9月p3沖刺直播考前對內(nèi)

QuestionACompulsoryCaseStudytotally50PartA&B(around30Upto5separaterequirementsQuantitativedatawillbeincludedB2Questionsfrom3(25marksX2SectionA: SectionA:SectionA: Q1&SectionQ1&SectionQ1&SectionTheTheRational&choice&choice Topic:Strategic Ecocar(Jun2011),ONA(Dec ROAM(DecGET(Dec2011),EA(DecTopic:StrategicOptionsandChoice ONA(Dec2007),TKP(Dec2014)，ABCL(DecJoeSwift(JunTopic:Forecastinganddecisionmaking Nesta(Jun2013),YTP(Jun2015),ATD(Dec2013),YTR(Jun2015)，NobelPets(Dec2014)Topic: BATimes(Dec2013),iTrain(Jun2014),TMP(DecTopic:BusinessCT(Jun2013),Flexipipe(JunTopic:Frigate(DecTopic:Project Homedeliver(Dec2011),Mahem(JunLowlandsBank(Jun2008),ClothingCo(DecTopic:Change Shoal(Dec2011),Reink(Jun如果是report/briefFrom：XXXTo：XXXIdentify&Discuss,7marksIdentify1markDiscuss1mark1個mark寫22再看requirement的動詞和problem&lesson12每個review6分每個point2分lesson1分BCG/stakeholderBCG/stakeholder不用花太多功夫畫圖（不給分complex的，because…….-so,XXprocess是XXBCG/stakeholderBCG/stakeholder不用花太多功夫畫圖（不給分-計算mktshare判斷計算mktgrowth判斷PartAStrategicPositionChapterStrategicandBusiness（5年考7次，6次C，1次TheRational

Whydoweneedbusiness(how,adv,disadv,suittowhatkindofLevelofStrategicReviewand&choice&choice LevelsofStrategic(wholeorg.

(partsoforg.(resources/processes)usedtocarryoutthe

Time...2012,2013,HorizontalIdeas:Ideas:innovation,diversityofExperience:whathasStrategicLenses(Q1(c)Dec2008,Q1(b)Jun201310StrategyStrategyStrategyStrategyStrategyStrategyDesign:rational,topdownAdvantagesofStrategicItestablisheslong-termobjectivesfortheorganisation,andplansforachievingthoseobjectives.TheorganisationismuchbetterItcantaketimetoimplementnewplansanditcanalsotaketimebeforechangeshaveanoticeableeffect.ManagementshouldseektocontroltheTheorganisationisforcedtolookPotentialDisadvantagesofStrategicToomuchtimespentplanningandbyanalysis'.notenoughtimespentonaction-'paralysisInflexibility.Noplanwillremainappropriateoverfiveyears.Itisessentialtobepreparedtoabandoninappropriatepartsoftheplanandtotakeupnewopportunitieswhichmightpresentthemselves.TooslowtoreacttochangingPlanninghasacostintimeandmoney,whichcanbecometoohighifnotmonitored.'Head-in-the-sand'attitude:itisnottheplan,sowewon'tdoit;itintheplansowedoit,nomatterChapter2Externalenvironment(5年考7次，5次C，2次TheRationalCSF–Valuechain—valuechainhowcanITimprovevalueHarmon'smodel(strategy&complex)SWOT:strength&weakness&choice&choice National:porter’s rter’s5forcesSWOT:opportunities :ExternalMacro–environment(Q1Dec2008-a),(Dec/11,Jun/11,Dec/10,P–war,changeofgovnt,changeofgovntpolicy,publicpolicy,politicalrisk,changeoflaw,changesincompetitionpolicyorconsumerprotectionE–inflationrate,exchangerate,interestrate,taxrate,stateofeconomySdemographic(老齡化demand的pattern),changesintaste,culture,T–newtechnology,ChangesintechnologythataffectwaysofworkingorthetypesofproductsandservicesdemandedE–“Green”issuessuchaspollution,climatechange,wastageandL–companylaw,dataprotection,employmentlaw,health&safety,orindustry-specificregulationsUsingPESTELasaframeworksuggestarangeofThreatsandOpportunitiesfacedbyanationalrailproviderwhichislargelystate-funded?-Porter'sDiamond(Q1Dec2013-

