STRATEGY - Seahorses€¦ · BUSINESS MODELS – SOME USEFUL EXAMPLES Seahorses© 2011 3 RELATIONSHIP OF STRATEGY FORMULATION & IMPLEMENTATION FORMULATION (Deciding what to do) IMPLEMENTATION

BUSINESS MODELS – SOME USEFUL EXAMPLES

Seahorses© 2011 1

STRATEGYOVERVIEW MODELS

STRATEGY IMPLEMENATION OVERVIEW

STRATEGY

Policy/Planning

Environment

Communicate

Monitor Assessment(Tools)

Financial Organisational Cultural HR Administrative Marketing Operations

Change Management Structure

Unfreeze/Refreeze

Sell DO & Make Sure they Know

Source: Seahorses Consulting


Seahorses© 2011 2

RealisedStrategy

UnrealisedStrategy

DeliberateStrategy

EmergentStrategy

Source: Mintzberg, H., 1998, ‘The Strategy Process’, Prentice Hall cited in Lewis, G., Morkel, A., Hubbard, G., Davenport, S., Stockport, G., 1999, Australian and New Zealand Strategic Management. Concepts, Context and Cases.’2nd Edn, Prentice Hall, p. 12.

INTENDED & EMERGENT

STRATEGIES

STRATEGYEnvironment Resources

SustainableSuperiorFinancial

Performance

Strategy Matching Environment & Resources

Source: Lewis, G., Morkel, A., Hubbard, G., Davenport, S., Stockport, G., 1999, Australian and New Zealand Strategic Management. Concepts, Context and Cases. 2nd Edn, Prentice Hall, p. 13.


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RELATIONSHIP OF STRATEGY FORMULATION & IMPLEMENTATION

FORMULATION(Deciding what to do)

IMPLEMENTATION(Achieving Results)

CORPORATESTRATEGY

Pattern of purposes and policies defining the

company and business

1. Identification of opportunity and risk

2. Determining the company’s material, technical, financial and managerial resources

3. Personal values and aspirations of senior management

4. Acknowledgement of non-economic responsibility to society

1. Organisation structure and relationshipsDivision of LabourCoordination of divided responsibilityInformation systems

2. Organisational processes and behaviourStandards & measurementMotivation & incentive systemsControl systemsRecruitment and development of managers

3. Top LeadershipStrategicOrganisationalPersonal


BASIC DESIGN SCHOOL MODELExternal

AppraisalInternal

Appraisal

Threats &Opportunities in

Environment

Strengths andWeaknesses ofOrganisation

Creation ofStrategyKey Success

FactorsDistinctive

Competences

Evaluation andChoice ofStrategy

Implementationof

Strategy

SocialResponsibility

ManagerialValues

Source: Mintzberg, H., Ahlstrand, B., Lampel, J., 1998, Strategic Safari. A Guided Tour Through the Wilds of Strategic Management, The Free Press, New York, p. 26


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The Old 7sStrategy

Staff

Skills

Structure

Style

Systems

SharedValues

SOFT

HARD

Source: Adapted from Lewis, G., Morkel, A., Hubbard, G., Davenport, S., Stockport, G., 1999, Australian and New Zealand Strategic Management. Concepts, Context and Cases. 2nd Edn, Prentice Hall, p. 271-272.

THE New 7 S’sVISION FOR DISRUPTIONIdentifying and creating opportunities for

temporary advantage through understanding: Stakeholder Satisfaction Strategic Soothsaying

Directed at identifying new ways to serve existing customers better, or new customers

that no-one else serves now.

CAPABILITY FOR DISRUPTION

Sustaining the momentum by developing flexible capacities for:

Speed Surprise

That can be applied across many actions to build a series of temporary advantages.

TACTICS FOR DISRUPTIONSeizing the initiative to gain advantage by:

Shifting the Rules Signalling

Simultaneous and Sequential Strategic Thrusts

With actions that shape, mould or influence the directions or nature of competitors responses.

MARKETDISRUPTION



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COMPETITIONMODELS

COMPETITIVE STRATEGY MODEL

IndustryStructure

ResourcesSTRATEGY

Political/Legal Economic Social Technical

External Environment

Concentration Entry Barriers Product Differentiation Cost Structures Vertical Integration

IndustryStructure

Lower Cost Differentiation (Price

Premium) Strategic Assets

Forms ofCompetitive Advantage

Capital People Technology Organisation

Source: Adapted from Lewis, G., Morkel, A., Hubbard, G., Davenport, S., Stockport, G., 1999, Australian and New Zealand Strategic Management. Concepts, Context and Cases. 2nd Edn, Prentice Hall, pp. 19, 25, 27, 28.

