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5 Business Strategy
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WHY DO YOU NEED A STRATEGY ?
- Consists of clear decisions
- Based upon strong evidence and/or business judgement
- Has a good fit with the business model and the organisation
- Provides (longer-term) direction
- Gives guidance in case of unexpected events and/or insights
- Motivates internally
- Convinces externally
- Consists of clear decisions
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6 External Convincing
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How do investors read a plan?
- big opportunity
- team execute
- opportunity arise
- works
- finance and when
- big opportunity
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How much submitted plan becomes deals?
Less than 2% -
7 Common Errors
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What are the common errors and assumptions?
- Self deception
- Poor assessment of competitors
- Failure to consider risks
- Optimistic financial
- Naive funding strategy
- Techno-babble and product fixation
- Failure to articulate the deal
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8 Business plan
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Whats a business plan?
Captures the key element of the business with the key supporting arguments and evidence -
What are the strategies in a business plan?
- Value proposition
- Customer
- Competitive
- Technological
- Make or buy
- Agility
- Resource
- Goal
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9 Porter Strategy
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What is useful from Porter Strategy?
- Attention for conditions
- Don't get stuck in the middle
- Link between strategy and activity system
- Focus on where external conditions most favourable
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What is Porters limitation?
- Does not explain differences between companies in same industry
- Assumes company can use only one generic strategy
- No attention to strengths of companies
- No attention for dynamic/agile strategy
- Operational effectiveness is no strategy
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10 Resource-based strategy
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What makes a resource valuable?
- Scarcity
- Demand
- Appropiability
- Scarcity
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What are the capabilities resources?
- Supplier chain
- Managerial judgement
- Supplier chain
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