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
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
SCENARIO ANALYSIS 3 steps 94 Identify Scenarios Relate Scenarios to Existing or Proposed Strategies Estimate Scenario Probabilities Dealing with strategic uncertainty
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
Recap What have we learnt in Ch5? - a brief MPC test - 96
True False 0% 0% MPC1 - One of the three components of environmental analysis is internal analysis. 97 A. True B. False
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
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
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
True False 0% 0% MPC5 - There are three types of scenario analysis. 101 A. True B. False
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
103 WHAT WE HAVE DEALT WITH SO FAR? Macro-environment COMPANY COMPETITION CUSTOMER Strategic analysis
Strategic analysis T HE ROLE OF I NTERNAL ANALYSIS IN STRATEGIC MANAGEMENT 104
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
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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