Factorscondition法國:naturalresourceclimate,CommunicationandDemandcondition日本:StrongdomesticdemandandsophisticatedcustomerstastesFirmstrategy,structureandrivalry德國：IntensedomesticrivalryrequirefirmtoperformwelltosurviveRelatedandGoodlocalsupplychainandqualityandcostadvantage5.2Industryorsector-Porter‘s5Threatofnewentrants(barrierstoentrytokeepthem economiesofscale–ifhighfixedcost,newentranthastogainlargesliceofmarketformexistingcompetitors.productdifferentiation–existingfirmalreadybuildupagoodbrandimageandstrongcustomerloyaltyoveralongtime.Capitalrequirement–highinvestmentrequirementishighbarriersagainstnewKnowledgerequirements–barrierstoindustryrequirehighknowledgeandknowhowishighSwitchingcosts–coststhatcustomerwillincurifswitchingAccesstodistributionchannel–hardtogainexistingchannel,newdistributionchanneldifficulttoestablishOthers:patent,governmentsupport,favorableaccesstoraw5.2Industryorsector-Porter‘s5Bargainingpowerofhowmuchcustomer

-More-Howmanybuyersthereare:fewbuyer,largebuyer(客戶數(shù)量Howcriticaltheproductistocustomer’sownbusiness:customer’srelianceonaWhethertheproductsarestandarditems(easytoCustomer’sownprofitability(customer本身的profitabilityPrice-awarenessofProductqualityisimportanttothecustomer(customernotpricesensitive,industrymoreattractive)5.2Industryorsector-Porter‘s5Bargainingpowerofwhethertherearejustoneortwodominantsuppliers數(shù)量Threatofnewentrantorsubstituteproductstothesupplier’sWhethersupplierhaveothercustomersoutsidetheindustry,donotrelyontheindustryforthemajorityofsalesImportanceofthesupplier’sproducttocustomer’s-More-Long-term--More-More-Long-term--Moresupply-EstablishbyWhethertheswitchingcostforcustomersis5.2Industryorsector-Porter‘s5Threatofsubstitutesbuyer’scostofswitchingtothe應(yīng)商相同),monetarysubstitutes(自學(xué))Marketgrowth,coststructure,switching,capacity(increasesales,decreaseunitcosts),uncertainty,strategicimportance,exitbarriers-Drivingthemoutoftheindustry:cuttingprice,improveproduct,6.Industrycompetition-Lifecycle(Q1Dec2010-

6.Industrycompetition-Lifecycle(Q1Dec2010-Introduction:newproduct,slowsalesgrowth,unitcosthigh,highmarketingcosts,loss,fewcompetitorGrowth:newproductgainsmarketacceptance,salesrise,starttomakeprofit,cashflowfromnegativetopostive,competitorattracted,addadditionalfeaturestodifferentiatedfromcompetitors,attractnewtypesofcustomersMaturity:marketnolongergrowth,purchasebasedonrepeatorreplacementpurchase,rateofsalesgrowthslowdown,profitgood,capitalinvestmentarelow,cashflowispositive,pricestarttodecline,numberoffirmsinindustryreduced,consolidationintheindustryDecline:salesstarttodecline,productfall,someproductleavethemarket.thelifeofproductbymodifyingtheproductandseekingnewmarketChapterInternalTheRationalCSF–Valuechain—valuechainhowcanITimprovevalueHarmon'smodel(strategy&complex)SWOT:strength&weakness&choice&choice National:porter’s rter’s5forcesSWOT:opportunities :StrategicStrategiccapability(JS&W)：strengthsandweaknessesofanorganisation,i.e.itsabilitytodelivervalue.i.e.minimumto

