Faculty of Management Sciences BES 712 SBES 712

Faculty of Management Sciences BES 712 S/BES 712 D Vacation School Orientation Dr. Chris van Zyl Senior Lecturer: Department of Management 20 th August 2018

Faculty of Management Sciences Contents 1. Theoretical aspects 2. Statistical Tools

Presentation Title Calibri bold 14 pnts Faculty of Management Sciences 1. Theoretical Aspects Chapter 1: • Vision & mission • Sustainable enterprise • Competitive advantage • Business model • Resources (tangible & intangible) • Value chain (see Ch 4 as well) • Strategic alignment

Faculty of Management Sciences 1. Theoretical Aspects Chapter 2: • Vision statement criteria • Key factors for competitive success • Financial versus strategic objectives • Company values • Company objectives

Faculty of Management Sciences 1. Theoretical Aspects Chapter 3: • Macro-environmental factors to consider when strategising • What to consider in identifying an industry’s dominant economic features • The five-forces model of competition: a key analytical tool • Weapons for competing and factors affecting the strength of rivalry • Factors affecting the threat of entry • Factors affecting competition from substitute products • Factors affecting the bargaining power of suppliers • Factors affecting the bargaining power of buyers • The most common driving forces affecting industry change • Common types of industry key success drivers

Faculty of Management Sciences 1. Theoretical Aspects Chapter 4: • Key financial ratios • Enterprise resource strengths and competitive capabilities • Potential enterprise strengths & competitive capabilities • Potential enterprise weaknesses & competitive deficiencies • SWOT analysis – the 3 steps

Faculty of Management Sciences 1. Theoretical Aspects Chapter 5: • The 5 generic competitive strategies: each focusing on a different market position • Cost-efficient management of value-chain activities • Revamping the value chain to eliminate unnecessary activities • When does a low-cost provider strategy work best? • The benefits of a successful differentiation strategy • The 4 best routes to competitive advantage via broad differentiation strategy • When does a differentiation strategy work best? • When is a focused low-cost strategy more attractive? • Compare & contrast the key features of the 5 generic competitive strategies

Faculty of Management Sciences 1. Theoretical Aspects Chapter 6: • Unique characteristics of an emerging industry • Strategy options for emerging industries • Strategies for competing in rapidly growing markets • How do slowing industries change market conditions • Strategies for maturing industries • Strategies for declining industries • End-game strategies for declining industries • How to meet the challenges of rapid change • Strategic options for fast-changing markets • Reasons for supply-side fragmentation • Strategies for competing in fragmented industries • Strategies for industry leaders • Offensive strategies to build market share • Strategic approaches for runner-up companies • Strategies for crisis-ridden companies • Conditions that make harvesting attractive

Faculty of Management Sciences 1. Theoretical Aspects Chapter 7: • The Balanced Scorecard as an enterprise performance framework • The 4 perspectives of the Balanced Scorecard • The objectives; measures; targets and initiatives of the Balanced Scorecard Chapter 8: • Centralised versus de-centralised organisational structures • Strategic alignment overview Chapter 9: • Overview of leadership; culture and teamwork within an enterprise Chapter 10: • Overview of corporate governance with a focus on the Namcode

Faculty of Management Sciences 2. Statistical Tools

13 Storch Street Private Bag 13388 Windhoek NAMIBIA Faculty of Management Sciences Thank You. T: F: E: W: +264 61 207 2871 +264 61 207 9871 fhas@nust. na www. nust. na