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P3 > P3 - Business Analysis > Flashcards

P3 - Business Analysis Flashcards

1
Q

Ch 1 Traditional/Rational top down approach to strategic planning x3

A

Strategic

Analysis - appraisals, Opportunities, threats
Choice - options
Implementation - plan, implement, review, control

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2
Q

Ch 1 Modern adaptation to strategic planning x3

A

Strategic position/analysis
Strategic choices
Strategy into implementation

This approach offers a lot more flexibility and encourages all these to happen at once

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3
Q

Ch 1 Strategy lenses x3

A

Strategy formed through coming together of 3 strategy lenses (combination and balance)

Strategy as DESIGN - rational approach A.C.I
Strategy as EXPERIENCE - incremental
Strategy as IDEAS - innovation and diversity approaches

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4
Q

Ch 2 Pestel Model x7

A

Looks at macro environment, outside of our organisation, based on gathering and analysing information to plan effectively. Used to ASSESS GROWTH PROSPECTS.

POLITICAL
ECONOMIC
SOCIAL
TECHNOLOGICAL
ECOLOGICAL AND ENVIRONMENTAL
LEGAL
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5
Q

Ch 2 Porters five forces model x5

A

Industry attractiveness, how easy it was to make above average profits for shareholders and investment, dependant on

COMPETITIVE RIVALRY
THREAT OF NEW ENTRANTS
THREAT OF SUBSTITUTE PRODUCTS
POWER OF SUPPLIERS
POWER OF CUSTOMERS/BUYERS
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6
Q

Ch 2 Porters Diamond x4

A

How and why a nation becomes a home base for international competitors in an industry? Germany = Cars etc

National Competitive Advantage expressed in form of

1) Factor conditions - basic factors, availability of things you have
2) Related and supporting conditions - Silicon Valley
3) Firm strategy, structure, rivalry - BT cell net
4) Demand conditions - fussy customers

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6
Q

Ch 3 Resources and Capabilities

A

Resources. Competencies.

Threshold capabilities

Common with rivals - Threshold resources - Threshold comp. Enough to to be in business.

Capabilities for competitive advantage

CSFs, hard to copy - Unique resources - Core comp

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7
Q

Ch 3 Critical success factors x3

A

Features particularly valued by customer, where a business must outperform rivals.

Must be performed well to achieve mission and goals of business.

Measured and monitored by KPIs.

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9
Q

Ch 3 Lifecycle model x4

A

Strategic capabilities likely to change over life of product.

1) introductory
2) growth
3) maturity
4) decline

Businesses need a sustainable product mix to ensure right mix.

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10
Q

Ch 3 SWOT x4

A

Strategies developed to neutralise weaknesses and develop into strength, convert threats into opportunities and match strengths with opportunities.

Internal - strengths
- weaknesses

External - opportunities
- threats

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11
Q

Ch 4 Mendelow Matrix - analyse stakeholders

A

Level of interest

                       Low.         High.

Power. Low. A. B.

           High.     C.              D.

A - minimal effort
B - keep informed
C - keep satisfied
D - key players

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12
Q

Ch 5 Porters Value Chain x5 and x4

A

Looks at all activities, all need to add value through cost or quality competitive advantage. A differentiator or cost leader.

Primary value activities

Inbound logistics
Outbound logistics
Operations
Marketing and sales
Service

Secondary value activities

Firm infrastructure
Human resource management
Technology development
Procurement

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13
Q

Ch 5 Competitive strategy options x3

A

Cost leadership
Differentiation
Focus

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14
Q

Ch 5 - Sustaining competitive advantage x3

A

Competitive advantage sustained by strategic capabilities which are

Valued
Rare
Robust

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15
Q

Ch 5 Strategy clock x8

A 
1 - no frills
2- low price
3 - hybrid
4 - differentiation
5 - focused differentiation
6-8 - strategy will fail

Market facing generic strategies used to create competitive advantage

Assumes this achieved if business supplies what customer wants better or more effectively than its competitors.

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15
Q

Ch 6 TOWS matrix

A

Strategic direction should fit results of SWOT

E. INTERNAL.
X
T. STRENGTHS. WEAKNESSES
E.
R. OPPORTUNITIES. SO. WO
N
A
L. THREATS. ST. WT.

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16
Q

Ch 6 Ansoffs matrix

A

As market matures, growth strategies are required, fall into 4 categories

              Existing product.             New product.

Existing Market penetration. Product development.
Market

New Market development. Diversification. Market

17
Q

Ch 6 Strategy evaluation x3

A

For a strategy to be successful it must satisfy three criteria

Suitability - to strategic position
Acceptability - to shareholders and business
Feasibility - resources to carry out strategy

18
Q

Ch 7 Development options x3

A

Acquisition - quick method
Organic growth - do it yourself
Joint venture - collaborate

19
Q

Ch 7 Corporate parenting - Parenting styles x3

A

Relationship between HQ and subsidiaries. Aim to be a good parent.

3 parent styles reflecting degree which staff at HQ become involved in business strategy development

1) strategic planning
2) financial control
3) strategic control

20
Q

Ch 7 Corporate parenting - value and roles x3

A

HQ don’t have direct contact with customers/suppliers, manage business, do corporate parents add value or cost and therefore destroy.