vidingcompetitiveadvantageTodoreallywellyouneedcapabilitiesforcompetitivecorecompetencieswaysinwhichanorganisationusesitsresourcesbetterthanitscompetitors,andinwaysthatotherscannotimitateorobtain（howtouseresource3Es)2.22.2Resources-2.3Knowledge–ImplementknowledgeValueChain(Q1DecValueChain(Q1DecInboundlogistics–receiving,storingandhandlingstocksofrawOperations–processingrawmaterialsintofinishedOutboundlogistics–storingfinishedgoodsanddistributingthemtoMarketingandsales–marketingandsellingService–afterorduringsalesservicesseparatefromtheproduct(egProcurement–purchasingHumanresources–allfunctionsrelatedtostaffrecruitmentandTechnologydevelopment–managementofITandR&DInfrastructure–everythingelse!(e.g.seniormanagersandfinanceValueSystemandValueSupplychainschedules,paymentterms

Orders,returnrequests,repairandservicerequests,payments5.Benchmarking(Q12012-a5.Benchmarking(Q1Benchmarkingcanbeusedtoimproveanorganization’sstrategiccapability,(1)gatheringdataoftargetsand(2)identifyingrelativelevelsofperformance(especiallyunderperformed(3)adoptionofidentifiedbestpracticestoimproveBenchmarkingenablefirmMeetindustrystandardsbycopyingChallengeexistingwaysofdoingAssesscurrentresourcesandHelpimproveHelpprovide‘a(chǎn)dvanceGainunderstandingofvalue-addingInformationNotsaywhyorganisationisperformingworsethanFocusonwhatisbeingUsedtopunishtheirperformanceratherthanidentifyareastoSWOTAnalysis/TOWSMatrix(Q1Dec2009/Q1DecExperience,UniqueCompetence, Strategicalliances,ProductImport,

Gapinexperience,FinancialReliabilityandLossofkeyLossafalliancesandPriceStrong6.SWOTAnalysis/TOWSMatrix(Q1Dec2009/Q1DecthatmakeuseofwhichaddressLookforDefensive:LookwhichusestrengthstrategieswhichthreatsandeffectofChapter4Stakeholder,mission&CultureTheRationalCSR–corporatesocialresponsibilityCulturalweb&choiceObjective-什么樣的是好的objective/plan&choice

Stakeholdermapping-Mendelow'sMatrixL MinimalEffortMinimalEffortKeepInformedKey(e.g.majorHMission&Objectives–AppraisalofmissionToresolvestakeholderToguidemanagerswhensettingTocommunicatethevaluesoftheorgtoTohelpwithmarketingtheBefashionabletodoBe2.2Types2.2Typesofculture(DecPartBStrategicchoices(510次C，1次ChapterStrategicDirection-CompetitiveRationalRational&choice&choice Directionofdevelopment:TOWSmatrix(develop/hold/IfAnsoff’sTheRationalmodel(1)DevelopmentAnsoff’sParent:portfoliomanagers(BCGmatrix)Synergymanagers(integration)SBU:porter’s&choice&choice BCG/GE Synergy Directionof

Parentaldeveloper Ansoff’smatrix

3.EvaluateMethod

l Strategicalliance

SParentapproaches(Dec2010Q1(c)10marks;JSW:Threecorporaterationales(approaches)foraddingacquireundervaluedcompaniesandimprovetheirperformancebyrestructuringand/or

financialresult

achievesynergyinvariouswaysbysharingresourcesandcompetencesamongSBUs.E.g.createnew