Capabilities

Drivers Leadership Management Operations

Competing withSuperior Capabilities

Str

ate

gic

As

se

ts

Environment

FIRM ANALYSISSustainable, Superior financial

performance


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Cost Leader

Cost Focus

Differentiation

DifferentiationFocus

LOW COST DIFFERENTIATION

BR

OA

DTA

RG

ET

NA

RR

OW

TAR

GE

T

COMPETITIVE ADVANTAGEC

OM

PE

TIT

IVE

TA

RG

ET

Source: Adapted from Porter, M. ‘Generic Strategies’, cited in Lewis, G., Morkel, A., Hubbard, G., Davenport, S., Stockport, G., 1999, Australian and New Zealand Strategic Management. Concepts, Context and Cases. 2nd Edn, Prentice Hall, p. 693.

COMPETITION STRATEGY

Structure-Conduct-Performance Model

Raw Materials Technology Urbanisation Product Durability Value/Weight Business Attitudes Public Policies

Price Elasticity Substitutes Rate of Growth Cyclical & Seasonal

Character Purchase Method Marketing Type

SUPPLY DEMAND

BASICCONDITIONS

Number of Sellers & Buyers

Product Differentiation Barriers to Entry

Cost Structures Vertical Integration Conglomerates

MARKETSTRUCTURE

Pricing Behaviour Product Strategy &

Advertising

Research & Innovation Plant Investment Legal Tactics

CONDUCT

Production & Allocative Efficiency

Full Employment EquityPERFORMANCE

Source: Scherer, F., Ross, D., 1980, Industrial Market Strategy and Economic Performance, 2nd Edn, Houghton Mifflin, Boston


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PORTER’S COMPETITIVE FORCES MODEL

SUPPLIERS BUYERS

SUBSTITUTES

POTENTIALENTRANTS

Rivalry DeterminantsEntry Barriers

Determinants of Supplier Power Determinants of Buyer Power

Determinants of Substitution Threat

Economies of Scale Proprietary Product Differences Brand Identity Switching Costs Capital Requirements Access to Distribution Absolute Cost Advantages

Proprietary Learning Curve Access to Necessary Inputs Proprietary low-cost product design

Government Policy Expected Retaliation

Industry Growth Fixed (or storage) cost/value added Intermittent overcapacity Product Differences Brand identity Switching Costs Concentration and Balance Informational Complexity Diversity of Competitors Corporate Stakes Exit Barriers

Differentiation of Inputs Switching costs of suppliers & firms in the industry Presence of substitute inputs Supplier Concentration Importance of volume to Suppliers Cost relative to total purchases in the industry Impact of inputs on cost or differentiation Threat to forward integration relative to threat of

backward integration by firms in the industry

Bargaining Leverage: Buyer concentration

versus Firm concentration

Buyer Volume Buyer Switching

Costs relative to Firm Switching Costs

Buyer Information Ability to backward

integrate Substitute Products Pull-through

Price Sensitivity: Price/Total Purchases

Product Differences

Brand Identity Impact on

Quality/ Performance

Buyer Profits Decision Makers’

Incentives

Relative price performance of substitutes Switching costs Buyer propensity to substitute

Source: Porter, M., 1980, Competitive Strategy, Free Press, New York

INDUSTRYCOMPETITORS

(Rivalry among existing Firms)

PEST ANALYSIS MODEL

INDUSTRYSTRUCTURE

STRATEGY

Political/Legal

Political stability Risk of military invasion Legal framework for contract

enforcement Intellectual property protection Trade regulations & tariffs Favoured trading partners Anti-trust laws

Pricing Regulation Taxation Rates and Incentives Wage and Employment Legislation Industrial Safety Product Labelling Corporate Legislation Government controlled Rights

Economic

Government intervention in the free market

Comparative advantages of host country

Exchange rates & stability of host country currency

Efficiency of financial markets Infrastructure quality

Skill level of workforce Labour costs Business cycle stage (e.g. prosperity,

recession, recovery) Economic growth rate Discretionary income Unemployment rate Inflation and Interest rates

Social Entrepreneurial spirit Attitudes (health, environmental

consciousness, etc.) Leisure interests

Demographics Class structure Education Culture (gender roles, etc.)

