代写REED: Edition4 Ch3

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    • 代写REED: Edition4 Ch3
    REED: Edition4 Ch3
    •Strategic analysis
    •Choosing the appropriate strategic style
    •Next,
    develop the organisation’s mission & vision
    •The objective is to ensure that the organisation’s core values and core purpose are brought to the forefront of the strategic planning processes.
    •The mission statement defines the fundamental, unique purpose of the organisation that sets it apart from its competitors
    •A vision statement is a means of communicating management’s view of the futuristic world the organisation will compete in and how it should compete in that world
    •Additionally, we need a
    Business definition & scope
    •The business definition and scope statement operationalises the organisation’s mission
    •Its purpose is to set out clearly and unambiguously the organisation’s raison d’être and its strategic domain or scope
    •SITUATION ANALYSIS
    The situation analysis is the process of assessing the current situation facing the organisation, arriving at a set of assumptions about the future, and identifying key strategic issues that are likely to confront the organisation.
    The aim is to:
    •identify forces that are the potential drivers of change
    •determine the likely impact of these forces of change and to make assumptions about the future
    •determine how our organisation is positioned to compete successfully in that future

    •Market-oriented companies focus on ...
    •The situation analysis
    Review of the external/remote environment
    •What this means to you
    •Then …
    •Presenting the findings
    •To determine attractiveness to us of the market..
    Porter’s five-forces model (1)
    •Porter’s five-forces model (2)
    •Porter’s five-forces model (3)
    •Porter’s five-forces model (4)
    •Porter’s five-forces model (5)
    •Porter’s five-forces model (6)
    •How to use Porter’s 5-forces model
    •The product life cycle (PLC)
    •Summary of opportunities
    •Summary of threats
    Internal Analysis
    •Review of internal capabilities
    Organisation effectiveness
    •Financial position
    •Organisational effectiveness
         (McKinsey 7S)
    Marketing capabilities/competencies
    •Marketing management
    •Marketing organisation
    •Market intelligence generation and dissemination
    •Marketing planning
    •Marketing strategies and performance
    •Review of internal capabilities
    = resources, capabilities & competencies…
    The McKinsey 7-S model of organisation effectiveness
    •CHANGE MANAGEMENT AND 7S MODEL
    •For each internal factor, prepare the following:
    •Problems and opportunities statement
    •The final stage of the situation analysis – the preparation of a problems and opportunities statement.
    代写REED: Edition4 Ch3