Monday, April 24, 2006

11. The Five Forces Model (Michael E. Porter)

The elegance of this competitive analysis tool is that it can be used to formulate organic growth strategies, as well as to evlauate the attractiveness of other activities as potential for external expansion. A sector's attractiveness and the conditions of survival in it are preconditioned by five competitive forces exerted by five types of competitive actors.

About Porter's Five Forces

More on Michael E. Porter

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Sunday, April 23, 2006

10. Generic Value Chain Integration Model

The horizontal axis of integration is the value chain; from components to consumer. The vertical axis of integration allows to define an activity position relative to the value chain; from the production of raw materials to the provision on customer oriented services. Both horizontal and vertical integration policies can inspire organic as well as external growth strategies.
About Value Chain Integration

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Saturday, April 22, 2006

9. The Generic BSC Strategy Map (David P. Norton & Robert S. Kaplan)

About the generic Balanced Scorecard Strategy Map
In « Strategy Maps » (2004), Robert S. Kaplan and David P. Norton, described how a strategy map represents the way an oranisation creates values, and how such a dynamic visual tool can help describe and communicate strategy, by identifying the key internal processes that drive strategic success, aligning investments in people, technology and organizational capital for the greatest impact, exposing gaps in the strategies and take early corrective action. Norton and Kaplan state that each organization should have its specific and unique strategy map. The strategy map represented here is based on the generic model founded in the four balanced scorecard perspectives; finance, customer, process and learning & growth.
More about the Strategy Map
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