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BA 90 - STRATEGIC BUSINESS ANALYSIS > UNIT II > Flashcards

UNIT II Flashcards

1
Q

is a description of the current situation within an organization,
comprising various dimensions including people, policies, processes, and
technologies.

A

Current State

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2
Q

also called as “AS-IS Analysis”

A

CSA

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3
Q

Is a management method
for identifying and evaluating a company’s processes and workflows.

A

CSA

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4
Q

What Bracket? Business Analysis Perspective and Organizational Change Management Perspective

A

Importance of Current State Analysis

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5
Q

to ensure requirements for the future state
are accurately captured so the new system and processes can be designed
to address gaps and requirements appropriately.

A

Business Analysis Perspective

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6
Q

to understand the
impact of the change – how large, how small, how complex – so strategies
can be developed to assist users through the change curve to quickly adopt
the new systems and processes.

A

Organizational Change Management Perspective

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7
Q

The Two Purposes of CSA (T-S)

A

The primary purpose for organizational change management is to help
stakeholders more easily navigate the transition from current state to future
state, leading to adoption and increased utilization of the new processes and
technology.

Also to identify each process’s strengths, weaknesses, opportunities, and
threats.

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8
Q

Benefits of CSA (I-T-E-W-V-S)

A
  • Helps provide a clear picture of what is changing by identifying gaps in the
    current state and requirements for the future state.
  • Ensures everything needed to enable the business process has been thought
    through and accounted for in the future state.
  • Sets expectations for who, what, when, and how activities are to be
    accomplished.
  • Helps identify weaknesses and opportunities to further improve your process
    before implementation.
  • Helps stakeholders and users see and understand the change by being able
    to visually compare the current and future state.
  • Can easily be augmented with screenshots and further details to become
    process-driven training, which is more digestible for end users.
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9
Q

Guides for CSA (C-D-I)

A

Conduct Research
Document the process
Identify gaps, obstacles, orflaws

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10
Q

To develop an overview of the company’s current goods,
activities, and services.

A

Conduct Research

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11
Q

This helps the individual understanding of the
products and goods offered by the company

A

Conduct research

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12
Q

The process information can be documented in a
process map.

A

Document the process

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13
Q

This will help the firm capture the process inputs, systematic
support functions, full descriptions of completing the process and all process
outputs.

A

Document the process

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14
Q

To ensure the change is positive,
analysts use present processes to inform future state diagrams and strive to
innovate and experiment with new ideas.

A

Identify the gaps, obstacles, or flaws.

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15
Q

This will show the leadership skills
by recommending solutions for the issues.

A

Identify the gaps, obstacles, or flaws.

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16
Q

Tools in Analyzing CSA (D-V-C-G)

A

Diamond E-Framework
Value Chain Analysis
Competitive Analysis Framework
- SOAR Analysis
- SGA
- Porter’s Five Forces
- PESTLE Analysis
- VRIO Analysis
- Benchmarking
Growth Share Matrix

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17
Q

It identifies the key variables that need to be
considered in the analysis and it structures the critical relationships among them.

A

Diamond E-Framework

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18
Q

Strategy is the critical linking variable in the model.

A

Diamond E-Framework

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19
Q

Strategy tells you what
opportunities the business is pursuing in the environment, and, by inference,
what resources, organizational capabilities, and management preferences are
required for effective execution.

A

Diamond E-Framework

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20
Q

The double-headed arrows in the diagram
indicate that any of the variables can either drive strategy or constrain strategy.

A

Diamond E-Framework

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21
Q

Principle Logic of Diamond E-Framework (C-C-A-)

A

Consistency
Coherence
Alignment

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22
Q

The idea is that _________ among the
component variables in the Diamond-E will lead to successful performance, while
conflict or inconsistencies will lead to poor performance.

A

high internal consistency

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23
Q

means that the
Diamond-E framework is complete in and of itself as well as being internally logical
and consistent.

A

Coherence

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24
Q

It follows that a viable strategy needs to be in ________ with the
opportunities and challenges of the environment on the one hand and with the
internal capabilities, drives, and constraints of the business on the other hand.

