OperationsFramework / modelQuantitative surveysWhen and how should quantitative surveys be applied?Use a quantitative survey when the concepts and response categories can be defined in advance and the decision requires numerical evidence.
keymodelsSearch
Find frameworks by question, context, or constraint.
- Records
- 820
- Domains
- 10
- Tags
- 60
Content type
Resources
48 shownPress ArrowDown from search to enter results
OperationsFramework / modelQuantitative surveysWhen and how should quantitative surveys be applied?Use a quantitative survey when the concepts and response categories can be defined in advance and the decision requires numerical evidence.
StrategyMatrix / portfolioAnsoff’s matrix and product market gridHow can ansoff’s matrix and product market grid support strategic choice or positioning?The appropriate route to corporate growth depends on the risk the organisation can accept, its current portfolio of products and markets, and whether it intends to build around existing or new offers and customers. Systematic planning begins with a clear view of the distance between today’s position and the desired future one. The product/market grid and the later Ansoff cube help managers describe that gap and identify possible growth directions.
OperationsMatrix / portfolioProbability/Impact MatrixHow can probability/impact matrix support strategic choice or positioning?Prioritise risks recorded in a programme risk register.
MarketingFramework / model4Ps of marketing (Kotler)How can 4ps of marketing (kotler) support strategic choice or positioning?Marketing and sales connect the customer's perspective with the organization's. Reviewing the four elements reveals how the organization currently interacts with customers, how it could serve prospective customers and how its offer is positioned in their minds. The mix is a tactical toolkit within marketing strategy, and repeated adjustment helps the organization respond to changing needs in a chosen segment while supporting corporate strategy.
FinanceKPI / metricPrice quality strategyHow should price quality strategy be measured and interpreted?Guide positioning and pricing for a product or service.
TemplateTemplate / formProgram Financial PlanWhen and how should program financial plan be applied?
StrategyKPI / metricStrategic dialogueHow should strategic dialogue be measured and interpreted?Use strategic dialogue when an organisation must make and implement choices across functions, or when success depends on knowledge and commitment held by partners and stakeholders. It is particularly useful where analysis alone will not create shared understanding, yet leaders still need a disciplined path from exploration to decision and delivery.
OperationsKPI / metricMetric definition cardWhat exactly does this metric mean, how is it calculated, and which decision should it support?
TemplateTemplate / formProgram Financial FrameworkWhen and how should program financial framework be applied?
StrategyKPI / metricBlue ocean strategy (Kim and Mauborgne)How should blue ocean strategy (kim and mauborgne) be measured and interpreted?Use the approach when a red ocean position offers limited prospects for profitable growth. In their twenty fifteen work on “red ocean traps,” Kim and Mauborgne identified six mental models that obstruct market creation:
FinanceFramework / modelPrice elasticityHow can price elasticity support strategic choice or positioning?Estimate how price changes may affect volume and revenue.
StrategyKPI / metricBalancing stakeholder interests (corporate social responsibility)How should balancing stakeholder interests (corporate social responsibility) be measured and interpreted?Whenever strategic choices create different consequences for the groups on which the business depends.
MarketingFramework / modelCustomer online engagement levelHow can customer online engagement level improve people, teams, or organisational effectiveness?Answer the key performance question: “How well are we engaging our customers online?”
Organisational behaviourKPI / metricTraining return on investmentHow should training return on investment be measured and interpreted?Answer the performance question: “How effective is our training in driving business results?”
MarketingFramework / modelPersonasHow can personas improve people, teams, or organisational effectiveness?To focus marketing messages, product decisions, service design and customer journeys.
StrategyKPI / metricThree generic strategies (Porter) and the fatal bias (Goddard)How should three generic strategies (porter) and the fatal bias (goddard) be measured and interpreted?Use this framework when defining or reviewing a business level strategy, testing whether a value proposition has a credible economic basis, or diagnosing a company whose initiatives pull in conflicting directions. It is particularly useful when:
MarketingKPI / metricPage views and bounce ratesHow should page views and bounce rates be measured and interpreted?Answer the key performance question: “How effective is our internet strategy?”
StrategyKPI / metricStrategic repositioning and shaping profit growth optionsHow should strategic repositioning and shaping profit growth options be measured and interpreted?Use it whenever strategic direction must be translated into specific choices about where and how profit will grow.
StrategyKPI / metricMaking the strategic investment decisionHow should making the strategic investment decision be measured and interpreted?Use this approach when you must choose among strategic alternatives with different costs, benefits, timing and risks. Use payback only as a screening method when a full discounted cash flow analysis is disproportionate or unavailable.
MarketingKPI / metricCustomer retention rateHow should customer retention rate be measured and interpreted?Answer the key performance question: “To what extent are we keeping the customers we have acquired?”
TemplateKPI / metricCommunications StrategyHow should communications strategy be measured and interpreted?
MarketingFramework / modelSegmentationHow can segmentation support strategic choice or positioning?Identify customer groups whose differences should change the offer, channel, service or message.
Organisational behaviourKPI / metric360-degree feedback scoreHow should 360-degree feedback score be measured and interpreted?Answer the key performance question: “How well are our people performing in the eyes of those who have a stake in their performance?”
StrategyKPI / metricStrategic due diligence and the market contextual plan reviewHow should strategic due diligence and the market contextual plan review be measured and interpreted?Use strategic due diligence and the Market Contextual Plan Review to refine a strategy or business plan before committing capital. The ambition is a plan robust enough to survive forensic examination by a specialist adviser acting for a demanding investor.