keeptheirowncostslow RequiregreaterinterventionintheoperationoftheSBUs

-addvaluetoSBUsby parentalcompetenciestohelpthem.e.g.brandent Portfoliomanager–BCGPortfoliomanager–BCGmatrix(總結(jié)(Dec2012Q1(a);Dec2008Q2(b)10Accordingtotheirpositiononthematrix,SBUswillbecategorisedasStarsoffergoodfuturereturnssotheparentneedstoinvestinanddevelopthem.Duetotheindustrylifecycle,starswillbecomecashcowsintime.Cashcowsdonotneedmuchinvestmentsowillgeneratecashincome.Parentscanusethiscashtoinvestinstarsorsimplyprovideareturntoshareholders.Questionmarksshouldbeassessedtoseewhethertheyhavethepotentialtobecomestars.Ifso,theparentshouldinvestinthem,ifnot,theyshouldbesoldorrundown.Dogscantieupfundsandprovideapoorreturn.Ingeneral,theyshouldbeoffalthoughmayberetainediftheyareausefulnicheSynergymanagers– ForwardverticalParentdevelopment–AshridgeThefitbetweentheSBUscriticalsuccessfactors(whatitneedstobegoodat)andwhatheadofficecouldsupplytohelptheSBUachievethosecriticalsuccessfactors.('Feel')TheopportunitiestotheSBUachieveitscriticalsuccessfactors.ParentdevelopmentAshridgemodel（總結(jié)HeartlandbusinesseshaveopportunitiestoimprovethattheparentknowshowtoaddressandarewellunderstoodBallastbusinessesarewellunderstoodbytheparent,perhapsbecauseithasowneditformanyyearsorsomeoftheparentmanagerspreviouslyworkedinit.However,theparenthasnorealopportunitiestoaddvalue.Ballastbusinessescanprovidesteadyearningsbutcanalsobeadistractionformanagement.Iftheycannotbemovedintoheartlandbusinesses,managersshouldconsiderdivestingthem.Valuetrapbusinessespresentopportunitiesforparentstoaddvalue,perhapsbyexploitingsynergiesortransferableskills.However,theparentshavealimitedunderstandingofwhatiscriticalfortheSBUtosucceedandsothereisahighriskthattheywillmakedecisionsthatreducevalue.Iftheycannotbeconvertedtoheartlandbusinessestheyshouldbedivested.Alienbusinessesarepoorlyunderstoodandoffernoopportunitiesforaddingvalue.ItisthatvalueisbeingdestroyedandtheyshouldbedivestedassoonasSBU–Porter’sGenericstrategies(Dec2007Q1(c)Low Low

HighHighLowHighLowLowHighHighHighCost Stuckinthe SBU–strategicclock(Dec2007Q1(c)10SBU–strategicclock(Dec2007Q1(c)10(1)Anofrillsapproachseekstodeliverthelowestpossibleprice.Itismostappropriatewherecustomersareprice-sensitive,switchingcostsarelowandthereislittleopportunitytocompeteonproductfeatures.(2)Alowpricestrategyseekstoprovideasimilarvalueofproductorservicetocompetitors,butatalowerprice.Thisisrelativelyeasyforcompetitorstocopysowillonlybesustainableifthecompanyhasacostadvantageoveritscompetitorsforagivenlevelofquality.(3)Thehybridapproachattemptstosimultaneouslypricelowerthancompetitorswhiledeliveringenhancedvaluetocustomers.Thismaybeachievedbyproducinghighervolumesthancompetitors,orfocusingveryclearlyononeaspectofaddedvalueoraparticularmarketsegment.2.2SBU–strategicclock(Dec2007Q1(c)10(4)Differentiationisastrategyaimingtoprovideserviceswhicharedifferentoruniqueintermsofvalueprovidedtocustomers.Thismaybebasedonfactorssuchasproductquality,marketingorinnovation.Differentiationallowscompanytoearnahighermarginbycharginghigherprices,orgainmarketsharebyofferingmorevalueatthesamepriceascompetitors.(5)Focuseddifferentiationmeansprovidinghighperceivedvaluetojustifychargingasignificantlyhigherpricethanotherproducts.Thisusuallymeanstargetingaspecificmarketsegment.(6),(7)&(8)whichcombinehighpriceandlowperceivedvaluewillmost2.4RelationshipbetweenPorter’s5forces&CostEntryofbuyerThreatofCompetitive3.Ansoff's3.Ansoff'sMatrix(Q1