Well managed corporate parent adds value by using 3 roles;

1) portfolio managers
2) synergy managers
3) parental developers

21
Q

Ch 7 BCG Growth Share Matrix

A

Classifies business by future growth or present market share. Need a balance of all. Growth = best measure of market attractiveness. Market share = good indicator of competitive strength.

                                          Market Growth

                                  Low                      High

Market High Cash cow Star
Share
Low Dog Problem child

Goes round ant-clockwise.

22
Q

Ch 7 Ashbridge portfolio display

A

Focuses on benefits that corporate parents can bring to business units and if they are likely to add value or destroy value.

How good is match between parent opportunities and parent skills?

How good is match between CSFs of business unit and skills and resources of parent?

                    High            Ballast                 Heartland Ability to          add value       Low        Alien territory          Value trap

                                         Low                           High

                                      Opportunity to add value
23
Q

Ch 9 Harmons process strategy matrix

A

Matrix used to determine how to manage individual processes.

                                        Strategic importance

                                       Low                      High Process complexity      High     Outsource          Undertake process
                                                             improvement

                   Low        Minimum               Automate
                                    effort

                                Must be done         important to success
                            adds little value        high value added
24
Q

Ch 9 Software implementation x3

A

key elements

1) Data migration
2) Training
3) Changeover

Changeover can be achieved in 3 ways

1) Direct
2) Phased
3) Parallel

25
Q

Ch 10 IT Strategic planning process x3

A

Strategic analysis - IT help create business strengths or overcome weaknesses

Strategic choice - IT help create competitive advantage or access new markets

Strategic implementation - e.g process redesign

26
Q

Ch 10 Stages of E-business x4

A

1) Web presence = tell us about product
2) E-commerce = buying and selling, no change to business e.g. next
3) Integrated e-commerce = 2 way, gather customer info, allow company to target customers specifically
4) E-business = fundamental to business strategy and could determine it. e.g bet fair, netflix - all electronic

27
Q

Ch 10 IT Risks x4

A

IT has unique risks, introduce controls to reduce risk to acceptable level.

1) General controls = appropriate use of systems
2) Application controls = designed for each application
3) Software controls = software used is authorised
4) Network controls = for distributed processing and growth

28
Q

Ch 10 SCM x2

A

Upstream SCM - suppliers

Downstream SCM - customers

29
Q

Ch 10 SCM Push and Pull x2

A

Push - product design, quality & volume led by manufacturer, low set up costs, economies of scale

Pull - customer has greater say, made to order, reduce inventory levels, be responsible to customer, relates to e-commerce and e-procurement

30
Q

Ch 11 Marketing Stages x5

A

There are a number of techniques for marketing a product, but they generally follow a number of distinct stages;

1) Market analysis = gaps and opportunities
2) Customer analysis = analyse customers, divide into segments with similar purchase traits
3) Market research = determine each segment based on size, potential, competition, unmet needs
4) Targeting = which segments to target, use PESTEL, 5 forces, forecasting etc
5) Marketing mix strategies = develop unique marketing mix for each segment to exploit

31
Q

Ch 11 Marketing Mix x7

A

Traditional marketing includes finding right mix of;

1) Product
2) Price
3) Promotion
4) Place

5) People
6) Physical evidence
7) Processes

First 4 relate to product
Last 3 relate to service (e-marketing)

32
Q

Ch 11 Pricing x4

A

Pricing should be determined with reference to four factors;

1) Cost
2) Customers
3) Competitors
4) Corporate objectives

33
Q

Ch 11 E-marketing the 6Is x6

A

Summary of the differences between new and traditional media. By considering all aspects managers can develop plans to accommodate them.

1) Intelligence - big data
2) Industry structure - music
3) Integration - online adverts
4) Individualisation - targeted to suit
5) Independence of location - anywhere, catchment areas
6) Interactivity - Pull driven, demand own adverts

34
Q

Ch 11 CRM customer lifecycle x4

A

Build and sustain long term business. 4 key marketing activities;

1) Selection - targeting, there value
2) Acquisition - target right segments
3) Retention - understand customer, improved satisfaction
4) Extension - increase range of products sold

35
Q

Ch 12 Stages in product life cycle x5

A

Every project different but include at least;

1) Initiation
2) Planning
3) Exection
4) Control
5) Completion

36
Q

Ch 12 Project constraints x3

A

1) Cost
2) Time
3) Scope

37
Q

Ch 12 Risk management matrix

A

How to manage each risk

                                    Likelihood

                            Low                     High

              Low       Accept              Reduce Impact
              High      Transfer            Avoid
38
Q

Ch 12 Benefits dependancy framework x5

A

Aimed at ensuring that the business drivers and investment objectives are achieved by ensuring there are appropriate business changes in areas such as work methods, structure, culture.

Network should be established in order;

1) Identify business drivers
2) Establish investment objectives
3) Identify business benefits
4) Identify required business changes
5) Associate further enabling changes

39
Q

CH 12 Project appraisal x4

A

1) NPV
2) IRR
3) ARR
4) Payback period

40
Q

Ch 15 Goals of HRH x4

A

For strategies to be successful HRM must be successful in a number of areas, the 4 Cs

1) Commitment
2) Competence
3) Congruence
4) Cost effectiveness

P3 (1 decks)

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