STRATEGIC FRAMEWORKS

1
STRATEGIC FRAMEWORKS BCG Matrix How should we
allocate scarce resources over our business
portfolio?
2
STRATEGIC FRAMEWORKS Impact/Leadership How
should we prioritise strategic initiatives?
3
STRATEGIC FRAMEWORKS Make/Buy Grid What should
we do ourselves and what should we outsource?
4
STRATEGIC FRAMEWORKS Porters 5 Forces
Model What are the forces underlying our
industrys current and future performance?
5
STRATEGIC FRAMEWORKS McKinsey 7S Model What
aspects of our organisation need to fit together?
6
STRATEGIC FRAMEWORKS Jim Collins Hedgehog
Model How can we create an enduring great
company?
7
STRATEGIC FRAMEWORKS Brand/Product
Features Where should we allocate resources to
beat competition and where just to match them?
Importance to customer
KEY DIFFERENTIATORS
KEY LIABILITIES
High
OVER- INVESTED
IRRELEVENT
Low
Disadvantaged
Differentiated
Brand/Product Performance
8
STRATEGIC FRAMEWORKS Brand Awareness/Differentiat
ion Matrix What is the potential of our brand
portfolio?
9
STRATEGIC FRAMEWORKS Product/Market
Lifecycle What is the stage of maturity for our
markets and products?
10
STRATEGIC FRAMEWORKS Lewin Forces at Work What
is driving us forward and what is holding us back?
Internal
Internal
T
O
D
A
External
External
Y
11
STRATEGIC FRAMEWORKS Blue Ocean How can we
rethink our value proposition to side-step the
competition?
What can we ELIMINATE?
What can we RAISE?
What can we REDUCE?
What can we CREATE?
12
STRATEGIC FRAMEWORKS Value Proposition What are
we offering our customers and how is it
differentiated from competition?
Performance
What Customers Value
13
STRATEGIC FRAMEWORKS Strategy Pyramid How do we
craft a strategy?
THE FUTURE

• What Products?
• (Customer Value Proposition)
• What Customers?
• Where?

Cause and Effect relationships
Designing the organisation (Activity Map)

• Learning Organisation
• Leadership
• Culture
• Dialogue

14
STRATEGIC FRAMEWORKS Price/Value curve How can
we map different competitive price/value
trade-offs?
Line of stable market share
Price
Losing market share
Brand 4
High
Brand 3
Brand 2
Brand 1
Low
Gaining market share
Low
High
Value to customers
15
STRATEGIC FRAMEWORKS Ansoff Matrix What is our
primary growth avenue?
Products
NEW BUSINESS VENTURE
PRODUCT DEVELOPMENT
New
CAPTURE SHARE
MARKET ENTRY
Existing
Existing
New
Customers/Markets
16
STRATEGIC FRAMEWORKS Core/Context Matrix What
should be the objectives and management style
for different parts of our organisation?
Mission Critical Failure creates immediate and
serious risk
MANAGE
DEPLOY
Non-Mission Critical Everything else
INVENT
OFFLOAD
Context Everything else
Core Create Differentiation that wins customers
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18
STRATEGIC FRAMEWORKS Corporate Parenting
Matrix Are we good parents for our business
portfolio?
BALLAST
HEARTLAND
Low
MISFIT Does the parent have a good feel for
the critical success factors of the business?
EDGE OF HEARTLAND
VALUE TRAP
ALIEN TERRITORIES
High
Low
High
FIT Can the parent create value for the business?
19
STRATEGIC FRAMEWORKS Initiative Portfolio Is
our initiative portfolio balanced?
INITIATIVE OBJECTIVE
Product/Service improvement
Process improvement
Organisation improvement
Budget
Medium term
Long term
TIMING OF IMPACT
20
STRATEGIC FRAMEWORKS Solidarity/Sociability
Matrix What type of culture do we have?
Negative
Positive