scholarly journals Application of management matrix models for strategic planning of enterprise activities

2020 ◽  
Vol 8 ◽  
pp. 398-404
Author(s):  
Semenchuk Tetiana ◽  
Vasiliha Sergii
Keyword(s):  
Strategic Planning ◽  
Matrix Models ◽  
Planning Process ◽  
Change Resistance ◽  
Market Strategy ◽  
Key Characteristics ◽  
Resistance Matrix ◽  
Main Instrument ◽  
A Company ◽  
Positive Effect

The importance of strategic planning enterprise activity is substantiated in the article. Detailed analysis of the management classic matrix models strategic planning, namely the Boston Consulting Group (BCG) method, the McKinsey method, and the Arthur D. Little method. Allowed to form a system basic models of strategic analysis. Which, unlike the existing ones, is built on the systematization of well-known matrix models of “packet management” in terms of tools, level of universalism and level of application. The article proposes an advanced strategic planning process for an enterprise with the application and combination of different types, methods, matrices and models, which includes three consecutive stages of analysis and planning. The authors of the article have also formulated and summarized the characteristics of matrices that are widely used in life and, above all, in the analysis of management activities. These are the change-resistance matrix and the Control Grid. The authors prove the importance and relevance of applying matrix methods in conjunction with the Blue Ocean strategy. The main instrument of the Blue Ocean Strategy is the Strategic Canvas - to diagnose and build such a strategy. In order to build an "outline strategy" for a company, it is necessary to identify the key characteristics of the products - theirs and their competitors. Analyzing a "strategic outline" allows the company to determine how well its market strategy is similar to that of its competitors. The creation of the "blue oceans" not only contributes to the strong growth and increase profits of enterprises, this strategic step has a serious positive effect on the consolidation of the existing brand the company in creating customers.

ROLE OF “CUSTOMER SUCCESS” METHODOLOGY IN STRATEGIC PLANNING PROCESS OF ORGANIZATION

2020 ◽  
Vol 20 (2) ◽  
pp. 171-175
Author(s):  
Amanat Moldokeeva ◽  
◽  
Aliya Asanbekova ◽  
Keyword(s):  
Strategic Planning ◽  
Planning Process ◽  
Developed Countries ◽  
User Feedback ◽  
Strategic Planning Process ◽  
A Company

Today’s most successful companies are committed to understanding the desired outcomes of their customers, and they’re designing experiences to help their customers achieve those outcomes. In other words, they’re focused on customer success. Most of companies in developed countries are understanding importance of Customer success methodology. Their experience could be useful for Kyrgyzstan market also. CSM is a customer representative in a company. Success Manager works ahead to prevent user problems. And its main goal is to show the value of the product to the client and transfer user feedback to the development and product teams.

Corporate Strategy from the Bottom

2014 ◽  
pp. 200-217
Author(s):  
Luca Romano
Keyword(s):  
Strategic Planning ◽  
Portfolio Management ◽  
Management System ◽  
Corporate Strategy ◽  
Planning Process ◽  
Strategic Thinking ◽  
Project Portfolio ◽  
Project Portfolio Management ◽  
Strategic Direction ◽  
A Company

This chapter demonstrates that the connection between strategy and actions is key for a company to gain a conscious strategic advantage from what done in day-to-day activities. This connection is not always clear and often the officially stated strategy is far from the strategic direction showed from an analysis of the portfolio of initiatives undertaken by a company. Project Portfolio Management (PPM) methodology can help in assessing and improve this connection, as to start a PPM this connection must be clarified. This chapter aims to verify 2 hypotheses. The first is that it is possible to implement a Project Portfolio Management system in a company without a strategic planning process in place. The second is that the implementation of a Project Portfolio Management system helps companies to grow their strategic thinking and can be a first step in strategic planning.

