EU_BBA_Session 28- Module 2 - Making Sense of strategy-20260617_213631-Meeting Recording
nodaļas
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0:13
so is the presentation visible your voice is bit low your voice is very low okay hope it is better now uh yes yeah so is is my screen visible is can you see the presentation slide yes yes okay thank you thank you yeah okay uh good evening g…
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5:14
thing and then you have the blood test that tells you something else. You can have the x -ray which will reveal something. you know neither can neither of the earlier two can show you so no single instrument gives you the full picture and u…
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10:17Nodaļa 3: And this study was conducted by an entity called Advanced Institute of Management Research or AIM Research. 301s · Speaker 2
And this study was conducted by an entity called Advanced Institute of Management Research or AIM Research. This slide shows or I wanted just to share the findings with you on the slide and I'll also share the overall document if you are in…
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15:18Nodaļa 4: if you remember. 300s · Speaker 1
if you remember. So I've just... put down these here to be honest about, you know, each tool, what they can do and what they cannot do. So, again, coincidentally, I was reading a report by a consultant called Morgan Cross, you know, and I f…
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20:19
Then you look internally at your capability and value drivers. Then you assess your strategic position, like where you sit in the market relative to what you are capable of. And then at the end, you make your choice, you know, using Porter …
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25:22Nodaļa 6: If you have heard of the Chalup group. 303s · Speaker 2
If you have heard of the Chalup group. In the retail segment. So they are a very strong. regional example for customer intimacy today. So there is also a critical rule with this and this is what also Potter had mentioned that of these you m…
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30:25Nodaļa 7: so what you are building is called a value driver tree. 303s · Speaker 1
so what you are building is called a value driver tree. And once you have it, you then map each driver into a simple matrix, which is how much does it impact value? And how much control do we have over it? The drivers that score high on bot…
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35:29
in strategic management because it forces an organization to confront the fact that it is investing in a significantly less profit -making portion. And the cost and the resources into those activities are not actually generating value. To g…
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36:56Nodaļa 9: And that is not a growth strategy. 301s · Speaker 2
And that is not a growth strategy. That is what we can call a destruction of value dressed up as ambition. So portfolio analysis does not tell you what to do, but it tells you the truth about where you are. And the truth is usually more con…
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41:57Nodaļa 10: These were exactly where the two attributes were. 304s · Speaker 1
These were exactly where the two attributes were. Nokia had almost nothing to offer, you know, hence it went down. So they didn't need more market research to see this. What they needed to build the comb chart and be honest about what it sh…
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47:02Nodaļa 11: have and cannot build something quickly, that strategy is not feasible regardless of how attractive it may look on the market analysis. 300s · Speaker 1
have and cannot build something quickly, that strategy is not feasible regardless of how attractive it may look on the market analysis. yeah and if you recall this is what the SAF tests feasibility question is really asking yeah if you reme…
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52:02Nodaļa 12: hence the name, in the 1970s. 300s · Speaker 1
hence the name, in the 1970s. And it maps your business segments into two dimensions. The growth rate of the market they operate in and your relative market share. Meaning your share compared to your largest competitor and not your absolute…
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57:02Nodaļa 13: So something genuinely different or distinct or valuable, rare, which could be your moat. 300s · Speaker 2
So something genuinely different or distinct or valuable, rare, which could be your moat. So the external picture says that, you know, you have to leave and you cannot enter this market. But the internal picture says that you might actually…
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1:02:02
adapt and innovate as the circumstances change around us? So let me also again close with something that is also very important or crucial in the entire field of strategic management. First is the timing. So the right strategic move at the …
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1:03:02
So portfolio say restructuring identified by BCG analysis or Or even with that only is only executable if the organization can manage the political and the human realities of existing businesses and letting people go. So none of these appea…
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1:04:53
Bahir, Nibin, Rashid, if you have any questions, I'm happy to take it. Maybe by email or chat or whichever way you want. Thank you so much for the session. It's very insightful. Thank you. Thank you. Thanks, Nimit. Thank you. Thanks. Thank …