Key Strategy Tools - Vaughan Evans

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Résumé :

• 1 Identifying key segments
• 2 Issue analysis (Minto)
• 3 The 80/20 principle (Pareto)
• 4 The segmentation mincer (Koch)
• 5 5C situation analysis
• 6 SWOT analysis (Andrews)
• 7 Setting long-term goals
• 8 Setting SMART objectives
• 9 Maximising shareholder value
• 10 Balancing stakeholder interests (corporate social responsibility)
• 11 Creating shared value (Porter and Kramer)
• 12 Economic value added (Stern Stewart)
• 13 Balanced scorecard and strategy map (Kaplan and Norton)
• 14 Core ideology (Collins and Porras)
• 15 Obliquity (Kay)
• 16 Business as a community (Handy)
• 17 Sizing the market and marketcrafting (Evans)
• 18 The HOOF approach to demand forecasting (Evans)
• 19 Income elasticity of demand
• 20 The five forces (Porter)
• 21 Assessing customer purchasing criteria
• 22 Deriving key success factors
• 23 Weighing economies of scale
• 24 Corporate environment as a sixth force
• 25 Complements as a sixth force (Brandenburger and Nalebuff)
• 26 PESTEL analysis
• 27 Rating competitive position
• 28 The resource and capability strengths/importance matrix (Grant)
• 29 The value chain (Porter)
• 30 The product/market matrix (Ansoff)
• 31 The attractiveness/advantage matrix (GE/McKinsey)
• 32 The growth/share matrix (BCG)
• 33 Profiling the ideal player
• 34 Identifying the capability gap
• 35 The strategic condition matrix (Arthur D. Little)
• 36 The 7S framework (McKinsey)
• 37 The opportunity/vulnerability matrix (Bain/L.E.K.)
• 38 Value proposition design (Ostervalder and Pigneur)
• 39 Three generic strategies (Porter) and the fatal bias (Goddard)
• 40 The experience curve (BCG)
• 41 Strategic repositioning and shaping profit growth options
• 42 Making the strategic investment decision
• 43 Blue ocean strategy (Kim and Mauborgne)
• 44 Fast second (Markides)
• 45 Beating the commodity trap (d'Aveni)
• 46 Discovery-driven growth (McGrath)
• 47 Lean startups (Blank and Ries)
• 48 The tipping point (Gladwell)
• 49 The price elasticity of demand (Marshall)
• 50 The strategic triangle (Ohmae)
• 51 The 4Ps marketing mix (McCarthy) and the purple cow (Godin)
• 52 Product quality and satisfaction (Kano)
• 53 The hierarchy of needs (Maslow)
• 54 The bottom of the pyramid (Prahalad and Leiberthal)
• 55 Reverse innovation (Govindarajan)
• 56 Business process redesign (Hammer and Champy)
• 57 Outsourcing
• 58 Optimising the corporate portfolio
• 59 Creating value from mergers, acquisitions and alliances
• 60 The corporate restructuring hexagon (McKinsey)
• 61 Creating parenting value (Goold, Campbell and Alexander)
• 62 Core competences (Hamel and Prahalad)
• 63 Strategically valuable resources (Collis and Montgomery)
• 64 Strategically distinctive resources (Barney)
• 65 Distinctive capabilities (Kay)
• 66 Distinctive competences (Snow and Hrebiniak)
• 67 Dynamic capabilities (Teece, Pisano and Shuen)
• 68 Deliberate and emergent strategy (Mintzberg)
• 69 Integrative thinking (Martin)
• 70 Stick to the knitting (Peters and Waterman)
• 71 Profit from the core (Zook)
• 72 The market-driven organisation (Day)