Management in Practice
Cyrusxx
Week3Lecture-MIP2021MLB_t.pptxDr Carol Bond
Melbourne
BUSM4546 – Management in Practice Environmental Analysis – Topic Two Week 3
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Level 1 Strategy
The fundamentals of strategy
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Industry analysis
Opportunities and threats are external—they are out there in the market, happening whether you like it or not. You can’t change them.
Suppliers
Competitors
Prices
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Roles of organisational capabilities
Strengths and weaknesses are internal to the company
Reputation
Patents
Location
Capacity
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What are the organisation’s resources?
Financial
debt, equity, retained earnings
Physical
machines, manufacturing facilities, and buildings
Human
experience, knowledge, judgment, risk taking propensity, and wisdom of individuals associated with a firm
Organizational assets
history, relationships, trust, and organizational culture that are attributes of groups of individuals associated with a firm, along with a firm's formal reporting structure, explicit management control systems, and compensation policies
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What are the organisation’s competencies?
Do a firm's resources and capabilities add value by enabling it to exploit opportunities and/or neutralise threats?
Have changes in customer tastes, industry structure, or technology can rendered the firms assets less valuable for the future?
Do the firm's resources and capabilities continue to add value, despite changes in the competitive environment?
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Strengths / Importance Matrix
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Porter’s 5 forces
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McKinsey’s 7s
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PESTEL Analysis
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Level 2 Strategy
Contemporary strategic tools
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Porter’s Value chain
Value Created and Captured – Cost of Creating that Value = Margin
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Value Net
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VUCA & the Agile organisation
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VUCA matrix
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Assignment 1 – applying theory
An external and internal analysis of the firm
Use analytical tools + other sources (e.g. your previous courses)
Analyse and conclude: What’s causing the challenge? Why and How?
Write a business report
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References
Please see the recommended readings in Canvas for the relevant articles on which this slide pack has been based.
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