ICAEW BST Models

4 levels of business planning

1. Mission Statement (purpose, strategy, policy, values)

2. SMART objectives

3. Corporate, business, functional

4. CSF: must do well and KPI: measures

Mendlows Matrix

Low interest, low power: minimum effort

Low interest, high power: keep satisfied

High interest, high power: key player (involve)

High interest, low power: keep informed

PESTEL

Political

Economic

Social

Technological

Environmental

Legal

Porter's Five Forces

1. Barriers to entry

2. Buying power of suppliers

3. Buying power of buyers

4. Rivalry

5. Substitute products

Porter's Diamond

1. Firms - strategy / rivalry

2. Demand conditions

3. Supporting industry

4. Factors - basic / advanced

Value Chain: Activities

Firm infrastructure

HR management

Tech development

Procurement

Inbound logistics

Operations

Outbound logistics

Marketing and sales

Service

Value system

1. Supplier

2. Company

3. Distributor

SWOT

Strengths (internal)

Weaknesses (internal)

Opportunities (external)

Threats (external)

Product / Industry Life Cycle

1. Introduction

2. Growth

3. Shakeout

4. Maturity

5. Decline

BCG Matrix

High growth, low share: Introduction (question mark)

High growth, high share: Growth (Star)

Low growth, low share: Decline (dog)

Low growth, high share: Maturity (cash cow)

Porter Generic Strategies

1. Cost leader

2. Differentiator

3. Cost focus

4. Differentiator focus

Bowman's Clock

1. Differentiator

2. Differentiator focus

3. Cowboy

4. Failure

5. No frills

6. Low price

7. Hybrid

Ansoff's Matrix

Existing markets, existing products: Market penetration

Existing markets, new products: Product development

New markets, new products: Diversification

New markets, existing products: Marketing development

Lynch's model

Home, organic: More stores, more products etc

Home, external: M&A, JV/S.A

Abroad, organic: More stores, more products etc

Abroad, external: M&A, JV/S.A

SAF

Suitability

Acceptability

Feasibility

Balanced Scorecard

1. Financial

2. Internal process

3. Innovation and learning

4. Customer

Value for Money (Non-profit)

1. Economy (appropriate quality at lowest cost)

2. Efficiency (maximum output with minimum input)

3. Effectiveness (success at achieving goals)

Lewin's forcefield

1. Driving forces

2. Resistance barriers

Lewin's Iceberg

1. Unfreeze: Communicate, sell involve

2. Move: Training, negotiation, new policy

3. Refreeze: Positive and negative reinforcement

Big Data Analytics

1. Data

2. AI / ML analysis

3. Competitive intelligence

Risk Management

1. Cyber

2. Operational

3. Strategic

4. Hazard

Data

1. Volume

2. Velocity

3. Variety

4. Varacity

Risk Management Matrix

Low probability, low impact: Accept

Low probability, high impact: Transfer

High probability, high impact: Avoid

High probability, low impact: Reduce

Marketing Process

1. Research: Desk, field, primary, secondary

2. Segment: Age, income, location

3. Select: Measurable, accessible, sustainable, substantial, defendable

4. Mix: Price, product, place, promotion

Pricing Strategy

1. Differentiator

2. Premium

3. Elasticity

4. Bundling

5. Cost plus

6. Penetration

7. Skimming

8. Loss leader

4 Cs Pricing Strategy

1. Cost

2. Competitor

3. Corporate Strategy

4. Customer

Traditional Structure

Most common form of organization design, in which hierarchical relationships develop vertically, and each employee reports to one superior

Scalar chain

Bureaucracy

Specialisation

Modern Structure

1. Autonomy

2. Outsourcing

3. Matrix

4. Network

Mintzberg's Organisations

1. Strategic apex (simple)

2. Middle line (divisional)

3. Operating core (professional bureaucracy)

4. technostructure (machine bureaucracy)

5. Support staff (ad-horacy)

Handy Shamrock

1. Professional core

2. Flexi staff

3. Contractual staff

4. Consumer