Financial Analysis--This module is contained in separate files.
SWOT Analysis Note: This option will print all Strategic Group Maps (discard as needed) TOWS Matrix General Company Information General Internal Analysis Core Competence Assessment Industry and Competitive Analysis Data Matrix for Strategy Canvas Four-Action Framework Industry Analysis SPACE Chart / Analysis Competitive Analysis Strategic Analysis & Choice Porter's Five Forces Strategic Alternatives and Analysis Strategic Group Map Recommendations GE Matrix Strategy Map Recommendations Market Analysis Mission Statements Environmental Analysis Vision Statements
T H I N K
T H I N K Note: This option will print all Strategic Group Maps (discard as needed) P L A N Strategic Analysis Model - that works Think Plan Act Print Cover Go To Input Print All Industry and Competition Print Industry Go To Input Print Comp Go To Input Print Porter Go To Input Print Market Go To Input Print Env An Go To Input Print All Company Analysis Print SWOT Go To Input Print Go To Input Print Go To Input Print Go To Input Print Go To Input Print Mission Go To Input Go To Input Print Strat Print Go To Print Vision Go To Input Print ALL Strategy Output Worksheets Go To Go To Print All Recommendations Pri Prin Print TOWS Go To Input Print Core Go To Input Print GE Matrix Go To Input Go To Input Print 4- Print Strategy Map Go To Input SAM tw = Strategic Analysis Model that works D e s c r i p t i o n
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T o o l Strategy Toolbox Checklist Indicate which tools are appropriate for completing a Strategic Plan for this company. Indicate completion for tools used, and space is allowed to record comments regarding any of the tools. A p p r o p r i a t e ? C o m p l e t e ? C o m m e n t s ? D e s c r i p t i o n
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T o o l PHASE I: Situation Analysis General Company Information Industry and Competitive Analysis Industry Analysis Competitive Analysis Porter's Five Forces Strategic Group Map GE Matrix Market Analysis Environmental Analysis Company Analysis Financial Analysis SWOT Analysis TOWS Matrix General Internal Analysis Core Competence Assessment Strategy Canvas Four-Action Framework SPACE Chart / Analysis Strategic Alternatives and Analysis Strategy Map Recommendations Mission Statements Vision Statements PHASE II: STRATEGIC ANALYSIS AND CHOICE PHASE III: RECOMMENDATIONS PHASE I: Situation Analysis Instructions Welcome to the Strategy portion of the SAMtw software (Strategic Analysis Modelthat works!).
Crafting a good strategy is hard work. It requires having to pay relentless attention to as much data about the company and its environment as can be gathered (it should be data-driven, not opinion-driven), understanding, analyzing, and making sense of changes in the environment and in the company itself. And because those data and analyses sometimes don't cover what is truly needed, one must rely also on forecasts, judgment, experience, and even educated guesses.
Strategy is how a company actually competes and, for the strategy to be successful, it must lift the company above its competitors and also position it for long-term success. It is as much about figuring out what to do as what not to doabout making difficult choices (see below). No easy task. And until a strategy is implemented, one wont know whether it has been successful.
SAM tw follows the process laid out in the strategic-planning book you now own. Because of the complex nature of deciding what to do and what not to do in a competitive, ambiguous, changing, and uncertain environment, this Strategy workbookand the companion financial workbooks for 3, 4, and 5 years worth of datawill help you immeasurably. Here are some pointers to help you get the most out of this software.
Before starting, be sure after downloading the workbook to save it to your hard drive. After that, each time you use it for a different company, save it under that companys name. Remember to save after completing every sheet.
The first thing to tell you is that the strategy workbook comprises work sheets, i.e., rough notes, a thinking pad, and even ruminations that no one else will see until your thinking has evolved and you can defend your analyses and recommendations. If youre ever in doubt as to whether your answer is correct or even belongs in a particular box, simply put it down; you can always go back and change it. Your first entries are not necessarily your final ones; its amazing how your thinking changes when you can actually see your ideas on the computer screen or in a printoutanother benefit of the strategy worksheets.
While the tools and analytical techniques in the workbook will give you more insight than you would have had without using any of them, your instructor might nevertheless choose to have you complete a subset of them (use the Checklist to note which ones not to complete). On every sheet, you will find comment boxes or call-outs attached to almost every entry to both explain the term used and guide you to making a relevant (not necessarily correct) response. When you have made all entries on a particular sheet, check them against your intuition and other relevant information you might have. For example, arriving at a high Industry-Attractiveness Index when other signs point to it being not very attractive should tell you to go over your analysis again. The same might apply to your entries in the Porters Five-Forces Analysis. While there are never any right answers (unlike the Financial workbooks that depend on inputting the data correctly), the ones you enter should be defensible, i.e., you should be able to tell someone else why your entries made sense.
Dont be afraid to leave an entry blank if you have no idea what should go in a box, or enter Unknown. Another idea is to put an entry in square parentheses (or some color) to denote a complete guess. Even the best strategists dont know the answers to everything. For example, one such category of information that managers have little information about is competitive information; some strategy cases also provide too little competitive information. Thus, after completing the Competitive Snapshot sheet, you might find you were able to complete very few boxes. One conclusion, which should be apparent even to you, is that you know very little about your competitorsa serious shortcoming when doing a strategic analysis. In another example, if you can come up with only one or two environmental trends, know that you are missing others.
