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STEEPLE Analysis​

Macro-Environment

7 S

Organisational Health Check

Global Marketing

Marketing Models

STEEPLE Analysis

Macro-Environment

External forces (macro-environment) are constantly changing. This can be regularly checked using a STEEPLE analysis, to assess how each factor of the macro-environment effects your business.

Strategy

Strategic Position is evaluated by analysis of the macro-environment, which expose the current opportunities and threats. Further analysis of the micro-environment should enable clear vision of an organisation’s strengths and weaknesses. Once this information has been dissected, the strategic choices should become clear. 

When the resources and capabilities have been assessed, an organisational plan and strategic options and objectives can be mapped out, producing strategic direction.

Planning Processes

Business Plan

The absence of a written business plan leads to higher incidence of failure for new and small businesses, as well as inhibiting growth and development.

It is an opportunity to test a business on paper to evaluate the theory and assess what you have not thought of or adjust where you may see potential problems or faults. Once you have clarity of a profitable concept and structure, you may start to develop a strategy for growth. 

A team, a structure and finances may be assessed on paper with variations to see which strategy may have optimal outcome. Some key elements of a business plan can be seen in Fig 1. Elements of a business Strategy.

Figure 1. Elements of a business strategy
(Barrow et al. 2018)

7 S’ Organisational Health Check.

Whether your company is not performing to the required levels, requires attention, or you would like to change the direction.

An organisational health check can discover for example, if you have a financially successful company that is still heading for failure.

1. Strategy

The direction of the business and plan to grow the company over the medium to long term.

2. Systems

Formal and informal procedures that support the strategy and structure.

3. Structure

The way an organisation is put together.

4. Shared Values

Guiding concept around which a business is built.

5. Style

The culture of the organisation and learned behaviours.

6. Staff

These are the employees, and how they are recruited and trained.

7. Skills

The distinctive competencies – what the company does best.

Hard Elements

Easier to define and manage.

Systems

What business systems do we need to use or invent to execute strategy?

Strategy

What is the specific business problem and how do we solve it?
What is our strategy?
How will we meet objectives?
How are changes in customer demand dealt with?
How is strategy adjusted for environmental issues?

Structure

What structure do we need to execute the strategy?
What is the hierarchy?
Centralised of Decentralised decision making?

Soft Elements

Less Tangible and more influenced by organisational culture

Skills

What do we need to develop?
What are the strongest skills in the company?
Do the current employees have the capability to do the job?

Staff

How should we help our managers with their growth?
What positions or specialisations are represented?

Style

What leadership style and cultural qualities help us to achieve a strategic objective?
How participative is management style?
How effective is the leadership style?
Do employees’ team members tend to be competitive or cooperative?

Shared values

What's the corporate team culture?
What are the fundamental values that the company was built on?

All the elements are interrelated so that the change in performance in any one of the components will influence another.

The 7S’ Model emphasises that shared values are central to the development of the other six elements. All elements need to balance and reinforce each other for an organisation to perform well.

Alongside these hard elements are four soft elements. These soft elements are so-called because they are less tangible, more influenced by culture but just as important.

In fact, because they are harder to identify, they are harder to copy by the competition and so can be important in giving the company a competitive advantage.

Marketing Tools

Ansoff Matrix:

The Ansoff matrix is the most commonly used marketing framework model that shows a company four possible options of strategic growth.

Market Penetration:

Selling existing products in existing markets.

Market Development:

Selling existing products into new markets.

Product development:

Selling new products into existing markets.

Diversification:

Selling new product into new markets.

4 P’s Marketing Mix

The right product at the right price in the right place with the right promotion. Hague, (2019)