Technical Impact on value chain structure Rate of technological diffusion

Recent technological developments Technology's impact on product offering Impact on cost structure

Source: Model developed from information at Internet Center for Management and Business Administration, Inc. [Copyright] 2002, PEST Analysis, [Online] http://www.netmba.com/strategy/pest, [Accessed] 13 June 2003, and Lewis, G., Morkel, A., Hubbard, G., Davenport, S., Stockport, G., 1999, Australian and New Zealand Strategic Management. Concepts, Context and Cases. 2nd Edn, Prentice Hall, pp. 19, 25, 27, 28, 40-42.


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COMPETITIVE ADVANTAGE

DemandConditions

FactorConditions

Firm Strategy Structure

and Rivalry

Relatedand

SupportingIndustries

Source: Porter, M., 1990, The Competitive Advantage of Nations, Harvard Business Review, Mar-Apr 1990, p.77

GENERATING COMPETITIVE ADVANTAGE

Valuable Rare Imitate(Hard To)

Organisation(1)

Competitive Implications Economic Performance

No - - No Competitive Disadvantage

(Weakness)

Below Normal

Yes No - Competitive Parity (Strength) Normal

Yes Yes No Temporary Competitive Advantage (Strength)

Above Normal

(Short Term)

Yes Yes Yes Yes Sustained Competitive Advantage (Strength)

Above Normal

(Long Term)

(1) Resources exploited by the organisation for its benefit.

Source: Barney, J., 1997, Gaining and Sustaining Competitive Advantage’. Addision-Wesley Publishing


Seahorses© 2011 9

MICRO ECONOMIC

MODELS

DEVELOPMENT OF ECONOMIC STRATEGY

Economic Technical Physical Social Community Nation World

ENVIRONMENTALCONDITIONS AND

TRENDS Capability FinanceManagerial Functional Organisational

Reputation History

DISTINCTIVECOMPETENCE

Identification Inquiry Assessment of

risk

OPPORTUNITIESAND RISK

As extending or constraining opportunity

Identification of strengths and weaknesses

Programs for increasing capability

CORPORATERESOURCES

Consideration of all combinations

Evaluation to determine best match of opportunity

and resources

CHOICE OF PRODUCTS AND MARKETS

Economic Strategy



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ECONOMICS/ACCOUNTING PROFITS

Economic Profit

• Return to Owner• Opportunity Cost

• Explicit (Actual Costs)

Normal Profit (π)Economic Break Even Point

Above Normal

Profit (π)

Implicit Costs

ECONOMICS

• Variable

• Fixed Costs

Accounting Profit

ACCOUNTING

AccountingLoss

Indifference

Get Out/Close Down

EconomicProfit

Be

low

He

re –

Eco

no

mic

Lo

ss

AccountingBreak Even Point

BUSINESS DEVELOPMENT

MODELS


Seahorses© 2011 11

DEVELOPING SCENARIOS(Shoemaker Model)

Identify the Major Stockholders

Identify Basic Trends

Identify Key Uncertainties

Construct Initial Scenario Themes

Check for Consistency and Plausibility

Develop Learning Scenarios

Identify Knowledge Gaps

Develop Quantitative Models

Evolve Toward Decision Scenarios

Define the Scope1

2

3

4

5

6

7

8

9

10

e.g. Political, Economic, Social, Technology Trends

1. Predetermined – Forces that make events inevitable2. Uncertain – Forces that can not be anticipated

Start with extreme scenarios and work to less extreme options

Check the logic of the scenarios

Trend out the scenarios

Conduct research as necessary to fill the gaps

Conduct quantitative analysis if appropriate

Refine through an iterative process

Source: Lewis, G., Morkel, A., Hubbard, G., Davenport, S., Stockport, G., 1999, Australian and New Zealand Strategic Management. Concepts, Context and Cases. 2nd Edn, Prentice Hall, pp. 68-70

PUTTING IT TOGETHER (1)Growth Share Matrix(This Model is used to

identify the products that have the greatest probable

future growth capacity)

Life Cycle Model(This Model is used to

identify the position of each product within the life cycle,

so future demand issues can be assessed)

Market Penetration Pyramid

(This Model uses market intelligence to determine the

size of marketing opportunities in relation to

market penetration)

Select Products(The most effective

products are selected by

analysing the short and long term

potential)

Market Strategy(The most

appropriate method of marketing these

products is identified)

LO

NG

ER

TE

RM

FO

CU

S12

MO

NT

H F

OC

US



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PUTTING IT TOGETHER (2)

ProductAnalysis

CoreCapabilities

CoreCompetencies

Cross-Matchto ValueChain

DetermineIssues

This process is used to identify the products that are supported.

