MARCEL VAN ASSEN

GERBEN VAN DEN BERG

PAUL PIETERSMA

Key management models

The 60+ models every
manager needs to know
2nd edition

Prentice Hall
FINANCIAL TIMES

An imprint of P e a r s o n E d u c a t i o n
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 About the authors vii
Publisher's acknowledgements viii
Preface x
Using the book xiii

PART ONE Strategic models 1

1 Ansoff's product / market grid 3

2 The BCG matrix 8
3 Blue ocean strategy 11
4 Competitive analysis: Porter's five forces 14
5 Core competencies 20
6 Greiner's growth model 25
7 Kay's distinctive capabilities 30
8 Market-driven organisation 35
9 Off-shoring / outsourcing 38
10 Road-mapping 41
11 Scenario planning 46
12 Strategic dialogue 50
13 Strategic HRM model 56
14 Strategic human capital planning 60
15 SWOT analysis 64
16 The value chain 70
17 Value-based management 74
18 The value disciplines of Treacy and Wiersema 77

PART TWO Tactical models 81

19 The 7-S framework 83

20 Activity-based costing 87
21 Beer and Nohria - E and O theories 90
22 Benchmarking 93
23 Business process redesign 97
24 Competing values of organisational effectiveness 100
25 Core quadrants 104
26 Covey's seven habits of highly effective people 107
27 Curry's pyramid: customer marketing and relationship
management m
28 The DuPont analysis 114
29 Factory gate pricing 117
30 Henderson and Venkatraman's strategic alignment model 121
31 Hofstede's cultural dimensions 125
32 House of purchasing and supply 129
33 The innovation circle 132
34 Kotler's 4Ps of marketing 136
35 Kotter's eight phases of change 140
36 Kraljic's purchasing model 144
37 Lean thinking / just-in-time 147
38 MABA analysis 151
39 Milkovich's compensation model 155
40 Mintzberg's configurations 158
41 Monczka's purchasing model 162
42 Overhead value analysis 166
43 Quick response manufacturing 170
44 Senge - The fifth discipline 173
45 Six sigma 177
46 The EFQM excellence model 180
47 The theory of constraints 184
48 Vendor managed inventory 188

PART THREE Operational models 193

49 The balanced scorecard (BSC) 195

50 Belbin'steam roles 199
51 The branding pentagram 203
52 Change quadrants 207
53 Discounted cashflow 210
54 Kaizen/Gemba 213
55 Mintzberg's management roles 217
56 Risk reward analysis 221
57 Root cause analysis / Pareto analysis 224
58 The six thinking hats of de Bono 227
59 The Deming cycle: plan-do-check-act 230
60 Value stream mapping 234

Appendix: Model matrix / categorisation of models 237

Index 242

CONTENTS