Common Consulting Frameworks (How and When to Use) (PowerPoint PPTX Slide Deck)

This PPT slide presents the 7S framework, a strategic model that illustrates how an organization's vision influences its overall strategy and operational elements. At the center is "Strategy," which is defined as an integrated set of actions aimed at delivering exceptional value to a specific customer base while maintaining a sustainable cost structure. This highlights the importance of aligning strategic objectives with customer needs.

Surrounding the central strategy are 5 interconnected components: Skills, Shared Values, Structure, Staff, and Systems. Each of these elements plays a critical role in shaping the organization. "Skills" refers to the essential activities the organization must excel at to provide a compelling value proposition. This suggests that identifying and developing core competencies is vital for success.

"Shared Values" encapsulates the fundamental beliefs that guide the organization, emphasizing the importance of a cohesive culture. These values serve as the foundation for decision-making and behavior within the company. The "Structure" element pertains to the organizational design, which must support the strategy and facilitate effective communication and workflow.

"Staff" highlights the human resources aspect, indicating that the right people in the right roles are crucial for executing the strategy. Finally, "Systems" encompasses the processes and technologies that support operations, ensuring that the organization functions efficiently.

The arrows connecting these elements suggest a dynamic interplay, indicating that changes in one area can impact others. This framework serves as a valuable tool for organizations looking to align their vision with practical execution, making it relevant for executives seeking to enhance organizational effectiveness.

The Directional Policy Matrix (DPM) serves as a strategic tool for evaluating business segments or industries, offering a more detailed analysis compared to the BCG matrix. Originally developed by Shell, the DPM incorporates a manufacturing perspective, which may influence its applicability across different sectors. The framework aligns with principles from Porter's analysis, focusing on long-term profitability and market positioning.

This PPT slide outlines how the DPM categorizes market sectors based on 2 axes: market attractiveness and competitive position. The matrix is divided into quadrants that suggest specific strategic actions. For segments deemed unattractive and weak, the recommendation is to divest or consider a phased withdrawal. This indicates a cautious approach, suggesting that resources should be reallocated to more promising areas.

In contrast, segments that are attractive and strong are categorized as leaders, where growth strategies are encouraged. The slide emphasizes that investment should be prioritized in these areas to maximize returns. It also notes that businesses in the average category should proceed with care, balancing risk and opportunity.

The DPM's structured approach allows for a quantifiable assessment of market potential, guiding executives in making informed decisions about resource allocation. By weighting and ranking criteria, organizations can better understand where to focus their efforts for optimal growth. This slide provides valuable insights for decision-makers looking to prioritize investments and strategically manage their portfolios.

This PPT slide focuses on the challenge of creating demand for mobile phones by identifying barriers to purchase. It highlights that the primary obstacle is a perceived lack of need among potential customers. This insight is crucial for strategizing how to stimulate demand effectively.

The slide presents a breakdown of reasons why consumers do not purchase mobile phones, with a significant 65% indicating low need as the main factor. Other reasons include perceptions of high cost (26%) and the weight of the device (19%). This data suggests that addressing the perceived need is essential for increasing market penetration.

The strategic challenge outlined is to circumvent and neutralize these barriers. The option matrix provides a framework for evaluating different strategic options based on their potential to increase demand. Three options are presented: a customer education program, a loyalty program, and the addition of product features. Each option is associated with projected costs and potential increases in demand over the current year and over 5 years.

The option matrix indicates that adding product features is the most attractive strategy, with the highest potential for new business and a favorable return on investment. This suggests that enhancing product offerings could be a key driver in shifting consumer perceptions and ultimately increasing sales.

Overall, the slide serves as a strategic tool for executives looking to understand and address the barriers to mobile phone purchases, emphasizing the importance of perceived need and the potential impact of product enhancements.

This PPT slide presents a life cycle analysis specifically for the U.S. airline industry, emphasizing the significance of product lifecycle in assessing profitability and growth trends. The vertical axis represents sales, while the horizontal axis indicates time, illustrating the evolution of various aircraft models over the years.

Key milestones are marked, such as the 1978 deregulation, which appears to have had a substantial impact on the industry's growth trajectory. The graph indicates that following deregulation, there was a notable increase in sales, likely due to heightened competition and expanded market access. The mention of "Increased Plane Capacity" suggests that advancements in technology and operational efficiencies contributed to this growth phase.

The slide also highlights specific aircraft models, including the 707, DC-8, 727, 737, and DC-9, each representing different phases in the lifecycle. The peaks and troughs in the graph illustrate how demand for these models fluctuated over time, reflecting broader trends in consumer preferences and technological advancements. The section labeled "Demand Life Cycles" indicates that as certain models reached maturity, others began to emerge, showcasing the cyclical nature of the industry.

The analysis underscores the importance of understanding these life cycles when making strategic decisions. Companies can better position themselves by recognizing when to innovate or phase out older models. This insight can lead to improved resource allocation and enhanced market responsiveness. The slide serves as a valuable tool for executives looking to navigate the complexities of the airline sector and optimize their strategic planning.