This process identifies the core capabilities that the company has identified as being important in supporting the products.

This process shows the interrelationship between the core capabilities (and also which identified capabilities are the most important to the company).

This process cross matches the identified core competencies against the Value Chain.

Differences between the identified core competencies, and those required to optimise the Value Chain, can then be determined.


SIZ

E O

F B

US

INE

SS

AGE OF BUSINESSYoung Mature

Crisis

Crisis

Crisis

Crisis

Fold

Fold

Contained

Decline

STAGE 1Start-Up

STAGE 2Survival

STAGE 3Growth

STAGE 4Expansion

STAGE 5Maturity

Source: Adapted from Scott, M., and Bruce, R., 1987, Five Stages of Growth in Small Business, Long Range Planning, June, Vol 20, No. 3, pp. 45-52


Seahorses© 2011 13

BURGELMAN’S PROCESS MODEL OF INTERNAL CORPORATE VENTURING (ICV)

CORE PROCESSES OVERLAYING PROCESSES

Definition Impetus Strategic Context

Structural Context

Corporate Management

Monitoring Authorising Rationalising Structuring

New Venture Development Management

Coaching Stewardship Strategic

Building Delineation

Negotiating

Group Leader Venture Manager

Technical & Need Linking

Strategic Forcing

Gatekeeping Idea Generating

Bootlegging

Questioning

Key Activities

LE

VE

LS

Source: Burgelman, R., 1983, A Process Model of Internal Corporate Venturing in the Diversified Major Firm.Administrative Science Quarterly, Vol 28, No. 2 (June 1983), pp. 223-244.

Product Championing

Organisational Championing

DRIVERS FOR INTERNATIONAL TRADE AND INVESTMENT

ComparativeAdvantage

OligopolisticCompetition

PoliticalCompetition

RegulatedCompetition

Government Intervention

Glo

bal C

once

ntra

tion

Low High

Low

Hig

h

Model Source: Yoffie, D., 1993, Beyond Free Trade. Firms, Governments and Global Competiton. Boston. MA: Harvard Business School Press.


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Stable

Unstable

Transitional

Turbulent

Magnitude of Environmental Change

Rat

e of

Env

iron

men

tal C

hang

e

Small Large

Slo

wF

ast

Source: Model adapted from Basil & Cook. 1974, p.206

ENVIRONMENTAL EFFECTS

MARKETINGMODELS


Seahorses© 2011 15

Market Planning

Market Analysis

Strategic Planning/Marketing Process

Corporate Mission

Corporate Vision

Environmental ScanMicro

Macro Corporate Objectives

Marketing Objectives

SegmentationEnvironmental Scan

Micro

MacroTargeting

Positioning

Product Price Promotion Placement

Control

Implementation

What We Are?

Where to Go?Core ProductsDifferentiators


Target

ConsumersPrice

Product

Place

Promotion

MarketingChannels

Competitors

PublicsSuppliers

Demographic-Economic

Environment

Technological-Natural

Environment

Social-Cultural

Environment

Political-Legal

Environment

The Theoretical Process

Analysis

Implementation

Pla

nn

ing

Con

trol


Seahorses© 2011 16

Market Targeting

MarketPositioning

Market Segmentation1. Identify bases forsegmenting the market

2. Develop profiles ofresulting segments

3. Develop Measures ofsegment attractiveness

4. Select the targetsegment(s)

5. Develop positioningfor each target segment

6. Develop marketing mixfor each target segment

THE MARKETING PROCESS

Source: Kotler et al. 1998, p.297

OperationalExcellence

Leading industry in price & convenience

Customer IntimacyKnowing the customer and

tailoring products to meet thecustomer’s needs

Product LeadershipContinuous leading edge products

Marketing Strategy

Source: Adapted from Treacy, M., Wiersema, F., cited in Kotler, P., Armstrong, G., Brown, L. and Adam, S., 1998, Marketing, Prentice Hall, Sydney, pp 721-722