A

alignment

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25
z
strategic failure
26
environmental changes make the strategy _____
obsolete
27
short term or long term? Errors in reading the environment cause strategic failure
short term
28
short term or long term? environmental changes make the strategy obsolete
long term
29
________ exceed the capacity to execute
strategic demand
30
_______ develop inconsistently with strategy
internal capabilities
31
short term or long term? strategic demand exceeds the capacity to execute
short term
32
short term or long term? internal capabilities develop inconsistently with strategy
long term
33
arise from potential inconsistencies between strategy and environment.
environmental risks
34
In the short run, the risk is usually one of miscalculating timing, or potential, or competitive reaction: you think that a strategic initiative will work but there is a chance that you may be misreading the situation.
environmental risk
35
arise from inconsistencies between strategy and the resources/capabilities and drives within the firm.
capability risks
36
In the short run, a new strategy may simply demand too much from a business unit’s resources and capabilities.
capabilitiy risks
37
objectives of E-Diamond Framework (A-G-E)
(1) assess the appropriateness of the firm’s current strategy, (2) generate new ideas and strategic proposals, and (3) evaluate specific strategic proposals.
38
– this requires a careful assessment of the forces at work in the environment and translates the observations into the implications for the business in terms of strategic opportunities and challenges.
The Strategy-Environment Linkage
39
It is important to assess the environment using appropriate analytical tools. A
The Strategy-Environment Linkage
40
Tools for Strategy-Environment Linkage
PEST Analysis, Poster's Five Forces Mode, VCA
41
this is to identify the resource requirements for the current strategy or new strategic proposal and compare of the required resources with the available or readily available and identify any resource gaps of the business.
The Strategy-Resources Linkage
42
this includes the strategic preferences of the managers in the business
The Strategy-Management Preferences Linkage
43
The analysis starts with identifying the preferences to successfully execute the strategy.
The Strategy-Management Preferences Linkage
44
The analysis of the strategy–management preferences linkage starts with the identification of preferences that would be consistent with the successful execution of the strategy.
The Strategy-Management Preferences Linkage
45
These are then compared with the preferences of the business managers who are critical to the execution process.
The Strategy-Management Preferences Linkage
46
– this is usually the last step in the Diamond-E analysis.
The Strategy-Organization Linkage
47
It includes in identifying the organizational capabilities required to implement the strategy with consistency.
The Strategy-Organization Linkage
48
You should start the strategy–organization analysis by identifying the organizational capabilities required to implement the strategy, as deduced directly by the strategy and indirectly from the gaps identified in the resource and preference analysis.
The Strategy-Organization Linkage
49
The next step is to check for consistency between the required capabilities and those evident in the organization.
The Strategy-Organization Linkage
50
If these are consistent you can move on to forecast performance, make choices, and work on execution.
The Strategy-Organization Linkage
51
If there are gaps, however, you will need to determine the nature and feasibility of the changes to develop the missing capabilities.
The Strategy-Organization Linkage
52
firms must manage the tension between what they____ given the competitive environment, _______ given their organization, resources, and capabilities, and _____ given management preferences.
“need” to do, what they “can” do, what they “want” to do
53
a strategy may stretch what a firm “can” deliver.
need to do
54
a firm may satisfy key stakeholder interests at the expense of not delivering exactly what the market needs, as found in many entrepreneurial firms who are guided by what an entrepreneur ____
wants to do
55
Introduced by Michael Porter in 1985.
Value Chain Analysis
56
It is the set of primary activities selected from the industry’s value chain that have been integrated into the structure of an organization.
Value Chain Analysis
57
It is the process of looking at the activities that go into changing the inputs for a product or service into an output that is valued by the customer.
Value Chain Analysis
58
Primary activities under the VCA include: (I-0-0-M-S)
s inbound logistics, operations, outbound logistics, marketing and sales, and after-sale service.
59
firm infrastructure, human resource management, management information systems, technology development, and procurement.
Support activities under the VCA include:
60
This is a model or toll that can be used to compare business plan or marketing strategy with other competitors.
Competitive Analysis Framework.
61
It will create visual structure for a marketing competitive analysis which describes a company’s competitors and provides detailed information about their sales, strategies, and marketing efforts
Competitive Analysis Framework.
62
Benefits of Competitive Analysis Framework (6 Ms)
* Identify market gaps within an industry. * Find market trends and patterns. * Analyze effective marketing strategies. * Identify measurable goals. * Make data more visually appealing. * Focus on a specific marketing area.
63
