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The Strategic Decision Model Peter Becker, Copenhagen Business School.

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Presentation on theme: "The Strategic Decision Model Peter Becker, Copenhagen Business School."— Presentation transcript:

1 The Strategic Decision Model Peter Becker, Copenhagen Business School

2 Explanation to model Intention: the model support management deciding strategic choices based at thoroughly view on all relevant micro, meso and macro parameters influencing the firm A) impact on company (-5+5) B) influence on industry (0-10) AxB = influence factor C) TCE standpoint comment: Fx. increased asset specificity leads generally to less market governance D) RBV standpoint comment: Fx. if fast technology changes resources may hammer performance. Customization may lead to lower transaction cost, but the positive effect is narrated by reduction of performance – customized assets in changing environment.

3 Firm specific Physical, intellectual and human assets Firm specific Physical, intellectual and human assets Organizational structure, production factors and processes Organizational structure, production factors and processes SWSW SWSW Generic strategy: cost versus differentiation Generic strategy: cost versus differentiation Firm performance evaluation Firm performance evaluation A) Impact/ Influence matrix for organization A) Impact/ Influence matrix for organization B) Impact/ Influence matrix Industry/ macro B) Impact/ Influence matrix Industry/ macro Market performance evaluation Market performance evaluation OTOT OTOT PESTEL macro environmental drivers PESTEL macro environmental drivers Industry attractiveness and barriers to entry Industry attractiveness and barriers to entry Internal competition among players and critical success factors Internal competition among players and critical success factors Rivalry between customers and links to downstream chain Rivalry between customers and links to downstream chain Rivalry between suppliers and links to upstream chain Rivalry between suppliers and links to upstream chain Substitution Production factors, processes and competences Substitution Production factors, processes and competences Technical drivers and potential for backward integration Technical drivers and potential for backward integration Price elasticity and potential for forward integration Price elasticity and potential for forward integration Bargaining power, switching costs and concentration Bargaining power, switching costs and concentration Micro factors/Corporate level Meso factors/Industry level Macro factors/ Environmental scan Bargaining power, switching costs and concentration Bargaining power, switching costs and concentration Value-chain Value-system Rare, valuable, inimitable & non-substitutable Rare, valuable, inimitable & non-substitutable Resource audit SuitabilityAcceptabilityFeasibility Risk Analysis Risk Analysis Strategy Customer need Buying behaviorDevelopment Meso factors/Customer level Customer demandtr

4 Peter Becker Copenhagen Business School, CBS External business Business contracts Competition Marketing Products Market Infrastructure Systems Processes Economy Organisational structure Production resources Internal Relations Culture Values Behaviour Knowledge sharing Knowledge development External Relations Customers Suppliers Partners Industry/Branch BUSINESS PEOPLE EXTERNAL INTERNAL Employee development Employee satisfaction Employee investment Employee loyalty Delivery of quality Quality experience Customer loyalty Customer satisfaction Value experience Goodwill Re-purchase Brand/image New customers Growth in external businessDocumentation Control Process management Feasibility Mission control Quality behaviour Internal/external relations

5 Peter Becker Copenhagen Business School CBS Ekstern business Forretningsaftaler Konkurrenter Markedsføring Produkter Marked Infrastruktur Systemer Processer Økonomi Org. struktur Prod. ressourcer Interne relationer Kultur Værdier Adfærd Læring og udvikling Eksterne relationer Kunder Leverandører Partnere PR-kontakter FORRETNING MENNESKER EKSTERNT INTERNT Medarbejder- udvikling Tilfredshed Investering i medarb. Loyalitet Levering af kvalitet Oplevet kvalitet Kundeloyalitet Kundetilfredshed Oplevet værdi Goodwill Genkøb Brand/image Nye kunder Vækst ekstern businessDokumentation Måling Styring Lønsomhed Missions kontrol Kvalitetsadfærd Interne/eksterne sammenhænge


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