Corporate Strategy from the Bottom

2016 ◽  
pp. 2219-2237
Author(s):  
Luca Romano
Keyword(s):  
Strategic Planning ◽  
Portfolio Management ◽  
Management System ◽  
Corporate Strategy ◽  
Planning Process ◽  
Strategic Thinking ◽  
Project Portfolio ◽  
Project Portfolio Management ◽  
Strategic Direction ◽  
A Company

This chapter demonstrates that the connection between strategy and actions is key for a company to gain a conscious strategic advantage from what done in day-to-day activities. This connection is not always clear and often the officially stated strategy is far from the strategic direction showed from an analysis of the portfolio of initiatives undertaken by a company. Project Portfolio Management (PPM) methodology can help in assessing and improve this connection, as to start a PPM this connection must be clarified. This chapter aims to verify 2 hypotheses. The first is that it is possible to implement a Project Portfolio Management system in a company without a strategic planning process in place. The second is that the implementation of a Project Portfolio Management system helps companies to grow their strategic thinking and can be a first step in strategic planning.

Integration of a text mining approach in the strategic planning process of small and medium-sized enterprises

2018 ◽  
Vol 118 (4) ◽  
pp. 745-764 ◽  
Author(s):  
Claudia Vásquez Rojas ◽  
Eduardo Roldán Reyes ◽  
Fernando Aguirre y Hernández ◽  
Guillermo Cortés Robles
Keyword(s):  
Text Mining ◽  
Strategic Planning ◽  
Design Methodology ◽  
Planning Process ◽  
Clustering Algorithms ◽  
Content Type ◽  
Strategic Plans ◽  
Swot Matrix ◽  
Plan Management ◽  
A Company

Purpose Strategic planning (SP) enables enterprises to plan management and operations activities efficiently in the medium and large term. During its implementation, many processes and methods are manually applied and may be time consuming. The purpose of this paper is to introduce an automatic method to define strategic plans by using text mining (TM) algorithms within a generic SP model especially suited for small- and medium-sized enterprises (SMEs). Design/methodology/approach Textual feedbacks were collected through a SWOT matrix during the implementation of a SP model in a company dedicated to the local distribution of food. A four-step TM process (performing acquisition, pre-processing, processing, and validation tasks) is applied via a framework developed under the cloud computer paradigm in order to determine the strategic plans. Findings The use of categorization and clustering algorithms show that unstructured textual information produced during the SP can be efficiently processed and capitalized. Collected evidence reveals the potential to enhance the strategic plans creation with less effort and time, improving the relevance, and producing new technological resources accessible to SMEs. Originality/value An innovative framework especially suited for the SMEs based on the synergy assumption of the coupling between TM and a generic SP model.

Strategic planning approaches to knowledge management: a taxonomy

VINE ◽  
2015 ◽  
Vol 45 (4) ◽  
pp. 495-508 ◽  
Author(s):  
Ettore Bolisani ◽  
Enrico Scarso
Keyword(s):  
Knowledge Management ◽  
Strategic Planning ◽  
Planning Process ◽  
Real Life ◽  
Two Dimensions ◽  
Successful Implementation ◽  
Content Type ◽  
Km Strategy ◽  
Definition Of ◽  
A Company