helps to evaluate the internal (strengths and weaknesses) and external factors (opportunities and threats) that impact a business or a course of action.
SWOT Framework
64
it is often used in strategic planning to help identify a potential competitive advantage.
SWOT Framework
65
competitive analysis framework that analyzes organizations in clusters based on the similarity of strategy.
Strategic Group Analysis
66
is an analysis framework that classifies the products in your company’s portfolio against the competitive landscape of your industry.
Growth Share Matrix
67
Growth Share Matrix is developed by?
the founder of the Boston Consulting Group in 1970
68
detects weaknesses, redundancies, and obstacles in existing processes
identifies gaps and inefficiences
69
other term for blockages
obstacles
70
establishes a reference point to measure progress and success
provides a baseline for change
71
ensures data-driven strategies rather than relying on assumptions
improves decision making
72
highlights opportunities for streamlining workflows and automation
enhances process efficiency
73
helps anticipate potential issues and minimize financial or operational risks
reduces risks and costs
74
ensures leadership, employees, and teams have shared understanding of challenges
aligning stakeholders
75
facilitates smooter transitions by preparing for future state implementation
supports change management
76
improves service delivery, employee productivity, and overall experience
boosts customer and employee satisfaction
77
helps the business stay ahead by adapting to marketing demands and trends
strengthens competitive advantage
78
encourages ongoing optimization for long term business growth
enables continuous improvement
79
have an immediate effect (cost advantage) on the production, maintenance, sales and support of the products or services to be supplied
primary activities
80
assist the primary activities, and they form the basis of any organization
support activities
81
benefits of value chain analysis (C-D-I-C)
* Cost Advantage * Differentiation * Improved Decision-Making * Competitive Positioning
82
strategic tool used to assess a company's competitive position in the market.
COMPETITIVE ANALYSIS FRAMEWORK
83
It helps businesses understand their competitors, industry dynamics, and opportunities for differentiation.
COMPETITIVE ANALYSIS FRAMEWORK
84
The insights gained from competitive analysis can guide decisionmaking in marketing, product development, pricing, and overall business strategy.
COMPETITIVE ANALYSIS FRAMEWORK
85
a strategic planning framework that focuses on an organization's positive aspects and future potential
SOAR Analysis
86
Identifies what the organization does well, its core competencies, and competitive advantages.
strengths
87
Focuses on external trends, market possibilities, and areas for growth.
opportunities
88
Defines the organization's vision, goals, and desired future state.
aspirations
89
Measures key performance indicators and success metrics to track progress.
results
90
HOW TO CONDUCT SOAR ANALYSIS?
Step 1: Define the Objective Step 2: Gather Data and Insights Step 3: Identify Strengths Step 4: Identify Opportunities Step 5: Define Aspirations Step 6: Determine Results & Key Metrics
91
Is a competitive analysis framework that analyzes organizations in clusters based on the similarity of strategy
strategic group analysis
92
HOW TO CONDUCT STRATEGIC GROUP ANALYSIS?
Step 1: Define the Industry and Competitors Step 2: Identify Key Competitive Dimensions Step 3: Create a Strategic Group Map Step 4: Analyze Competitive Dynamics
93
a competitive analysis framework that helps businesses assess industry structure and competitiveness
Porter's five forces
94
Measures how easy or difficult it is for new competitors to enter the market.
Threat of New Entrants
95
Assesses how much influence suppliers have over pricing and availability of inputs.
Bargaining Power of Suppliers
96
Evaluates the power customers have to demand lower prices or better quality.
Bargaining Power of Buyers (Customers)
97
Determines the risk of alternative products or services replacing the company's offering.
Threat of Substitutes
98
Analyzes the level of competition among existing firms in the industry.
Industry Rivalry (Competitive Intensity)
99
HOW TO CONDUCT PORTER’S FIVE FORCES ANALYSIS?
Step 1: Define the Industry Step 2: Analyze Each Force Step 3: Identify Key Insights Step 4: Develop Strategic Actions
100
Identify the impact. High startup costs and brand loyalty create entry barriers.
Low
101
Identify the impact. Coffee beans are sourced from a few key regions; major brands have strong supplier relationships.
medium
102
identify the impact. Many coffee choices available, giving customers more power.
high
103
identify the impact. Tea, energy drinks, and home-brewing machines offer alternatives.
high
104
identify the impact. Intense competition among global brands like Starbucks, Dunkin', and McCafé.
high
105
106
It helps organizations understand risks, opportunities, and trends in their environment.
PESTLE Analysis
107
HOW TO CONDUCT PESTLE ANALYSIS?
Step 1: Define the Scope Step 2: Identify Relevant Factors Step 3: Analyze the Impact Step 4: Develop Strategic Actions
108
is a strategic analysis framework used to evaluate a company's resources and capabilities to determine if they provide a sustainable competitive advantage.
VRIO Analysis (Value, Rarity, Imitability, Organization)
109
HOW TO CONDUCT VRIO ANALYSIS?
Step 1: Identify Key Resources Step 2: Evaluate each Resources Using VRIO Step 3: Interpret Results

BA 90 - STRATEGIC BUSINESS ANALYSIS (1 decks)

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