Organisational behaviourFramework / modelEmployee satisfaction indexHow can employee satisfaction index improve people, teams, or organisational effectiveness?Answer the key performance question: “To what extent are our employees happy in their jobs?”
FinanceKPI / metricOperating profit marginHow should operating profit margin be measured and interpreted?Use operating profit margin to track whether revenue is converting into operating profit, to compare business units or periods using the same accounting definition, and to investigate the effect of pricing, volume, mix and operating costs. It is especially useful alongside revenue growth: growth that requires operating costs to rise faster than revenue will reduce the margin.
FinanceFramework / modelBond valuationWhen and how should bond valuation be applied?To estimate a bond’s value when considering a purchase or sale.
OperationsFramework / modelFirst contact resolution (FCR)How can first contact resolution (fcr) improve people, teams, or organisational effectiveness?Answer the key performance question: “How effectively are we resolving our customer queries at first contact?”
OperationsKPI / metricService profit chainHow should service profit chain be measured and interpreted?Map hypotheses linking employee conditions, delivered service, customer behaviour and economics.
StrategyKPI / metricDeliberate and emergent strategy (Mintzberg)How should deliberate and emergent strategy (mintzberg) be measured and interpreted?Use the distinction when the market is changing faster than the planning cycle, when frontline teams are discovering opportunities that senior leaders did not foresee, or when actual investment and operating decisions no longer match the formal plan. It is also valuable during a strategy review because it separates three questions that are often confused: What did we intend? What did we actually do? What should we now choose to continue?
OperationsFramework / modelProject cost variance (PCV)How can project cost variance (pcv) improve people, teams, or organisational effectiveness?Answer the key performance question: “To what extent are our projects delivered on budget?”
StrategyKPI / metricProduct recycling rateHow should product recycling rate be measured and interpreted?Use it to answer the key performance question: “To what extent are we minimising the environmental impact of the products we produce or sell?”
FinanceKPI / metricReturn on investment (ROI)How should return on investment (roi) be measured and interpreted?Answer the key performance question: “How well are we generating sustainable profits?”
MarketingFramework / modelCost per leadWhen and how should cost per lead be applied?Use CPL to compare lead generation channels or campaigns, monitor acquisition efficiency and plan how much pipeline a budget might create. Calculate the metric separately for each meaningful stage, such as raw lead, marketing qualified lead and sales qualified lead, when the buying journey is long.
MarketingKPI / metricConversion rateHow should conversion rate be measured and interpreted?Answer the key performance question: “To what extent are we able to convert potential customers into actual customers?”
Organisational behaviourKPI / metricBalanced scorecardHow should balanced scorecard be measured and interpreted?Use the BSC when traditional financial reporting is too narrow to manage strategy. It complements financial outcomes with the non financial drivers of future success across financial , internal business processes , learning and growth and customer perspectives. The scorecard asks:
FinanceFramework / modelEconomic value added (EVA)When and how should economic value added (eva) be applied?Answer the key performance question: “How well are we delivering value to our shareholders?”
MarketingKPI / metricCustomer turnover rateHow should customer turnover rate be measured and interpreted?Answer the key performance question: “How well are we retaining customers?”
OperationsFramework / modelSix Sigma levelHow can six sigma level support strategic choice or positioning?Answer the performance question: “How capable are our processes of delivering error free work?”
FinanceFramework / modelCustomer lifetime valueWhen and how should customer lifetime value be applied?Use it to estimate the economic contribution of a customer over the relationship.
FinanceFramework / modelCapital asset pricing model (CAPM)How can capital asset pricing model (capm) support strategic choice or positioning?Use CAPM when a decision requires a transparent estimate of the return appropriate to market risk. Owners and external investors can use it to assess whether a prospective equity return compensates for that risk. Corporate finance teams use it to estimate the cost of equity, while banks, pension funds and other institutional investors use its logic in portfolio and valuation work.
FinanceKPI / metricGross profit marginHow should gross profit margin be measured and interpreted?Determine how much gross profit the organisation retains from each dollar of sales.
Organisational behaviourKPI / metricEmployee churn rateHow should employee churn rate be measured and interpreted?Answer the key performance question: “How well are we retaining our staff?”
MarketingFramework / modelSERVQUALHow can servqual improve people, teams, or organisational effectiveness?Diagnose service attributes where customer expectations and perceived performance differ.
StrategyFramework / modelExpected value and sensitivity analysisHow can expected value and sensitivity analysis support strategic choice or positioning?Use expected value for discrete, consequential outcomes such as winning a major contract, obtaining approval or renewing a large lease. It is especially useful when a small number of “yes or no” events drive the result.
Organisational behaviourFramework / modelBottom of the pyramidHow can bottom of the pyramid support strategic choice or positioning?Use the bottom of the pyramid (BoP) perspective when mature markets are crowded and the organisation is considering how to serve low income communities currently excluded by existing offers. Opportunity depends on designing products that are appropriate and genuinely affordable, building accessible distribution and ensuring that limited household resources are exchanged for meaningful value.MarketingFramework / modelCustomer lifetime valueHow can customer lifetime value improve people, teams, or organisational effectiveness?Answer the key performance question: “How well do we understand the financial value from our customer relationships?”
OperationsProcess / methodProcess or machine downtime levelHow can process or machine downtime level improve people, teams, or organisational effectiveness?Answer the performance question: “When required, how reliably are our machines or processes available?”