PenetrationEfficiencygainsDo

NewsegmentNewuseererPloopdumentde 3.Ansoff3.AnsoffsMatrix(Q1MarketPenetrationmeansincreasingmarketshareofexistingproductsviapromotions,pricereductions,increasingusageetc.Itrepresentsarelativelylowriskstrategy.Alternatively,acompanymaysimplyaimtomaintainorevenreduceitspositioninamarket.MarketDevelopmentmeansseekingnewcustomersforexistingproducts,e.g.exportingorsellingvianewdistributionchannels.Riskhereisstillreasonablylow.ProductDevelopmentissellingnewproductstoexistingcustomers(“cross-selling”).Thisisslightlyriskierasitmayinvolveinvestmentinnewproductsanditssuccessmaydependontherelationshipafirmhaswithitscustomers.Diversification,sellingnewproductstonewcustomers,mayoffersignificantgrowthpotentialbutitisriskyasitmayrequiresignificantinvestmentandnewcompetencies.TOWSMatrix(Q1Dec2009/Q1DecthatmakeuseofwhichaddressLookforDefensive:LookwhichusestrengthstrategieswhichthreatsandeffectofTOWSMatrix(Q1Dec2009/Q1Dec2013)(總結(jié)ThisbuildsonSWOTanalysistoprovidefourpotentialstrategicWT(weakness-threat)strategyaimstominimiseweaknessesandthreats.Forexample,acompanyfacingstrongcompetitionwithlimitedfinancialresourcesmightlookforamergerpartner,oraimtocutcostsWO(weakness-opportunity)strategyaimstominimiseweaknessesandexploitopportunities.Forexample,acompanymayhaveidentifiedapromisingtechnologicaldevelopment,butnothavethetechnicalcapabilitiestoexploitit.Theycouldaimtohirepeoplewiththerelevantskills,oracquireacompanywiththesecapabilities.ST(strength-threat)strategyaimstouseafirm’sstrengthstodealwiththreats.Forexample,increasingenvironmentalawarenessmaycauseathreattoamanufacturingcompany’soperations.Theycouldusetheirfinancialresourcestoinvestinmoreenvironmentally-friendlySO(strength-opportunity)useafirm’sstrengthstoexploitopportunitiesidentified.example,afirmwithastrongmarketpositionmightexploitglobalisationbydevelopingnewChapterKeyKeyChoosingastrategy Methodof