CHOOSING THE RIGHT STRATEGY


Seahorses© 2011 17

7 Ps OF MARKETING

MARKETING

Personnel

Price

Product Placement

Promotion

Process

Premises

Source: Adapted from Bayly, E. 2002, Marketing. [Online] http://www.e-xpert.co.nz/SITE_Default/x-files/148.ppt, [Accessed] 15 Jun 2003

1 2

37

46

5

CoreProduct

Actual ProductProviding• Inflight Services• Duty Free Shopping• Meals• Seat Allocation• Flight Booking System• Schedules• Safety Record

Augmented ProductProviding:• QANTAS Club• Hertz car-rental booking• Fly-drive packages• Frequent Flyer Scheme• Holiday Packages• Tours• Priority Baggage

Model Source: Model provided by Kotler et al. 1998, p.347

Core ProductTime Critical Transport

CORE, ACTUAL & AUGMENTED PRODUCT

(AN EXAMPLE – QANTAS)


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Dog

Question Mark

Cow

Star

Relative Market Share

Mar

ket G

row

th R

ate

Small Large

Slo

wF

ast

?

Model Source: Adapted from Boston Consulting Group Growth-Share Matrix cited in Kotler et al. 1998, p.43

MARKET POTENTIAL

CP1 – Effective CommunicationsCP2 – Presentation & Display

CP3 – SurveillanceCP4 – Low Risk Reliable Technology

CP3 - Government

CP3 – Business MarketCP1 - Government

CP3 - MilitaryCP1 - Business >60CP2 - Business (Producers)

CP4 - GovernmentCP2 - BusinessCP1 - Business < 60CP2 - GovernmentCP4 - Corporate

Each interval equates to $100,000

CP3 – Consumer Market

Market Potential

Market Penetration

CP = Core Product

Source: Seahorses Consulting - Developed from Mintzberg/Porter/Drucker models on market development

EXAMPLE OF A MARKET & PENETRATION PYRAMID


Seahorses© 2011 19

Early Market Bowling Alley

TheChasm

The Tornado

MainStreet

End of Life

8

Model Source: Adapted from Moore 1995, p.25 cited in Kotler et al. 1998, p.402

PRODUCT LIFECYCLE

BusinessMarket

ConsumerMarket

GOVERNMENT

MARKETS

ExportMarkets

ResellerMarkets

= Market Focus

Source: Adapted from Kotler et al. 1998, p.103

Handled together as the competitive advantage developed by BVG’s Profit Pools will be analogous for both market segments.

MARKET FOCUS MODEL(WITH EXAMPLE INFORMATION INCLUDED)


Seahorses© 2011 20

RESOURCE MANAGEMENT

MODELS

FOUR RESOURCE GROUPS

CAPITAL PEOPLE

TECHNOLOGY ORGANISATION

RESOURCES

Source: Adapted from Lewis, G., Morkel, A., Hubbard, G., Davenport, S., Stockport, G., 1999, Australian and New Zealand Strategic Management. Concepts, Context and Cases. 2nd Edn, Prentice Hall, pp. 19, 25, 27, 28.


Seahorses© 2011 21

FRAMEWORK FOR RESOURCE ANALYSIS

RESOURCES1. Identify the firm’s resources and

locate areas of strength and weakness relative to competitors

CAPABILITIES2. Identify the firm’s capabilities

(What can the firm do?)

Potential forSustainableCompetitive

Strategy

3. Appraise the rent-generating potential of resources/capabilities in terms of their potential for creating, sustaining and exploiting competitive advantage.

STRATEGY4. Select a strategy, which best

exploits the firm’s capabilities relative to external opportunities.

5. Identify resource gaps which will need to be filled. Invest in replenishment and augmenting the firm’s resource base.

Source: Lewis, G., Morkel, A., Hubbard, G., Davenport, S., Stockport, G., 1999, Australian and New Zealand Strategic Management. Concepts, Context and Cases. 2nd Edn, Prentice Hall, p. 174

FIVE EASY STEPS TO DESTROYING A RICH CULTURE

(Any One will Do)

Step 1: Manage the bottom line (as if you make money by managing money

Step 2: Make a plan for every action: no spontaneity please, no learning.

