Strategy

Everybody knows the 5,6,7,8, or 9 W’s which, theoretically, makes them a bit bland. Who, what, where, when, why, with what, what for, through which, where to, etc. It’s still important for organizations to answer these simple questions. 

Related models: AIDA Model; 7S Model; Knowledge Triangle; INK; SWOT Analysis; Balanced Scorecard; Five Forces; BCG Matrix; 6W's of Corporate Growth; CRM;Kondratieff; Customer Pyramid; Product Life Cycle; 

This model was developed by Pascale and Athos (1981), but it became very popular thanks to McKinsey. The model describes seven different components, which together make an almost complete representation of all organisational aspects.

Related models: AIDA Model; 7S Model; Knowledge Triangle; INK; SWOT Analysis; Balanced Scorecard; Five Forces; BCG Matrix; 6W's of Corporate Growth; CRM;Kondratieff; Customer Pyramid; Product Life Cycle; 

The Balanced Scorecard (BSC) is a tool for management at a strategic level and for achieving long-term targets. Managers are not judged by the financial aspects only, but rather by several aspects. All aspects are weighed differently, which explains the term ‘Balanced’.

Related models: AIDA Model; 7S Model; Knowledge Triangle; INK; SWOT Analysis; Balanced Scorecard; Five Forces; BCG Matrix; 6W's of Corporate Growth; CRM;Kondratieff; Customer Pyramid; Product Life Cycle; 

To use the chart, analysts plot a scatter graph to rank the business units (or products) on the basis of their relative market shares and growth rates.

Related models: AIDA Model; 7S Model; Knowledge Triangle; INK; SWOT Analysis; Balanced Scorecard; Five Forces; BCG Matrix; 6W's of Corporate Growth; CRM;Kondratieff; Customer Pyramid; Product Life Cycle; 

Customer relationship management (CRM) helps businesses to gain an insight into the behaviour of their customers and modify their business operations to ensure that customers are served in the best possible way. In essence, CRM helps a business to recognise the value of its customers and to capitalise on improved customer relations. The better you understand your customers, the more responsive you can be to their needs.

Related models: AIDA Model; 7S Model; Knowledge Triangle; INK; SWOT Analysis; Balanced Scorecard; Five Forces; BCG Matrix; 6W's of Corporate Growth; CRM;Kondratieff; Customer Pyramid; Product Life Cycle; 

The model describes a way to divide customers into segments based on the turnover they create. It’s based on the Paretto effect, better known as the 80/20 rule which means that 20% of the customers create 80% of the turnover.

Related models: AIDA Model; 7S Model; Knowledge Triangle; INK; SWOT Analysis; Balanced Scorecard; Five Forces; BCG Matrix; 6W's of Corporate Growth; CRM;Kondratieff; Customer Pyramid; Product Life Cycle; 

The five force model is used for analysing the market and the competitive behaviour and also to determine the profit potential of an industry. Obviously the five force model describes five factors, referred to as ‘forces’, influencing an industry’s profit potential. Combining these forces determines the industry’s ultimate profit potential.

Related models: AIDA Model; 7S Model; Knowledge Triangle; INK; SWOT Analysis; Balanced Scorecard; Five Forces; BCG Matrix; 6W's of Corporate Growth; CRM;Kondratieff; Customer Pyramid; Product Life Cycle; 

The DQI model is a management model that will help you evaluate yourself. It represents different aspects of the maturity level. Analysing these aspects makes it possible to define the improvement potential. The analysis is usually conducted by an audit team guaranteeing independent outcomes as much as possible.

Related models: AIDA Model; 7S Model; Knowledge Triangle; INK; SWOT Analysis; Balanced Scorecard; Five Forces; BCG Matrix; 6W's of Corporate Growth; CRM;Kondratieff; Customer Pyramid; Product Life Cycle; 

The model describes seven stakeholder characteristics based on three parameters. The parameters are the following:

• Power: stakeholder’s power to influence the organisation, programme or project.
• Legitimacy: the extent to which the stakeholder’s actions are correct or desirable based on his position within the organisation.
• Urgency: the extent to which the outcome is interesting for the stakeholder and the time pressure involved.

Related models: Time Management Matrix; Projectmanager Radius; Force Field Analysis; Steering Parameters; Devils Triangle; SMART; BART; Stakeholder Salience Model