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Designing a Competitive Business Model and Building a Solid Strategic Plan. Intellectual Capital. Human Capital Structural Capital Customer Capital. Strategic Management.

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Presentation Transcript
intellectual capital
Intellectual Capital
  • Human Capital
  • Structural Capital
  • Customer Capital
strategic management
Strategic Management

Developing a game plan to guide a company as it strives to accomplish its vision, mission, goals, and objectives and to keep it from straying off its desired course.

building a competitive advantage
Building a Competitive Advantage

Competitive advantage

the aggregation of factors that sets a small business apart from its competitors and gives it a unique position in the market that is superior to its competition.

building sustainable competitive advantage
Building Sustainable Competitive Advantage


Superior value

for customers

Lessons learned




competitive advantage


developing a strategic plan
Developing a Strategic Plan
  • Use a short planning horizon-2 yrs or less
  • Be informal, use shirtsleeve approach
  • Encourage participation of others
  • Do not begin with setting objectives
  • Maintain flexibility-conditions change too fast
  • Focus on strategic thinking, not planning
  • Planning will be an ongoing process
the strategic management process
The Strategic Management Process
  • Develop a clear vision-translate into mission
  • Assess companies’ strengths and weaknesses
  • Scan the environment-opportunities and threats
  • Identify key factors for success
  • Analyze competition
  • Create company goals and objectives
  • Formulate strategic options and select
  • Translate strategic plans into action plans
  • Establish controls
vision statement
Vision Statement

The result of an entrepreneur’s dream of something that does not exist yet and the ability to paint a compelling picture of that dream for everyone else to see

  • Provides direction
  • Determines decisions
  • Motivates people
mission statement
Mission Statement

What business are we in?

  • What are we in business to accomplish?
  • How are we going to accomplish that purpose?
  • What principles and beliefs form the foundation of the way we do business?
strengths and weaknesses
Strengths and Weaknesses
  • Strengths-positive internal factors that a company can use to accomplish its mission, goals and objectives
  • Weaknesses-negative factors that inhibit the accomplishment of a company’s mission, goals, and objectives
opportunities and threats
Opportunities and Threats
  • Opportunities-positive external options that a firm can expect to exploit to accomplish its mission, goals, and objectives
  • Threats-negative external forces that inhibit a company’s ability to achieve its mission, goals, and objectives
key success factors
Key Success Factors

The factors that determine a company’s ability to compete successfully in an industry

analyze the competition
Analyze the Competition
  • Competitive intelligence
  • Competitor analysis
  • Competitive profile matrix
  • Knowledge management-the practice of gathering, organizing, and disseminating the collective wisdom and experience of a company’s employees for the purpose of strengthening competitive position
create company goals and objectives
Create Company Goals and Objectives
  • Goals-the broad, long-range attributes a business seeks to accomplish, tend to be general and sometimes abstract
  • Objectives-more specific targets of performance, commonly addressing areas such as profitability, productivity, growth, and other key aspects of business
smart goals
  • Specific
  • Measurable
  • Assignable
  • Realistic
  • Timely
formulate strategic options select strategies
Formulate Strategic Options/Select Strategies

Strategy-a roadmap of the actions an entrepreneur draws up to fulfill a

company’s mission, goals, and objectives

  • Cost leadership
  • Differentiation
  • Focus
Cost leadership-a strategy in which a company strives to be the lowest-cost producer relative to its competitors in the industry
  • Differentiation-a strategy in which a company seeks to build customer loyalty by positioning its goods and services in a unique or different fashion
  • Focus-a strategy in which a company selects one or more market segments, identifies customers’ needs, wants, and interests, and approaches them with a good or service designed to excel in meeting those needs, wants and interests
translate strategic plans into action plans
Translate Strategic Plans into Action Plans
  • Divide into projects
  • Assign priorities to them
  • Implement top priority projects
establish controls
Establish Controls

Balanced scorecard-a set of multidimensional measurements that are unique to a company and that incorporate both financial and operational measures to give managers a quick yet comprehensive picture of a company’s overall performance

balanced scorecard
Balanced Scorecard
  • Customer perspective-How do customers see us?
  • Internal perspective-At what must we excel?
  • Innovation perspective-Can we continue to improve and create value?
  • Financial perspective-How do we look to shareholders?