Eco2

SWOT analysis

SWOT analysis

https://www.wordstream.com/blog/ws/2017/12/20/swot-analysis

Industry environment and industry structure „Five Forces Model“ of M. Porter (1979) Determinants of the Five Forces‘ strength

Porter’s Five Forces

https://www.isc.hbs.edu/strategy/business-strategy/pages/the-five-forces.aspx

https://strategicmanagementinsight.com/tools/porters-five-forces.html

PESTEL Analysis

https://strategicmanagementinsight.com/tools/pest-pestel-analysis.html

Scanning the Environment: PESTEL Analysis

*********************************************************************************

SWOT analysis

https://www.wordstream.com/blog/ws/2017/12/20/swot-analysis

Industry environment and industry structure „Five Forces Model“ of M. Porter (1979) Determinants of the Five Forces‘ strength

Porter’s Five Forces

https://www.isc.hbs.edu/strategy/business-strategy/pages/the-five-forces.aspx

https://strategicmanagementinsight.com/tools/porters-five-forces.html

Porter’s Five Forces

PESTEL Analysis

https://strategicmanagementinsight.com/tools/pest-pestel-analysis.html

Scanning the Environment: PESTEL Analysis

Industry life cycle concept.

Competitive analysis and strategic mapping: Identification of strategic groups.

Coopetition Model of Brandenburger and Nalebuff (1996).

Cooperation with the competition.

Opportunities of cooperation with the competition.

Opportunities of cooperation with the competition: Purchasing and production.

Institutionalisation forms of corporations.

Specific risks of cooperation with a competitors.

Coopetition Model.

Core competence model of Prahalad & Hamel (1990).

Development of a sustainable competitive advantage based on the core competences.

Value chain of a manufacturing company.

Value chain optimization to gain competitive advantage.

Business model of enterprises.

Example for a business model: Boulton and Watt 1775.

Value generation architectures (-> distributed coverage of value chain processes, outsourcing).

Value generation architectures of companies.

 Examples for earnings models (i.e. profit formula).

 

The three generic basic strategies according to M. Porter (1980).

 Basic types of competitive strategies.

Selected frequent characteristics of cost leadership and differentiation strategies.

Important levers for differentiation.

Economies of Scale: Mechanisms.

Experience curve/ learning curve concept (BCG 1970).

Examples for logarithmic experience curves in different industries.

Example for planned scale and experience curve effects: Tesla and Panasonic.

Example: Price/ cost leadership strategy of IKEA.

Standardization versus flexibility

Economies of Scope.

 Ansoff growth matrix.

Planning of the strategic business unit portfolio Classical concepts of portfolio planning.

Boston-Consulting-Group-Matrix of Time Warner Inc. in 2003.

Types of SBU portfolio changes.

  1. External development (Mergers & Acquisitions)
  2. Internal (organic) development

Diversification strategies

Overview of diversification strategies.

Functional organizational structure

 Divisional organizational structure: example BASF AG

 Divisional organizational structure.

 Examples for matrix structure: SAP and RD Shell.

Matrix organizational structure.

Hybrid structures in large companies (i.e. mix of functional, divisional, and matrix structures).

Organizational differentiation and integration.

 Mechanisms of organizational integration.

Example for formal integration: Google.

 Mechanistic and organic organizational structures.

Contingency theory of organizational design: Lawrence & Lorsch, Burns & Stalker, Perrow.

Chapter 5 :-

Corporate culture model (levels) of E. Schein.

Examples for norms and values in companies.

Dimensions of cultural differences in various countries: framework of G. Hofstede.

Typical differences between US-American & Japanese corporate cultures.

Organizational change: Force field of K. Lewin.

  1. Lewin‘s model of the organizational change process.

L.E. Greiner‘s model of organizational growth: evolution & revolution, punctuated equilibrium.

Chapter 6 :-

Roles of managers (H. Mintzberg).

Basic concept of man (D. McGregor)

Theory X and Theory Y (idealized classes of employees).

Continuum theory of idealized leadership styles (Tannenbaum and Schmidt).

Managerial Grid of Blake and Mouton.

Situational leadership model of Hersey and Blanchard (a contingency theory).

Social power (French and Raven).

Full range of leadership model (Avolio & Bass).

 

Comments are closed.