Advanced Management - Strategic Analysis
Course ID: 260112 0101 017ESH
Course Dates : 12/01/2026 Course Duration : 5 Studying Day/s Course Location: London, United Kingdom
Language: Bilingual
Course Category: Professional and CPD Training Programs
Course Subcategories:
Business Decision Making Corporate Strategy Financial Analysis Leadership & Management Development Strategic Management
Course Certified By: ESHub CPD & LondonUni - Executive Management Training
* Professional Training and CPD Programs
Leading to:
Executive Diploma Certificate
Leading to:
Executive Mini Masters Certificate
Leading to
Executive Masters Certificate
Certification Will Be Issued:
From London, United Kingdom
Course Fees:
VAT varies by course location and participant nationality.
Date has passed please contact us Sales@e-s-hub.com
Introduction
This five-day course teaches practical methods for strategic analysis and decision making. You will learn how to read markets, assess competitors, and test strategic choices against your organisation’s capabilities. Training mixes frameworks, hands-on case work, and work on real problems from your business. The goal is clearer, evidence-based strategic decisions you can act on.
Objectives
1. Use PESTEL and Porter’s Five Forces to identify and prioritise external risks and opportunities.
2. Analyse competitor positions and model likely responses to strategic moves.
3. Assess internal capabilities and gaps with value-chain and VRIO analysis.
4. Create 2–3 viable strategic options with quantified assumptions and decision criteria.
5. Produce an implementation-ready strategic brief and a one-page performance dashboard to track progress.
2. Analyse competitor positions and model likely responses to strategic moves.
3. Assess internal capabilities and gaps with value-chain and VRIO analysis.
4. Create 2–3 viable strategic options with quantified assumptions and decision criteria.
5. Produce an implementation-ready strategic brief and a one-page performance dashboard to track progress.
Who Should Attend
1. Business Unit Managers with P&L responsibility.
2. Corporate Strategy Managers or Directors.
3. Senior Product Managers and Product Directors responsible for portfolio choices.
4. Heads of Operations or Supply Chain planning strategic capacity or footprint changes.
5. Internal Strategy Analysts and external consultants who prepare executive recommendations.
Training Method
• Pre-assessment
• Live group instruction
• Use of real-world examples, case studies and exercises
• Interactive participation and discussion
• Power point presentation, LCD and flip chart
• Group activities and tests
• Post-assessment
If Applicable:
• Each participant receives a 7” Tablet containing a copy of the presentation, slides and handouts
Program Support
This program is supported by:
* Interactive discussions
* Role-play
* Case studies and highlight the techniques available to the participants.
Course Agenda
Daily Schedule (Monday to Friday)
- 09:00 AM – 10:30 AM Technical Session 1
- 10:30 AM – 12:00 PM Technical Session 2
- 12:00 PM – 01:00 PM Technical Session 3
- 01:00 PM – 02:00 PM Lunch Break (If Applicable)
- Participants are expected to engage in guided self-study, reading, or personal reflection on the day’s content. This contributes toward the CPD accreditation and deepens conceptual understanding.
- 02:00 PM – 04:00 PM Self-Study & Reflection
Please Note:
- All training sessions are conducted from Monday to Friday, following the standard working week observed in the United Kingdom and European Union. Saturday and Sunday are official weekends and are not counted as part of the course duration.
- Coffee and refreshments are available on a floating basis throughout the morning. Participants may help themselves at their convenience to ensure an uninterrupted learning experience Provided if applicable and subject to course delivery arrangements.
- Lunch Provided if applicable and subject to course delivery arrangements.
Week 1
Day 1: External Environment and Industry Analysis
Macro-environmental scanning (PESTEL)
A. Identifying political, economic, social, technological, environmental, and legal trends
B. Assessing the potential impact and velocity of each macro trend on the business
C. Filtering trends to focus on the most critical strategic uncertainties
Industry structure analysis (Porter's Five Forces)
A. Evaluating the bargaining power of suppliers and buyers
B. Assessing the threat of new entrants and substitute products
C. Analyzing the intensity of competitive rivalry within the industry
Identifying strategic opportunities and threats
A. Synthesizing PESTEL and Five Forces findings into a clear strategic landscape
B. Highlighting white-space opportunities for growth or differentiation
C. Flagging existential threats that require immediate strategic pivots
Day 2: Competitor and Market Positioning
Competitor profiling and benchmarking
A. Identifying direct, indirect, and potential future competitors
B. Analyzing competitor strategies, capabilities, financial health, and likely moves
C. Benchmarking the organization's performance against key rival metrics
Market segmentation and targeting
A. Dividing the market into distinct groups based on needs, behaviors, or demographics
B. Evaluating the attractiveness and accessibility of each segment
C. Selecting target segments that align with the organization's core strengths
Assessing competitive advantage
A. Mapping the organization's current market position relative to competitors
B. Identifying unique value propositions and points of differentiation
C. Evaluating the sustainability and defensibility of the current advantage
Day 3: Internal Capability Assessment
Value chain analysis
A. Mapping primary and support activities that create value for the customer
B. Identifying activities where the organization excels or underperforms
C. Pinpointing opportunities for cost reduction or value enhancement
Resource and capability evaluation (VRIO)
A. Inventorying tangible and intangible resources (e.g., brand, IP, talent, data)
B. Assessing resources for Value, Rarity, Imitability, and Organization
C. Identifying core competencies that can serve as a foundation for strategy
Financial and operational health check
A. Analyzing historical financial performance, margins, and cash flow trends
B. Assessing operational efficiency, capacity utilization, and quality metrics
C. Identifying internal constraints that may limit strategic options
Day 4: Strategic Option Generation and Evaluation
Brainstorming strategic alternatives
A. Using scenario planning to explore different future states
B. Generating options for growth (e.g., market penetration, development, diversification)
C. Evaluating options for cost leadership, differentiation, and strategic alliances
Evaluating strategic fit and feasibility
A. Testing each option against the organization's resources and capabilities
B. Assessing the financial viability and expected return on investment (ROI)
C. Analyzing the risk profile and potential barriers to implementation
Selecting the optimal strategic path
A. Applying decision matrices to score options against strategic criteria
B. Conducting sensitivity analysis to test the robustness of the chosen option
C. Securing preliminary alignment from key stakeholders on the preferred direction
Day 5: Strategic Briefing and Implementation Dashboard
Crafting the strategic narrative
A. Distilling complex analysis into a clear, compelling, and concise story
B. Structuring the strategic brief to highlight the problem, options, and recommendation
C. Anticipating executive questions and preparing data-backed responses
Designing the implementation dashboard
A. Selecting a focused set of KPIs to track strategic progress and health
B. Defining data sources, owners, and reporting frequencies for each metric
C. Creating a visual layout that highlights variances and triggers action
Establishing strategic governance
A. Setting up a regular strategic review cadence (e.g., quarterly business reviews)
B. Defining the process for adjusting the strategy in response to market changes
C. Assigning clear accountability for the execution of the strategic plan
