BUSS3500
Week 2: External Analysis
Strategy: is the long-term direction of an organization
Mission: reason of company to exist, overriding purpose of the organization, what is central
Vision: the forward looking picture of future, what to do to reach the mission, the desired future state of the organization
Objective: more precise, ideally statements of the organization’s goals over a period of time
Strategy: - corporate ~: overall scope of an organization, how value is added to the businesses of the organizational whole, (expansion, shutdown, no change); - business unit ~: how the individual business would compete in the particular market, (cost leadership/differentiate); operational ~: how the components of the organization could deliver effectively the corporate and business strategy in terms of resources, processes and people (marketing, finance, HR, R&D).
Definition: long run goals and objectives of an enterprise, the adoption of course of action and allocation of resources to meet the goals.
Competitive advantage: in order to be different, deliberately choosing a different set of activities to deliver a unique mix of values.
Scope: customers or clients, geographical location, extent of internal activities
Exploring strategy model:
Strategic position (environment, capability= resources + competence, purpose, culture), competence is technical and managerial skills, using PEST, environment varies because of attractiveness and dynamism
Strategic choices (business, international, innovation, acquisition), direction the business will move to and methods the strategy be pursed
Strategic action (evaluating, organizing, practice, processes), how chosen strategy are actually put into practice
Environment: is what gives organizations means of survival, it creates opportunities and it presents threats.
The macro-environment: PESTEL, six environmental influencing factors, identify key drivers for change
Industry: Five forces analysis, identify the
Strategy: is the long-term direction of an organization
Mission: reason of company to exist, overriding purpose of the organization, what is central
Vision: the forward looking picture of future, what to do to reach the mission, the desired future state of the organization
Objective: more precise, ideally statements of the organization’s goals over a period of time
Strategy: - corporate ~: overall scope of an organization, how value is added to the businesses of the organizational whole, (expansion, shutdown, no change); - business unit ~: how the individual business would compete in the particular market, (cost leadership/differentiate); operational ~: how the components of the organization could deliver effectively the corporate and business strategy in terms of resources, processes and people (marketing, finance, HR, R&D).
Definition: long run goals and objectives of an enterprise, the adoption of course of action and allocation of resources to meet the goals.
Competitive advantage: in order to be different, deliberately choosing a different set of activities to deliver a unique mix of values.
Scope: customers or clients, geographical location, extent of internal activities
Exploring strategy model:
Strategic position (environment, capability= resources + competence, purpose, culture), competence is technical and managerial skills, using PEST, environment varies because of attractiveness and dynamism
Strategic choices (business, international, innovation, acquisition), direction the business will move to and methods the strategy be pursed
Strategic action (evaluating, organizing, practice, processes), how chosen strategy are actually put into practice
Environment: is what gives organizations means of survival, it creates opportunities and it presents threats.
The macro-environment: PESTEL, six environmental influencing factors, identify key drivers for change
Industry: Five forces analysis, identify the