P3 Model and Situation Applications

Environment

- PESTEL
- Scenario Building
- Porter’s Five Forces
- OT analysis of SWOT
- Marketing Mix 7Ps
- Market Segmentation
- Product Positioning Map
- CSF, DMU
- Customer Behavior Analysis

Organisations

- Structure (Functional, Divisional, Team Matrix, Transnational)
- Mission and Objectives (SMART)
- Resources and Competencies
- 9 M’s Model (Resources)
- Resource Base Theory
- Cost Efficiency (Economies of Scale)
- Knowledge Management (Data warehouse, Data mining, Intranet, ERPs)
- Value Chain Model (Porter)
- Product Lifecycle
- Innovation, R & D (leader or follower strategy)
- Benchmarking
- SW analysis of SWOT
- Ethical / CSR issues / Corporate Governance
- Stakeholder Mapping (Mendelow)
- The Cultural Web (The Paradigm by JS&W)
- Types of Culture (Power, Role, Task, Existential)
- Prospectors, Analyzers, Defenders, Reactors (Miles and Snow)

Strategy Options

- Ansoffs Growth Vector Matrix
- Diversification (Related or Unrelated)
- Globalization
- 5 Stages of Evolution of Global Business (Ohmae)
- Management Orientation (Ethnocentric, Polycentric, Geocentri)
- BCG matrix with Build, Hold, Harvest, Divest
- Porter’s 3 generic strategies
- Growth Strategies

Organizing for Success

- Process Controls (Balance Score Card)
- Stereological Configurations (Mintzberg)
- Process Strategy Matrix (Harmon)
- Business Process Redesign
- Types of Redesign
- Software Solutions - defining, selection techniques
- V-Model
- E-Business Evolution (Earl) and Adoption Pyramid
- Mcfarlan and Mckenny’s Strategic Grid
- E-Supply Chain Management
- E-Marketing - The 6 Is
- Customer Relationship Management
- Quality Management System (Six Sigma, ISO 9000:2000)
- CMMI
- Project Management

As businesses get larger, perhaps by becoming global, the usual assumption is that they will be able to enjoy economies of scale. Reasons include:

1 Greater buying power so that better prices can be obtained from suppliers.
2 Research and development costs of new products can be spread over more and more units.
3 Marketing costs can be spread over more units.
4 As factories work 8, the 16 then 24 hours per day the fixed overheads of the factory can be spread more thinly.
5 Larger, more efficient machines can be used.

Generally, therefore, it will be easier for very large businesses to become cost leaders.

However, being very large does not guarantee economies of scale, and large businesses could be badly run or suffer from historical problems that mean that their costs per unit are higher than those of smaller businesses. You only have to look at the plight of Ford and General Motors at the moment, particularly in the USA. Those company's are very large but are burdened with very high wage, pension and sickness benefit costs, partly because of previous very generous agreements, and partly because they have an older workforce and more pensioners than more recent car manufacturers.

This is an add-on. Thanks to Gromit tutor =)

Source : OpenTuition

IF you think this post is worth reading? Then please bookmark and share it with others. Thank You!
#####################################################
HELP us Link to this blog:

<a href="http://tarcafa.blogspot.com">TARC AFA Blog</a>


Do you like this blog? SUBSCRIBE NOW!

Enter your email address:

Delivered by FeedBurner