optionbySAF11MethodofInternaldevelopment–onlyusinginternalMergers&acquisitions–combiningwithanotherFranchising–franchiseespaytouseacompany’sbrand,expertiseandsupportservicesStrategicalliances–someformofco-operationwheretwoormoreorganisationsshareresourcesandactivitiestopursueagivenstrategy.ThiscouldrangefromaformalJointVenture,throughfranchisingtoaloosercollaborationsuchasairlinecode-sharing.AAAACapitalResource1.2MergerandAcquisitionDec1.2MergerandAcquisitionABABAMergerandAcquisition(總結(jié)KeyAllowsfastexpansionintonewmarketorproductrangeMayachievecostreductions,e.g.rationalisingbranchesorheadofficefunctions,purchasingingreaterbulkEliminateacompetitorsostrengthenmarketGivesfastaccesstoresourcesthatmaynotbereadilyavailableotherwise(e.g.technology,skills,supplierrelationships,skilledmanagement)CanovercomebarrierstoKeyCanbeexpensive,especiallyiftheyarenotagreedwithmanagement(hostiletakeover),notjustrelatingtopurchasepricesbutalsofeesforbankers,lawyers,consultantsetc.IntegrationofacquisitionsintermsofIT,products,customersetc.canbeItisdifficulttoestablishareasonableOftenleadtoculturalclashesandlossofkey(Dec2013Q1(a)10marks;Dec2012,Q3(1)10marks)(總結(jié)KeyAllowsexpansionwithmuchlesscapitalbecausethefranchiseesprovidemuchoftheProvidesquickaccesstomanagerialFranchiseesaretakingtherisksandrewardssotendtobemoreentrepreneurialthancorporateLowerriskforthefranchiserbecausethefranchiseesarebearingmuchoftheForthefranchisee,ittendstobelowerriskthanstartingtheirownbusinesssbecausetheycanbenefitfromanestablishedbrandandexpertiseKeyProfitsarelowerbecausetheyaresharedbetweenfranchiserandReducedcontroloveroutletswhichcanleadtodamagetothebrand(andastrongbrandisessentialsuccessfulTheremaynotbemanycompetentpotentialThereispotentialforconflictoverfees,supportservices2Evaluatingstrategieschoices(Jun2009Q1(b)JSWsuggestthatthreecriteriashouldbeusedtojudgethemostappropriatestrategy:Doesthestrategyhelptosolvetheorganisation’sproblems?Inparticular,doesit:exploitthecompany’sstrengthsanddistinctivecompetenciesgraspopportunitiescombatthreatsfittheorganisation’smissionandgoalssuitinternalpoliticsandcorporatecultureIsthestrategyacceptabletoourkeystakeholders?Clearly,thiswilldependonidentifyingwhoourkeystakeholdersare.Typicalstakeholderinterestsmaybe:Shareholderswillgenerallybeinterestedingeneratingagoodfinancialreturn(usingmeasuressuchasreturnoninvestment,earningspershare,paybackperiodetc.)whilekeepingrisktoanacceptablelevel(whichmaybemeasuredviasensitivityanalysis,scenarioanalysisandfinancialratios)Managementandstaffmayobjecttochangesiftheybelievethatanewstrategywillnotsuittheirskillset,ortheywillbepersonallyworseoffCustomersmaybeunhappywithchangesthatinvolvehigherpricesorpoorerBankswillwanttoseegoodfuturecashflowstorepayGovernmentmightblockcertainstrategies,suchasanacquisitionnotbeingallowedbecauseitreducescompetitionThemediaandpublicmayprotestiftheybelieveastrategywillbedetrimental,suchasopeninganoutoftownsuperstorewhichwilldamagesmallshops2.3Feasibility(Jun2009Q3(b)Canthestrategybeexecuted?Anorganisationwillneedtoconsiderwhetherithasthestrategiccapabilitytoexecutethestrategy,including:FinancialresourcesManagementskillsSkilledstaffRequiredIfwedon’thavethese,itmaybepossibletoacquirethem,butthisislikelytorequiretimeandmoneyPartCStrategicactionChapter7OrganisationalconfigurationKeyKeyTheTheRational&choice&choice 2Mintzberg’sorganizational(Dec2010Q3(b)10marks;Jun2013Q1(b) 5componentsofidealconfiguration,bringstructure,processes&relationship2Mintzberg’sorganizational (2)Machine2Mintzberg’sorganizationalProfessional (4)2Mintzberg’sorganizational (6)2Comparison–Entrepreneurial&Simple,informalandflexiblewithfewstaffandnosignificantmiddle-linePersonallycontrolthroughdirectsupervision(facetoface)bytheSimpleanddynamicStrongleadership,SmallandyoungPower2Comparison–Entrepreneurial&SharpdivisionoflabourandstrictSimpleandstableUsuallylarger,matureRole4.2Relationship–External(Jun2010Q3StructuretheiroperationstoallowforcollaborationwithexternalBuildrelationshipswithsuppliers,competitorsandcustomerstoincreasetheorganizationsflexibilitytorespondtochange.Includehollow,modular,virtualandnetworkorganization4.2Relationship–External(Jun2010Q3HolloworganizationOutsourcingiscentraltoitscreation,asnon-coreprocessessuchashumanrelations,payrollandlogisticsareoutsourcedtospecialistproviders(‘hollowedout’entity).Enableanorganizationtoconcentrateonitscorevalueaddingactivities,beingthoseareasthatprovidetheorganizationwithacompetitiveReduceworkforceandcut4.24.2Relationship–SharesomeofthesamefeaturesastheholloworganizationOutsourcesomepartsofitsproductiontospecialistprovidersandthenassembletheoutsourcedcomponentsin-housetoproduceafinalproduct.Commonlyusedinhi-techindustries(eg.AircraftLowerproductioncostsandimprovetheefficiencyoftheorganization’sinternaloperations.Contractoutcertaininternalbusinessfunctionstoa3rdReleasemanagementtimeandcostsaving,4.24.2Relationship–Aformofoutsourcinginvolvinganexternalentitybasedinadifferentcountryprovidinganorganizationwithaparticularproductorprocesswhichhavepreviousbeenprovidedinhouse(eg.callcentre)CostFocusoncoreCapabilitygained/skill

