MarketingFramework / modelPESTHow can pest support strategic choice or positioning?To assess four major macro factors that may shape a company’s future.
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MarketingFramework / modelPESTHow can pest support strategic choice or positioning?To assess four major macro factors that may shape a company’s future.
FinanceFramework / modelValuing the firmWhen and how should valuing the firm be applied?Estimate a defensible price for an acquisition or disposal.
MarketingFramework / modelPersonasHow can personas improve people, teams, or organisational effectiveness?To focus marketing messages, product decisions, service design and customer journeys.
FinanceFramework / modelConjoint analysisHow can conjoint analysis support strategic choice or positioning?Use it to estimate the relative value of product components and identify attractive price–feature combinations.
StrategyFramework / modelCore competenciesHow can core competencies support strategic choice or positioning?Use the model to identify the capabilities that create customer value and distinguish the organisation from rivals. It supplies an inside out counterpart to Porter’s Five Forces (Competitive analysis: Porter’s five forces model), which begins with the external industry. Core competence analysis asks whether the company can combine learning and technology to create unexpected products more quickly or economically than competitors and thereby support enduring advantage.
StrategyFramework / modelPorter’s five forcesHow can porter’s five forces support strategic choice or positioning?Assess the structural drivers of industry profitability and competitive intensity.
StrategyFramework / modelBusiness as a community (Handy)How can business as a community (handy) support strategic choice or positioning?Use Handy’s perspective when defining corporate purpose, governance, employee voice and the organisation’s responsibilities to society and the environment.
StrategyFramework / modelPESTEL analysisHow can pestel analysis support strategic choice or positioning?Use PESTEL early in strategy development, market entry, scenario planning or risk review when external change may alter an industry.
StrategyFramework / modelCo-opetition (Brandenburger and Nalebuff)How can co-opetition (brandenburger and nalebuff) support strategic choice or positioning?Use co opetition when cooperation with a competitor or adjacent player could create value that neither party can produce alone.
StrategyFramework / modelFast/forward (Birkenshaw and Ridderstrale)How can fast/forward (birkenshaw and ridderstrale) support strategic choice or positioning?Use the model to test whether yours has become a “linear organisation in an exponential world”—able to produce analysis, yet too slow to recognise and pursue emerging opportunities.
MarketingFramework / modelStakeholder managementHow can stakeholder management support strategic choice or positioning?Stakeholder management helps an organisation understand:
OperationsFramework / modelRegression analysisWhen and how should regression analysis be applied?Use regression when a decision requires a quantified relationship, a conditional prediction or a test of how an outcome differs as selected inputs change.
Organisational behaviourFramework / modelCAGE distance frameworkHow can cage distance framework support strategic choice or positioning?Use CAGE to compare candidate markets, adapt an entry strategy or understand why an international operation is underperforming. The analysis is useful for:
StrategyFramework / modelCreating parenting value (Goold, Campbell and Alexander)How can creating parenting value (goold, campbell and alexander) support strategic choice or positioning?Use it to explain why each business belongs in the portfolio, how the parent improves it through distinctive characteristics and where those value creation insights could be applied next.
FinanceFramework / modelValue-based managementHow can value-based management support strategic choice or positioning?Use VBM to set goals, evaluate strategy and performance, allocate capital, design incentives, communicate with investors and value businesses or projects. Traditional accounting measures such as earnings per share or return on equity can report profit without charging fully for the opportunity cost of invested capital. VBM makes that charge explicit.
Organisational behaviourTheory / principleSeven habits of highly effective people (Covey)How can seven habits of highly effective people (covey) improve people, teams, or organisational effectiveness?Use the habits as prompts for reflection, planning, listening, collaboration and renewal. They are especially useful when a manager wants a coherent vocabulary for moving from personal responsibility to productive interdependence.
Organisational behaviourFramework / modelCognitive biases in decision makingHow can cognitive biases in decision making improve people, teams, or organisational effectiveness?Use bias awareness to examine how you reach consequential decisions and reduce preventable error.
FinanceFramework / modelBlack-Scholes options pricing modelHow can black-scholes options pricing model support strategic choice or positioning?To estimate a theoretical value for European options traded in financial markets.
MarketingFramework / modelClient pyramid (Curry)How can client pyramid (curry) support strategic choice or positioning?Use the pyramid when a uniform sales or service model allocates similar effort to customers with very different economics. The analysis can:
MarketingFramework / modelSocial network analysisHow can social network analysis improve people, teams, or organisational effectiveness?Use network analysis when the organisation needs to understand its reach, identify people who can mobilise support or locate relationships relevant to a product launch, commercial campaign or crowdsourcing exercise. The method produces a snapshot and can be complex and time consuming, so define the decision and network boundary before collecting data. It is especially useful for identifying where relational strength is concentrated, which experts could be consulted and where dependence on a small number of people creates risk.
FinanceFramework / modelWeighted average cost of capitalWhen and how should weighted average cost of capital be applied?Select a discount rate for valuing a business or a project with risk comparable to the company’s existing operations.
StrategyFramework / modelKano modelHow can kano model support strategic choice or positioning?Use the model during product discovery, service design, prioritisation and value engineering.
OperationsFramework / modelForce field analysisHow can force field analysis improve people, teams, or organisational effectiveness?Use the model when planning a consequential change at team, department or organisation level, especially when stakeholders disagree about what will help or hinder implementation.
FinanceFramework / modelDiscounted cash flow (DCF) and net present value (NPV)How can discounted cash flow (dcf) and net present value (npv) support strategic choice or positioning?Use DCF and NPV in capital budgeting and investment appraisal to decide:
StrategyFramework / modelStick to the knitting (Peters and Waterman)How can stick to the knitting (peters and waterman) support strategic choice or positioning?Keep the maxim in view whenever strategy proposes entry into unfamiliar products, markets or operating models.
