Strategic management, management organisation, Porter, SWOT
Two main authors had an impact on strategy: Sun Tzu who, 500 years BC, was the author of a treaty, The Art of War, in which he presents principles founded on the knowledge of pre-battle context. The second one was the Prussian General Carl von Clausewitz, who will be the main initiator of the modern thoughts in the studying of conflicts with the release of his book Vom Kriege (On War). It will be the first treaty which originality consists in considering war not exclusively in a destruction purpose, but as a political act consisting in submitting an opponent to the conditions we want to impose to him in order to exploit the positive consequences.
[...] http://www.themanager.org/models/pest_analysis.htm http://interactive.cabinetoffice.gov.uk/strategy/survivalguide/skills/managing_stakeholders.htm http://www.businessballs.com/swotanalysisfreetemplate.htm APPENDIX Appendix 1 Source : Wikipedia Appendix 2 Source: hrmadvice.com/ . [...]
[...] Indeed, the macro-economic factors can change depending on the continent, the country or even the region, a PEST analysis will therefore be realized for each country. The PEST analysis can be used by the company for the strategic planning, marketing planning, activity development etc Carrying out a PEST analysis can be relatively simple by doing sessions of brainstorming. What is important is to give a purpose to the analysis in choosing the best adapted version for the company's vocation. It must be a tool of regeneration for the company. [...]
[...] Indeed they are the groups or even the individuals that have the possibility of changing and influencing the implementation of a corporate strategy. That is why it is very important to recognize the key stakeholders and what are their matters. As a conclusion, we can say that these tools can help them make the best decision possible in a given market with given factors. However it is good to say that these tools still have limits, Porter's five forces for example is founded on a theory of confrontation (forces, power etc ) which focalizes more on the Threats than on the Opportunities and leave very little space to collaboration. [...]
[...] Stratégie de l'Entreprise, Michel GERVAIS, GESTION p 150-175 The Strategy Process; Concepts and Contexts, Mintzberg et al Prentice-Hall Stratégie de l'entreprise, théories et actions, Michel GHERTMARE, ECONOMICA p201,205 Stratégie pour une entreprise compétitive, Francis J.GOUILLART, GESTION p70 The Five Competitive Forces that Shape Strategy, Michael E. Porter., Harvard Business Review, January p.86. Competitive Strategy, Porter, M.E. (1980), Free Press, New York Exploring corporate strategy: Text & Cases, Gerry Johnson, Kevan Scholes, Richard Whittington Prentice Hall Management: Concepts and practices, T.J Hannagan FT Prentice Hall Exploring Techniques of Analysis and Evaluation in SM, V Ambrosini Pearson p225 Readings in Strategy and Strategic Planning, H Costin Dryden. [...]
[...] Bargaining power of customers The main influence of the customers within the market is manifested by their capacity to negotiate. Their impact on the price and the sales conditions (payment terms, associated services) establishes the profitability of the market. The level of customer's centralization grants them more or less power; fewer customers facing multiple producers will have a much higher power of bargaining (we can take for example the supermarket distribution). The power of bargaining for the customer is even higher when the products are standardized or if products of substitutions are easily available. [...]
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