1. BES712S/BES712D Vacation School Orientation
Faculty of Management Sciences
BES712S/BES712D Vacation School Orientation
Dr. Chris van Zyl
Senior Lecturer: Department of Management
20th August 2018

2. Contents Faculty of Management Sciences Theoretical aspects
Statistical Tools

3. Theoretical Aspects Chapter 1: • Vision & mission
Presentation Title Calibri bold 14pnts
Theoretical Aspects
Chapter 1:
• Vision & mission
• Sustainable enterprise
• Competitive advantage
• Business model
• Resources (tangible & intangible)
• Value chain (see Ch4 as well)
• Strategic alignment

4. Theoretical Aspects Chapter 2: • Vision statement criteria
• Key factors for competitive success
• Financial versus strategic objectives
• Company values
• Company objectives

5. 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

6. 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

7. 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

8. 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

9. 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

10. 2. Statistical Tools

11. Thank You. Faculty of Management Sciences 13 Storch Street
Private Bag 13388
Windhoek
NAMIBIA T: F: E: W:
Faculty of Management Sciences
Thank You.