Institute of Directors- The Director's Role in Strategy and Marketing

Aims

This course will provide the participants with processes that address the role of the director in creating and managing the organisation’s strategy.

Objectives

• Understand what strategy is and how a board uses it to generate value
• Appreciate the strategic importance of a clear purpose as provided by vision, mission and values, and effective strategic thinking
• Understand the relationship between the internal and external environments of the organisation
• Be equipped with tools to help make an effective situation appraisal
• Understand that good strategic analysis is essential to good strategy formulation and implementation
• Have an understanding of the means by which strategic options may be generated and evaluated to arrive at the strategy that will deliver the vision
• Understand the role of the Board in implementing strategy and the importance of operational capability, integration of decisions, risk and measurement

Summary

Module Syllabus

Section 1 – Strategy and the Board

• Value creation process for customers and other stakeholders. Importance of competitive advantage.
• Strategy perspectives and definitions, relationship between strategy & tactics
• Vision, development and utilisation of vision in the pursuit of strategic goals
• Mission and strategy, defining real value creation and competition
• Values as a basis for strategy creation and evaluation. Importance of sustainability & CR in the implementation process
• Strategy in relation to governance, effective challenge, leadership, role of measurement. The use of the business model
• Relationship between the corporation and the SBU
• Nature of strategic thinking in a changing environment, pitfalls

Section 2 - Strategic analysis

• A process which will provide directors with relevant and timely information to support strategic decision making in a changing world. Role of IT.
• Appropriate tools to identify and evaluate likely causes of change, opportunity and threat in the broad-scale environment. Strategic anticipation
• Market analysis, trends and segments, critical success factors the basis of competition
• Customer needs and problem identification, purchase behaviour
• Competitor identification and analysis, competitive position
• Role of value networks, supply chain, collaboration & competitive advantage
• Sources of competitive advantage, customer value creation. Brands & brand equity as a key strategic asset
• Internal capability evaluation, resources, systems, structure, culture, the achievement of agility. Operations management
• Stakeholder management with respect to strategic decisions, the role of PR. Reputation management. Business government relations
• Relationship between the organisation and its external environment at all levels, SWOT, business models and scenarios

Section 3 - Formulating Strategy

• Overview, achievement of competitive advantage. Balance short & long term aims/performance
• Types of strategy, emergent, turnaround etc. alternative approaches to global strategy
• Strategy & circumstance, drivers of strategy, strategic gap analysis. Objectives and strategy
• Generation of strategy options. Analysis, creativity & innovation. Strategy development models and their use in the strategic process, product/market asset management
• Market entry and development, market exit, motivation, methods. Differentiation, positioningand branding. Brand driven strategy
• Strategic decision making, systematic, rigorous, inclusive evaluation. Tests of good strategy, the importance of trade-offs
• Risk appetite & strategy, risk, opportunity, capability & return. Risk ownership

Section 4 – Enabling Strategy Implementation

• The director and implementation. Decisions required to implement strategy, role of business plans, sub-strategies, overview functional areas, integration of tactics. Achieving organisational agility
• Marketing, segmentation, customer value creation, marketing mix (7Ps), marketing information
• Capability gap analysis. Sources, internal and external
• Outsourcing, alliances & partnerships, mergers & acquisitions (types and circumstances, domestic and cross border), targeting, due diligence, advisors
• Effective strategy monitoring, role of measurement
• Strategic uncertainty. Identifying risks and opportunities, sources of uncertainty, Mitigation/enhancement. Preventive & contingent action. Role of CSFs & KPIs

2013 Fees:

• Certificate- £325.00 plus VAT
• Diploma- £425.00 plus VAT

13/11/2013 09:00 - 15/11/2013 17:00

26/11/2013 09:00 - 28/11/2013 17:00