricing 117Henderson and Venkatraman's strategic alignment model 121Hofstede's cultural dimensions 125House of purchasing and supply 129The innovation circle 132Kotler's 4Ps of marketing 136Kotter's eight phases of change 140Kraljic's purchasing model 144Lean thinking / just-in-time 147MABA analysis 151Milkovich's compensation model 155Mintzberg's configurations 158Monczka's purchasing model 162Overhead value analysis 166Quick response manufacturing 170Senge - The fifth discipline 173Six sigma 177The EFQM excellence model 180The theory of constraints 184Vendor managed inventory 188

PART THREE Operational models 193

The balanced scorecard (BSC) 195Belbin'steam roles 199The branding pentagram 203Change quadrants 207Discounted cashflow 210Kaizen/Gemba 213Mintzberg's management roles 217Risk reward analysis 221Root cause analysis / Pareto analysis 224The six thinking hats of de Bono 227The Deming cycle: plan-do-check-act 230Value stream mapping 234

Appendix: Model matrix / categorisation of models 237Index 242

CONTENTS