Planning Techniques

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8/26/2011 PLANNING TECHNIQUES 1. 2. 3. 4. 5. 6. SEVEN PLANNING TECHNIQUES A Framework/Methodology 7. Stages of growth Critical Success Factors Competitive Forces Model Value Chain Analysis Internet Value Matrix Linkage Analysis Planning Scenario Planning STAGES OF GROWTH  CRITICAL SUCCESS FACTORS 1977 Jack Rockart, Center for Information Systems Research (CISR), Sloan School of Management, MIT  A method for defining executive information systems needs  Focuses on individual managers and their current information system needs   It was observed that organizations go through 4 stages in the introduction and assimilation of a new technology:       Stage 1: Early Successes Stage 2: Contagion Stage 3:…show more content…
email for fax Where there is substitution of need e.g. better toothpaste reduces the need for dentists.  Where there is generic substitution (competing for the currency in your pocket) e.g. Video suppliers compete with travel companies.  We could always do without e.g. cigarettes. COMPETITIVE RIVALRY This is most likely to be high where entry is likely; there is the threat of substitute products, and suppliers and buyers in the market attempt to control.  This is why it is always seen in the center of the diagram  The intensity of rivalry among firms varies across industries, and strategic analysts are interested in these differences.  COMPETITIVE RIVALRY Economists measure rivalry by indicators of industry concentration  The Bureau of Census periodically reports the CR for major Standard Industrial Classifications (SIC 's)  The CR indicates the percent of market share held by the four largest firms  COMPETITIVE RIVALRY A COMPETITIVE RIVALRY  If high concentration ratio indicates that a high concentration of market share is held by the largest firms - the industry is concentrated.  With only a few firms holding a large market share, the competitive landscape is less competitive (closer to a monopoly).  A low concentration ratio indicates that the industry is characterized by many rivals, none of which has a significant market share.  These fragmented
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