Edinburgh Business School MBA AUC Academic Partner Strategic Planning Cases Instructor: Moataz Darwish, MBA Introduction The strategist has to think more widely and deeply than the individual functional specialists. This is an extremely difficult game to play and it goes without saying that unless you practice you will never get into the top right hand box of Strategic thinking. Introduction – Moataz Darwish 2 The SP Model 4 rows 5 eggs 12 boxes Introduction – Moataz Darwish 3 The Augmented Process Model Introduction – Moataz Darwish 4 Augmented Model - summary Who Decides To Do What Analysis And Diagnoses Analysis And Diagnoses Choice Implementation OBJECTIVES Business Definition Mission Shareholder wealth Gap analysis Means and ends Ethics Profit maximisation Growth vector (Ansoff) Stakeholder map Credible, quantifiable, disaggregated, economic, financial STRATEGISTS Prospector, analyzer, defender, reactor Principal agent Risk aversion Team composition Group dynamics Corporate Governance THE GENERAL ENVIRONMENT Macroeconomic analysis: unemployment, inflation, interest rate, exchange rate Forecasting Competitive advantage of nations Environmental scanning PEST Scenarios The industry and international environment Demand and supply, price determination, elasticity Barriers to entry Forms of competition: perfect, imperfect, oligopoly, monopoly Segmentation Differentiation Quality Strategic groups INTERNAL FACTORS Value chain Shareholder value analysis Competence (resources/routines matrix) Architecture Experience curve Economies of scale Economies of scope Innovation Synergy Joint production Opportunity cost Marginal analysis Ratios Gearing Cash flow Benchmarking Human resource management Culture: power, role, task, personal Competitive position Product life cycle Market share Portfolio analysis (BCG) Perceived differentiation Strategic groups Competitive reaction First mover Five forces Elements of competitive adv ETOPS Strategic advant