StrategyFramework / modelDistinctive competences (Snow and Hrebiniak)How can distinctive competences (snow and hrebiniak) support strategic choice or positioning?Use the model to compare the firm’s strategic posture with the management, commercial, production and technical competences needed to support it.
StrategyFramework / modelCreating shared value (Porter and Kramer)How can creating shared value (porter and kramer) support strategic choice or positioning?Use it to search for strategies between pure Maximising shareholder value and Balancing stakeholder interests (corporate social responsibility), where solving a social constraint also improves competitiveness.
FinanceFramework / modelModigliani-Miller theoremHow can modigliani-miller theorem support strategic choice or positioning?To introduce capital structure reasoning and expose its assumptions.
Organisational behaviourFramework / modelSpheres of influenceHow can spheres of influence support strategic choice or positioning?Use the model when coaching a team member who feels stuck in a problem or demanding situation.
StrategyFramework / modelFour cornersHow can four corners support strategic choice or positioning?To examine the strategy and likely reactions of a significant competitor.
StrategyFramework / modelMaximising shareholder valueHow can maximising shareholder value support strategic choice or positioning?Use shareholder value as one important capital allocation lens when it is consistent with the organisation’s legal duties, charter, ownership model and declared purpose. It is not an automatic “always” rule for every entity or decision.
StrategyFramework / model5C situation analysisHow can 5c situation analysis support strategic choice or positioning?Consider using this method as an alternative to issue analysis (Issue analysis (Minto)) when you already know how it works. Each approach begins by surfacing ideas and issues through brainstorming, an essential early activity in strategy development.
StrategyFramework / modelThe tipping point (Gladwell)How can the tipping point (gladwell) support strategic choice or positioning?Use the concept when deciding whether to continue investing in a product or market, and identify what evidence would distinguish proximity to a threshold from wishful perseverance.
OperationsFramework / modelLadder of inference (Argyris)How can ladder of inference (argyris) improve people, teams, or organisational effectiveness?Use the ladder when a conclusion feels obvious, conflict is escalating or a decision rests on limited or selectively noticed evidence.
StrategyFramework / modelObliquity (Kay)How can obliquity (kay) support strategic choice or positioning?When an objective has been oversimplified, measures are becoming targets, or the path must be discovered through adaptation. Use direct action when causality is stable and the goal is clear.
StrategyFramework / modelBrainstormingHow can brainstorming support strategic choice or positioning?Use it to generate scenarios for Profiling the ideal player: how might the market and key success factors change, what could a competitor do and how would the firm respond?
StrategyFramework / modelValue netHow can value net support strategic choice or positioning?Identify collaboration that can strengthen the offer or expand the market.
FinanceFramework / modelPredictive sales analyticsHow can predictive sales analytics improve people, teams, or organisational effectiveness?Use predictive sales analytics continuously where forecasts influence inventory, staffing, cash, capacity, targets or financing. It is particularly useful for:
AccountingFramework / modelActivity-based costingWhen and how should activity-based costing be applied?To establish a more accurate view of the cost of manufacturing each product.
MarketingFramework / modelPricing analyticsHow can pricing analytics support strategic choice or positioning?Use pricing analytics when price materially affects demand, margin, capacity or positioning, and review it as markets change. It can help answer:
Organisational behaviourFramework / modelCovert leadershipHow can covert leadership improve people, teams, or organisational effectiveness?Treat covert leadership as a management philosophy rather than a one time technique.
Organisational behaviourFramework / modelThe broken recordHow can the broken record support strategic choice or positioning?Use the technique when you need to:
Organisational behaviourFramework / modelEmployee churn analyticsHow can employee churn analytics support strategic choice or positioning?Review churn at least every six months or annually, with more frequent monitoring in volatile or high turnover operations. A call centre, for example, may need a different cadence and benchmark from a stable manufacturing site.
Organisational behaviourTheory / principleHarvard principled negotiationHow can harvard principled negotiation support strategic choice or positioning?Use the method when parties have interests to explore, choices to create or an ongoing relationship to protect. It is also useful in distributive negotiations, although it cannot eliminate genuine conflicts over scarce value.
MarketingFramework / modelCustomer segmentation analyticsHow can customer segmentation analytics support strategic choice or positioning?Keep the segmentation current because it should guide targeting, service design and marketing investment. Review it before a major campaign to confirm that the audience and offer fit. In a stable market an annual refresh may be sufficient; in a volatile one, monitor segment size, behaviour and economics more often.
Organisational behaviourFramework / modelPositive mental attitude and content reframingHow can positive mental attitude and content reframing improve people, teams, or organisational effectiveness?Use reframing when a recurring interpretation—“I cannot do this,” “they are deliberately undermining me,” or “this setback proves the project will fail”—is narrowing your options. It can be especially useful before a difficult conversation, after a disappointment, when confidence has fallen or when a team has become trapped in blame.
OperationsFramework / modelImage captureHow can image capture support strategic choice or positioning?Capture images when visual evidence can improve a decision, record a condition that may change or reduce the burden of describing a complex fault. Manufacturing teams can use consistent defect photographs to identify repeated failure patterns. Insurers and customer service teams can use submitted images to document damage or speed a return, subject to proportionate verification and privacy controls.
StrategyFramework / modelCore competence and the resource-based viewHow can core competence and the resource-based view support strategic choice or positioning?Use the models to explain performance differences between firms occupying similar market positions.