Dealing with strategic uncertainty IMPACT ANALYSIS Rank strategic uncertainties

Dealing with strategic uncertainty impact analysis

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Dealing with strategic uncertainty IMPACT ANALYSIS Rank strategic uncertainties based on their: Impact On existing/potential businesses On importance of businesses involved On number of businesses involved Immediacy Regarding probability of occurrence Regarding timeframe Regarding reaction time available and needed to react 92
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SCENARIO ANALYSIS: TWO DISTINCT TYPES (GOALS) Strategy - developing scenarios Provide insights into future competitive contexts Evaluate existing business strategies Stimulate creation of new ones Decision - driven scenarios Propose and test a strategy against several developed scenario’s Help with ‘go’ / ‘ no go’ - decision 93 Dealing with strategic uncertainty
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SCENARIO ANALYSIS 3 steps 94 Identify Scenarios Relate Scenarios to Existing or Proposed Strategies Estimate Scenario Probabilities Dealing with strategic uncertainty
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95 SCENARIO ANALYSIS 3 steps Identification Probable outcomes: optimistic / pessimistic / most likely Combination of strategic uncertainties in a single scenario analysis 2 or 3 = ideal number of scenario’s to work with Relation to strategies Estimating probabilities Ask experts (e.g. ‘Delphi method ’ of interviewing) Dealing with strategic uncertainty
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Recap What have we learnt in Ch5? - a brief MPC test - 96
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True False 0% 0% MPC1 - One of the three components of environmental analysis is internal analysis. 97 A. True B. False
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0% 0% 0% 0% 0% MPC2 A qualitative market research to sort out winning technological innovations from losing ones, is ___ 98 A. Expert interviews via means-end-chain technique B. Expert interviews via Delphi method C. Importance-performance analysis D. Perceptual mapping E. None of these
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True False 0% 0% MPC3 - Innovations that are transformational or substantial tend to be employed by new participants in an industry rather than established players. 99 A. True B. False
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True False 0% 0% MPC4 - Demographic trends can be a strong indicator of the growth of a market and they can be predictable. 100 A. True B. False
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True False 0% 0% MPC5 - There are three types of scenario analysis. 101 A. True B. False
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Today’s agenda 1.Chapter 3 Competitor analysis 2.Chapter 4 Market/submarket analysis 3.Chapter 5 Environmental analysis 4.Chapter 6 Internal analysis 5.Closing 102
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103 WHAT WE HAVE DEALT WITH SO FAR? Macro-environment COMPANY COMPETITION CUSTOMER Strategic analysis
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Strategic analysis T HE ROLE OF I NTERNAL ANALYSIS IN STRATEGIC MANAGEMENT 104
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105 MACRO-ENVIRONMENT Technology Government Economics Culture Demographics MICRO ENVIRONMENT BUSINESS Competition Customers COMPANY COMPETITION CUSTOMER Customer analysis Competitor analysis Internal analysis Building blocks market analysis Strategic analysis
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106 Functional strategies and programs External analysis Market needs Market attractiveness Internal analysis s relative strengths and weaknesses Strategic decision Strategic investment Value proposition Assets and competencies
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