PublicLossof4.24.2Relationship–LinkstoCoreLinkstoCoreLinkstoLinkstoBoughtinasTheshamrockHandy:'coreofessentialexecutivesandworkerssupportedbyoutsidecontractorsandpart-timehelp'.ProfessionalFlexiblelabour

ContractualChapter8ManagingStrategicchangeKeyKeyTypesTypesofPOPITTheTheRational&choice&choice 1.1.AnalysisofChangecanbeanalysedintermsTypesofContextForcesdrivingandresistingTypesofchange(BalogunandHopeHailey’s)(Jun2008Q4Contextofchange(BalogunandHopeHailey’s)總結(jié))(Jun2008Q415marks,Dec2010Q1(b)15marks)TimeavailabletomaketheScope–thedegreeofchangerequiredintermsofrealignmentortransformationoftheparadigmThepreservationofcertaincharacteristicsmaybeDiversityofopinionsandexperiencemaymakechangeTheorganisation’scapabilitytoexecutechangemayvary,inparticulardependingonwhethermanagementhaveexperienceinthisareaAnorganisationneedstoconsiderwhetherithasthecapacitytoexecutechange–resourcessuchaspeople,financeandinformationManagementneedtoconsiderwhethertheyhavethepowertothroughthetypeofchangeWorkforcereadinessistheextenttowhichstaffarelikelytoacceptorresistchange1.3.1Lewin'sforcefieldLewin'sthreestepEffecttheLewin'sforcefieldLewin'sforcefieldForcesdriving ForcesresistingAimtoweakenForcedrivingchangeVs.forceresistingExample–introducingteachers'performancerelatedpay.ManagingStylesofmanagingJSW,5stylesofchangemanagementinadifferentEducation&communication–explainingindetailwhychangeisnecessarytowinpeopleroundCollaboration&participation–bringingpeopleaffectedbychangeintotheprocessofmanagingitIntervention–changeisleadbyachangeagentwhowilldelegatesometaskstoprojectteams.TheideaisthatinvolvementofthoseteamswillleadtogreatercommitmentfromthemDirection–managementusetheirauthoritytoestablishtheirandhowchangewilloccurinatop-downCoercion–anextremeformofdirection–changeissimplyimposedbyOrganisation–managementsupport,businessstructure,rolesandInformationtechnology–requirementsandsystemsProcess–manualandautomatedprocessesandworkaroundsManagementsupportforbusinessJobsandITManualprocessesandsystem

StaffInformationPartBPR-BusinessprocessChapter9BusinessprocesschangeTheTheRational&choice&choiceBusinessprocesschange(POPIT/harmon’sIT(controls/e-business:upstream-downstreamsupplychainmangt/CRM)Projectmanagement(businesscase,PID,projectreview,managingproject)Harman’sprocess/strategymatrix(Jun2008Q2StrategicBPRBPRand

CertaintyonRisk

2008-2.12.1Outsourcing(Q2TiedintopoorBusinessprocessredesignSimplification-eliminateduplicationandredundantValue-addedanalysis-removenon-valueaddingGapsanddisconnects-checkflowsbetweenCreditInvoiceraisedandsentCreditInvoiceraisedandsenttoGoods/accountsPracticalprocess(Jun2009Q1(c)10marks;Jun2010Q1(b);Jun2011Q3(a)InExam,considerthefollowingquestions:Areanyactivitiesduplicatedorredundant?DothestaffseemtohavetherightskillstoperformtheirHoweffectivearethetransitions(“hand-offs”)fromoneteamordepartmenttoanother?Thisisfrequentlywhereproblemsarise.Arethereanyactivitiesthatdon’taddvaluetothecustomerorendArethereopportunitiestoautomateanyactivities?Howcouldthisbedone?Whatwouldthebenefitsbe?Istheprocesseffectivenessbeingmeasured?DoexistingmeasuressuggestanyIsthereanopportunitytoradicallychangetheprocessandgainsignificantSoftwareSolution(Q3JunStandardPackageorbespokeAdvantageofStandard

