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Interpreting Industry Analyses-Low entry barriers
指导英国essay Suppliers and buyers have strong positions -Strong threats from substitute products -Intense rivalry among competitors
CASE ANALYSIS METHOD A Dynamic Approach for Analyzing Cases & Strategy Formulation
Case Analysis Method... Introduction
There is no single best method to approach case problems! However, all cases can benefit from a structured analytical technique and approach... No matter how complex, how convoluted or difficult a problem or an issue may be, a focused and structured approach can help in the analysis of facts and situations.If you understand how to “break down” a case, you can attack virtually any business problem.
Case Analysis Method, continued…
Organizations face complex, systemic problems and issues to succeed, they must employ a dynamic, iterative process of:DiscoveryIssue IdentificationProblem DefinitionCritical Thinking and Analytical AssessmentStrategy DevelopmentStrategy Implementation
Key CAM Activities… Summarized
Use an iterative approach.Separate activities into discrete yet all interrelated steps; constantly test against previous findings and conclusions and incorporate new facts, emerging situations, etc. validate or restate your conclusions.Always place in context; maintain a current perspective.
Identify what has changed or is changing.Identify the drivers of change and market dynamics and understand their influence.Evaluate internal situation in the organization.Assess the costs/benefits of strategies determine the Value Proposition.Ensure action plans align with strategy, issues and organizational objectives.
Key Activities & Questions
What are they?How important are they?Is there connectivity or a common theme?What is their level of relevancy?Can they be clearly defined?What character do they assume:OperationalCustomerCompetencyTechnologyOrganizationalQuality
What are they?How important are they?Where/what are the relationships?How do they impact strategy and operations?How do they influence the facts and problems?Are the issues context sensitive?How can the relationships be characterized?OperationalCustomerQualityTechnology
What are the pertinent facts?How do the facts support or relate to the issues and problems?How relevant are the facts to the issues and problems?How do the facts relate to one another; are there trends, clues of multiple relations to the environment?Are facts supported by:FinancialsBenchmarksQuotesExamples
What strategies are available for the company?How do the strategies “map” to the problems and issues?Are the strategies implementable and executable?What implications are created by strategies?What distinct/ sustainable competitive advantages are created by the strategy?What Value Proposition does the strategy create for customers/partners/internal and external stakeholders, etc.?#p#分页标题#e#
Do the recommendations provide a distinct value proportion?Are action plans formed which can support the strategy?What are the financial implications of the strategy?What are the strategic enablers necessary to implement the strategies?Is there an alignment between the recommended strategy, organizational capabilities/assets/ resources and the organizational structure?
Case Analysis & Strategy Development… A Dynamic Process
http://www.ukassignment.org/daixieEssay/daixieyingguoessay/Strategy development is a dynamic, iterative processAt each step, test and revise your conclusions and findings against those from previous stagesAlways place facts, findings and recommendations in context and perspectiveContinuously incorporate and adjust you hypothesis and analysis for new findings and information
The Iterative Process of Case Analysis…
General observationsFactsStated problemsBasic performance measures and indicatorsNew/additional findings and information
Separate facts and observations from real issuesIdentify and separate symptoms from causesIdentify linkages between symptoms and causesIdentify drivers behind performance indicatorsLink to and test 指导英国essay against facts and observations
Confirm issues or reject and restate issuesDefine resulting problem(s)Prioritize with respect to:Criticality/importanceSize and impact (strategic, competitive, financial, etc.)Timing/immediacyTest validity against facts and observations
Develop understanding of the contextIdentify and evaluate :External factorsEconomic, market and political changesEmerging trendsSpeed and degree of impact of changesShifts in consumer demand and needsCompetitive factorsChanges in business modelsChanges in operational modelsChanges in competitive dynamics and interactionsShift in competitor business focusChanges in competitors relationsNew and emerging sources of competingInternal factorsCurrent strategies, their effectiveness and validityPresent competencies, competitive advantages and their sourcesThe value competencies in the context of the environment and ongoing changesThe currency/validity of existing business modelFlaws or drawbacks in the existing business model and operationsLacking competencies and resourcesInternal organizational changes (e.g. leadership, structures, etc.)Identify critical success factors (CSFs) and competitive imperativesIdentify GAPS between CSFs and core competencies and strategiesTest conclusions against issues and problems
STRATEGY DEVELOPMENT:Develop scenariosIdentify strategic optionsAssess viability of strategiesAssess sustainability of strategiesDevelop competency and resource requirementsAssess risks and rewards associated with strategic optionsTest the value proposition of each strategic option to the:ConsumerShareholderBusiness partnersAssess impacts, both short-term and long-term:Strategic/competitiveOperationalOrganizationalFinancialTest strategies against identified issuesTest strategies against problemsTest strategies against organizational goals and business objectives#p#分页标题#e#
STRATEGY IMPLEMENTATIONAssess implementation feasibilityDesign plan for developing/acquiring required competenciesDevelop implementation plan:Resources (financial/budget, HR, etc.)Timing/scheduleAction steps/tasksPrioritiesKey Points to Consider in Strategy Development…
RelevancyOf facts, issues, purposes, external and internal data and information.Disregard and eliminate “noise”!Correct Issue/Problem IdentificationAddress the real causes/opportunities/drivers.Economic Value PropositionDeveloped strategy must present a distinct value proposition to the customer, business partners as well as the company.AlignmentBetween strategies, internal goals & external imperatives, and supporting systems & infrastructures (e.g., company resources, organizational structure, process design and activities, IT architecture, necessary knowledge, competencies,etc.).
Issue Identification and Problem Formulation – consider:The typical Causes of Strategic DeclineTraditional vs. new sources of competingCritical Thinking and Analysis – consider and assess:The three key drivers of change:Information technologyGlobalizationDiversity and multiculturalismThe five strategic pillars for competing and their management and use by the organization as compared to the competitors:InnovationKnowledgeOperational excellence and organizational agilityLeadershipInformation technology
指导英国essay Strategy Development – consider:The six strategic choices for competing:InnovateSubstituteImitateCollaborateComplementWithholdThe high-performance characteristics and competenciesStrategy Implementation – consider:Keys to successful process integration and business transformationThe five segments of architecting for high-performance:Baselining and AssessmentVisioning and Strategy SettingOrganizational IntegrationOperational IntegrationSustainability and Regeneration
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