Purpose – The purpose of this paper is to discuss and propose a taxonomy of approaches to the strategic planning of knowledge management (KM). The concept of KM strategy is relatively recent and has been developed based on the assumption that any KM programme requires the definition of long-term goals, resources and plans, i.e. a KM strategic planning. Empirical evidence shows that the conditions for the successful implementation of KM can change from a company to another and in relation to the external context, and this may call for different appropriate approaches to KM planning. Design/methodology/approach – By drawing inspiration from the classic literature about strategic planning and combining it with the KM literature, a taxonomy of four possible approaches to KM strategic planning is developed. This taxonomy is based on the combination of two dimensions, namely: the nature (rational vs emergent) of the planning process, and the competitive factors (internal vs external) that drive the strategy formulation. Examples of companies, drawn from an analysis of recent case studies based on secondary data, are then provided, with the purpose to depict the features of each KM strategic planning approach, as well as asses the consistency and usefulness of the formulated taxonomy. Findings – The analysis of available empirical data shows that the proposed taxonomy fits cases that can be found in real life. The two dimensions of KM strategic planning previously presented allow to highlight the differences in the behaviour of companies. This can provide important food for thought for strategic thinking applied to KM, and can also reinforce the link between KM and other areas of management. Practical implications – The awareness that companies can follow different approaches to KM planning is important for executives that consider KM as a primary activity for their companies. In particular, in the case of an emergent KM strategy, managers should be able to recognize it, and, as far as possible, to align it with the company’s overall strategic goals. Originality/value – To date, the literature has primarily focused on the definition of different types of KM strategies, while the process that can lead to the formulation of these strategies has been less studied. The paper aims to fill this gap by identifying, discussing and classifying different possible approaches to KM strategic planning that a company can adopt.

ROLE OF “CUSTOMER SUCCESS” METHODOLOGY IN STRATEGIC PLANNING PROCESS OF ORGANIZATION

2020 ◽  
Vol 20 (2) ◽  
pp. 171-175
Author(s):  
Amanat Moldokeeva ◽  
Keyword(s):  
Strategic Planning ◽  
Planning Process ◽  
Developed Countries ◽  
User Feedback ◽  
Strategic Planning Process ◽  
A Company

Today’s most successful companies are committed to understanding the desired outcomes of their customers, and they’re designing experiences to help their customers achieve those outcomes. In other words, they’re focused on customer success. Most of companies in developed countries are understanding importance of Customer success methodology. Their experience could be useful for Kyrgyzstan market also. CSM is a customer representative in a company. Success Manager works ahead to prevent user problems. And its main goal is to show the value of the product to the client and transfer user feedback to the development and product teams.

European experience of forming strategic directions of socio-economic development of the country

2019 ◽  
pp. 3-6
Author(s):  
Vasyl Papp ◽  
Nelya Boshota
Keyword(s):  
Economic Development ◽  
Strategic Planning ◽  
Development Strategy ◽  
Planning Process ◽  
Development Planning ◽  
Integrated System ◽  
Main Task ◽  
European Experience ◽  
Social And Economic Development ◽  
Socio Economic Development

The main task that determines the effective functioning of the country is the formation of a strategy for its socio-economic development based on a long-term innovation strategy. An innovative development strategy of the country is defined as a fundamental, basic element of the overall strategy of socio-economic development. The purpose of the article is to develop the conceptual foundations for shaping the country's socio-economic development strategy in modern conditions, adjusting the priority directions of the strategy and the peculiarities in using the means of achieving the goals, taking into account European experience. The article examines the European practice of developing and implementing the strategy of socio-economic development of the country as the most important instrument of the state's influence on social and economic development. Recommendations on the use of advanced strategic planning tools are developed. It is proved that without the scientific and methodological support of the plan of socio-economic development of the country it is impossible to count on the successful solution of important tasks and the democratization of public relations. The concept of strategy formation is designed to take into account the interests of economic entities and territory and to cover not only the traditionally used sectoral aspect of development, but also the territorial, which includes the creation and development of clusters and special economic zones. European experience shows that transition of a country to an innovative socially oriented type of development requires an increase in the efficiency of the state strategic planning process, the achievement of which is possible only with the co-ordinated activity of state authorities, business structures, science and society. It should be emphasized that in the prevailing conditions there is a need to form a single integrated system of social and economic development planning that optimally combines both the use of strategic planning and the program-target method for solving urgent problems.

scholarly journals Serious Gaming for the Strategic Planning Process

2014 ◽  
Author(s):  
Adina Aldea ◽  
Maria-Eugenia Iacob ◽  
Jos van Hillegersberg ◽  
Dick Quartel ◽  
Henry Franken
Keyword(s):  
Strategic Planning ◽  
Planning Process ◽  
Serious Gaming ◽  
Strategic Planning Process
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