This PPT slide presents a framework for industry analysis known as the "Five Forces Analysis." This model is instrumental in identifying various dynamics that shape competition within an industry. Each of the 5 forces is outlined, providing a structured approach to assess the competitive environment.

The first force, "Supplier Power," emphasizes the influence suppliers have on pricing and quality. Factors such as the differentiation of inputs and the concentration of suppliers are critical. A high supplier concentration can lead to increased costs for firms, impacting their overall profitability.

Next is "Barriers to Entry," which highlights the challenges new entrants face when trying to penetrate an industry. Elements like economies of scale and brand identity play a significant role in determining how easily new competitors can enter the market. High barriers typically protect existing firms from new competition.

The third force, "Buying Power," examines the leverage customers have over suppliers. This includes considerations like buyer concentration and the ability to switch suppliers. High buyer power can pressure firms to lower prices or enhance service offerings.

"Threat of Substitutes" is the fourth force, focusing on the availability of alternative products that can fulfill the same need. The relative price performance of substitutes and switching costs are key factors that influence this dynamic.

Finally, "Industry Competitors" looks at the intensity of rivalry among existing firms. Factors such as industry growth and product differentiation contribute to the level of competition. Understanding these forces allows firms to strategize effectively, ensuring they can defend their position or influence market dynamics.

This PPT slide presents an analysis of the U.S. airline industry through the lens of the SCP (Structure-Conduct-Performance) framework, detailing the evolution of the industry across different periods. It is structured into 4 main eras: the Regulated Period, Deregulation, Market Expansion, Price War, and Consolidation. Each era highlights the strategic paradigms, key events, key players, and other relevant factors that shaped the industry.

During the Regulated Period, the focus was on service and passing costs to customers, with significant players including the government and major airlines. Key events like the introduction of the propeller to jet technology and oil shocks were pivotal. As the industry transitioned to Deregulation, the paradigm shifted to route acquisition and price competition, leading to an influx of new entrants and a focus on marketing strategies.

The Market Expansion phase saw an increase in travel, while the Price War emphasized competitive pricing among airlines, including the rise of discount airlines. The slide notes that major airlines had to adapt to these changes, often leading to bankruptcies and alliances during the Consolidation phase. This final phase reflects a trend towards larger entities concentrating on core business operations.

The slide effectively encapsulates the dynamic nature of the airline industry, illustrating how external events and strategic decisions influence market behavior. For potential customers, this analysis serves as a comprehensive overview of the industry's historical context and competitive dynamics, providing valuable insights for strategic decision-making. Understanding these shifts can guide future investments and operational strategies in the airline sector.

This PPT slide presents a cost curve analysis specific to the copper industry, illustrating the relationship between cumulative production output and full cost per pound. The graph features 2 demand lines: the older demand curve labeled "Demand_old" and a new demand curve labeled "Demand_new." The increase in copper demand is highlighted as a key factor that has facilitated the entry of new players into the market, who tend to have higher costs associated with their operations.

The vertical axis indicates the full cost in cents per pound, ranging from 42 to 85 cents, while the horizontal axis represents cumulative production output, with values marked at various intervals. The cost structure is depicted through a series of bars, each corresponding to different output levels, showing how costs evolve as production increases. The bars indicate that as cumulative output rises, the full cost initially decreases, reflecting economies of scale, before leveling off or increasing at higher output levels.

The graph suggests that the new demand has shifted the cost dynamics, allowing entrants with higher operational costs to participate in the market. This shift implies a transformation in the industry, where traditional cost structures may no longer apply, and new strategies may be necessary for existing players to remain competitive. The visual representation effectively communicates the impact of demand fluctuations on cost structures, providing valuable insights for stakeholders considering their positioning in the copper market.

This PPT slide presents a framework for supply chain analysis, focusing on the degree of vertical integration and market concentration among various players. The structure is divided into distinct stages: Suppliers, Manufacturers, Distributors, Retailers, and Consumers. Each stage is represented in a way that allows for a clear visual representation of market share distribution.

The text highlights that this technique enables a detailed examination of how concentrated the market is at each stage of the supply chain. It emphasizes the importance of understanding the relative positions of different entities, which can influence strategic decision-making. The company in question is noted to be heavily involved in 2 stages of the supply chain, although its market position varies significantly across these stages. This suggests that while the company may have a strong presence, its influence and operational dynamics can differ based on the specific context of each stage.

The slide also indicates that various players are represented within the supply chain, with specific references to market share percentages. This level of detail can help executives identify potential areas for growth or consolidation. By analyzing the positions of competitors and partners, executives can make informed decisions about resource allocation, partnership opportunities, and strategic initiatives.

Overall, the slide serves as a valuable tool for executives looking to understand the complexities of their supply chain and the implications of market dynamics on their business strategy.