Step 3: Move managers around to be certain they never get to know anything but management well (and kick the boss upstairs –better to manage a portfolio than a real business)

Step 4: Always be objective, which means to treat people as objects (in particular, hire and fire employees the way you buy and sell machines – everything is a portfolio)

Step 5: Do everything in five easy steps

Source: Mintzberg, H., Ahlstrand, B., Lampel, J., 1998, Strategic Safari. A Guided Tour Through the Wilds of Strategic Management, The Free Press, New York, p. 282


Seahorses© 2011 22

Concentration ofOwner’s Knowledge

Concentration ofCompany Knowledge

Business Growth in Scale and Scope

Low

High

Source: Adapted From Mazzarol, T., 2003, Small Business Management. Topic 7. Assisting a Small Business to Grow. Graduate School of Management. University of Western Australia, p. 9.

KNOWLEDGE CONCENTRATION

VALUE CHAINMODELS


Seahorses© 2011 23

Mc KINSEY MODEL

TechnologyProductDesign

Manufacturing Marketing Distribution Service

Source Sophistication Patents Products/

Process Choices

Function Physical

Characteristics Aesthetics Quality

Integration Raw Materials Capacity Location Procurement Parts

production Assembly

Prices Advertising/

Promotion Sales Force Package Brand

Channels Integration Inventory Warehousing Transport

Warranty Speed Captive/

Independent Prices

WORKFLOW

Source: Adapted from McKinsey Business Model cited in Lewis, G., Morkel, A., Hubbard, G., Davenport, S., Stockport, G., 1999, Australian and New Zealand Strategic Management. Concepts, Context and Cases. 2nd Edn, Prentice Hall, p. 163

THE VALUE SYSTEM

SupplierValue

Chains

FirmValueChain

ChannelValue

Chains

BuyerValue

Chains

SINGLE-INDUSTRY FIRM

SupplierValue

Chains

BusinessUnit Value

Chain

ChannelValue

Chains

BuyerValue

Chains

DIVERSIFIED FIRM

BusinessUnit Value

Chain

BusinessUnit Value

Chain

Source: Porter, M., 1985, Competitive Advantage: Creating and Sustaining Superior Performance. The Free Press. New York, p. 35


Seahorses© 2011 24

PORTER’S GENERIC VALUE CHAIN

INB

OU

ND

LO

GIS

TIC

S

OP

ER

AT

ION

S

OU

TB

OU

ND

LO

GIS

TIC

S

MA

RK

ET

ING

& S

AL

ES

SE

RV

ICE

Primary Activities

Su

pp

ort

Act

ivit

ies FIRM INFRASTRUCTURE

HUMAN RESOURCE MANAGEMENT

TECHNOLOGY DEVELOPMENT

PROCUREMENT

Source: Porter, M., 1985, Competitive Advantage: Creating and Sustaining Superior Performance. The Free Press. New York, p. 37

EXAMPLE OF A HYBRID MODEL - QANTAS VALUE CHAINMarketing

TravelAgents

AlliancePartners

Sal

es

DirectSales

Alliance Management

Travel Agent Operations

Travel Agent Relationships

Internal Sales Team

Freight

Logistics

Maintenance Development Replacement Technology Development

Fuel Parts Equipment Food Utilities

Firm InfrastructureHuman Resource

Administrative Support

Coordination Organisation Management Finances Procurement

PersonnelSupport

Pay Conditions Consumables Training

TerminalOperations

AircraftOperations

Baggage Movement

Personnel Movement

Freight Movement Additional

Facilities (e.g. Clubs)

Service Delivery

AllianceTransfer

Disengagement

National/International

Transfer

Source: Model developed by Bruce Hilliard based on merged concepts from McKinsey Value Chain, Porter Value Chain models

Consumables

Strategic Management

Alliance Management

Pricing & Yield

SU

PP

OR

T A

CT

IVIT

IES

PR

IMA

RY

AC

TIV

ITIE

S

Aircraft*Terminal

Facilities*

*Note: Terminal Facilities and Aircraft Maintenance can also be considered Primary Operations Activities where these activities generate revenue for QANTAS. This has not been shown to simplify the model in conformance with this case.

Workflow

Support Flow

KEYHoliday/

OtherPackages


Seahorses© 2011 25

VERSION CONTROL &CONTACT INFORMATION

• Should you need to get in touch with the developer of this package:

Name: Bruce HilliardE-Mail: [email protected]

Version Date

1.1 7/4/2011

Documents

STRATEGY - Seahorses€¦ · BUSINESS MODELS – SOME USEFUL EXAMPLES Seahorses© 2011 3 RELATIONSHIP OF STRATEGY FORMULATION & IMPLEMENTATION FORMULATION (Deciding what to do) IMPLEMENTATION