disadvantageofStandardMaynotmeetneedsMaynotadaptasneedsThesameascompetitors,nocompetitiveadvantage4SoftwareSolution(Q3JunAssessingsoftwareSkidmore&Eva’s10highlevelrequirementtoassessthesoftwarepackageSoftwareshouldbeassessedaccordingtothefollowing10catagories:Functionality:whatdoesitPerformance:normalandpeakReliability:what'downtime'mightweCompatibility:withexistinghardwareandScalability:astheorganisationgrows,canthesamesoftwarebeusedoraddedUsability:howeasyisforstaffandcustomerstoAcceptability:Howeasytoupdatefordifferent4SoftwareSelectionofsoftwarehouse(Jun20134SoftwareThesoftwarehouseshouldbeassessedonthefollowingFinancialSize-willitbeabletocopewithlargeclients?WillitgiveattentiontosmallSometimeslocationofofficesisimportantforOtherclients-parhapsifitdealswithcompetitorstherecouldbeaconflictofCustomerrelationshipmanagementEmphasisonSalesSectionEInformationtechnologyChapter10Informationtechnology1.DriversforE-(Q21.DriversforE-EbusinessisthetransformationofkeybusinessprocessesthroughtheuseofInternettechnologies.costcustomer2.2.Barrierstoe-Set-upTimetosetupRunningNoin-houseSecurity5.5.Value

FirmInfrastructure

Operations

EIS,groupware,teleworking,intranetsCAD,EDI,Extranets,JIT,

website&anddata

6.6.SupplyThesupplychainistheintermediatestagesthataproductgoesthroughbeforeendingupwiththecustomer.FlowofRaw Finished 7Methodsofretainingcustomersusinge-marketing(Q3Jun2013-b)OnlineusergroupsandLoyalty8E-marketingvstraditionalmarketing(6Is)(Q4Dec2013-a)7Methodsofretainingcustomersusinge-marketing(Q3Jun2013-b)OnlineusergroupsandLoyaltyChapter11Positioning(Q2Dec2010-Targetspecificsegments,thenpositiontheproductusingMcCarthy’smarketingmix/4PsPhysicalTheinfluencesonsellingSettingSalesPublicPersonalThespeedofThesuitabilityoftheCorporateculture,jobdesignandmotivationalissuesbecomeimportantincluding:BywhichdeliveryoftheserviceisFactorsEaseofPhysicalPhysicalEnvironment(eg.furnishings,colours,layout,Facilities(eg.Uniform,Tangibleevidence(eg.Labelling,tickets,logos,BalanceScorecard(KaplanandFinancialperspective:cashflow,EPS,Customerperspective:repeatorders,satisfactionratings,salesInternalbusinessperspective:cost/unit,%reworks,timetodelivery,efficiencymeasuresInnovationandlearningperspective:newproductslaunched,patentsfiles,qualificationsgainedIllustrationIllustration–CSFandACCAtrainingGoodResource

Cashflow(survival);profitability(ROCE)Marketshare(%)Idletime;revenuegeneratedbyeachtutorPassrate;numberofcomplaintsreceivedNumberoftutorsTimetakenfore-Numberofnewcoursesintroduced;numbergainedbySectionFStagesStagesofThestagesofaprojectcanbedescribedinanumberofways.ForInitiation/InitialRiskBusinessProjectMonitoringandcontrolling/projectClosing:ProjectProjectrisk(Q3Dec2014-TheThebusinessAbusinesscasetobepreparedforanyCost/benefitNetpresentSensitivityanalysisandriskForecastingExpectedDecisionUsuallycostsareeasytobudget.Benefitsareoftenintan