The sheet that is the most important and most difficult to complete is the Alternatives Analysis and Choice. Reading Chapter 5 in the book before and during completing this sheet will help enormously. Another thing that will help is having done it 2-3 timesyou will begin to focus more on the strategic issues and being strategically creative than on what terms mean. Remember to phrase key strategic issues as questions (to which the answer is not known) and to address all of them in constructing your bundles (they will diverge as you go through this process, but will have a chance at the end to delete issues that werent addressed and add new ones that were). Your bundles should meet the six criteria given in the book and you must have a minimum of two bundles (otherwise there is no choice involved). You should take care when giving each bundle a name; doing so will not only help distinguish them from each other but crystallize the principal strategy it embodies. Finally, it is the relative scores in your Criteria Matrix that matter, not their absolute value. Construct your argument defending your winning bundle from your Criteria Matrix.
Strategy is about deciding what to do (your winning bundle) and what not to do (the bundles you reject) in order to compete better over the next three years. This workbook will allow you to examine your thinkingor have a group examine its thinkingand arm you with arguments to persuade others that your recommendations make the most sense under the circumstances. Yes, its hard work, but once you become familiar with the process, youll give more time to strategic considerations and less to the mechanics. And, youll be hooked.
Stan Abraham Once input is complete for this screen, click here to print Cover Sheet which incorporates the data entered here. Sporting Goods - Retail Name of Company Company Name Segment Industry Number of Employees Products/Services CEO Name CEO Style No. Years in Business No. Locations How Many States/Countries? Headquarters Location Public or Privately Held? Parent Corporation/Company Stock Price Range (12 Mo) Ticker Symbol Strategy Designer Input General Company Information Publicly Held Privately Held Total Industry or Segment Sales ($M) Industry or Segment Growth Rate (%/yr) Lifecycle Stage Degree of Vertical Integration Scale Economies Industry Profitability Degree of Concentration I ndustry Driving Forces Weight Rating Product 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0 Industry Attractiveness Index 0.0 This index indicates that this is NOT an attractive industry to enter or remain in. Industry Snapshot Company Name Factors Industry Attractiveness Matrix Degree of Technological Innovation Purchasing Manufacturing Distribution Advertising 0% 0% ` 0% 0% 0% 0% 0% 0% Weight each item(sum should be 100) Total (should = 100) 0 Competitor Analysis for Critical Success Factors Score companies on a scale of 1 to 10 for relative strength for each factor (10 indicates greatest/highest level) Factor Company Name Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5 0 0 0 0 0 ADDITIONAL COMPETITIVE DATA Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5 Strategic Factor Company Name Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5 Competitive Advantage Strategic Intent Geographic Scope Positioning Generic Strategy CRITICAL SUCCESS FACTORS Name up to 2 things each competitor does better than Company Name Name up to 2 things that Company Name does better than each competitor Type of Competition Print after input is complete for this screen Basis of Competition Competitor 4 Others Company Name Competitor 1 Competitor 2 Competitor 3 Company Name Competitive Analysis: Snapshot of the Competition Enter Market Share Data Competitor 5 Are Market Shares Stable or Changing? Name 5 Success Factors
Make sure to input names of competitors here. They are used in numerous instances within the model. Print after input is complete for this screen Rivals/Competitors Top 5 competitors of this company: Do not Input - These Come From Competition Input! Identify Substitutes Identify Potential Entrants Intensity of Rivalry Bargaining Power of Buyers Bargaining Power of Suppliers Identify Suppliers Identify Buyers/Customers Company Name Competitor 1 Competitor 2 Industry Analysis: Porter's Five-Forces Model Company Name Porter's Five-Forces Model is typically represented in the form of a cross, shown in the small diagram to the left. The central box is Rivals, with others from top, clockwise, New Entrants, Buyers or Customers, Substitutes, and Suppliers. All five boxes are also sources of competitive threats. Its value as an industry analysis is assessing the power of each of these boxes, which are the additional corner boxes in the diagram. What is the intensity of rivalry? How high are entry barriers? What is the bargaining power of buyers and suppliers? What is the threat of substitutes? Your entries to the five boxes and four analysis boxes are done sequentially on this sheet, but will appear in the form of the small diagram on the output. Competitor 3 Competitor 4 Competitor 5 Threat of Substitutes Barriers to Entry Relative Indication of Size Strategic Group Map Data Criteria A Criteria B Group Size User Defined Titles of Groups (X) (Y) (Diameter) Group 1 Group 2 Group 3 Group 4 User Defined Criteria for X & Y Axes Criteria A Company Name Competive Analysis: Strategic Group Map C r i t e r i a
B 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1 0 0.2 0.4 0.6 0.8 1 Strategic Group Map Group 1 Group 2 Group 3 Group 4 Relative Indication of Size Strategic Group Map Data Criteria A Criteria B Group Size User Defined Titles of Groups (X) (Y) (Diameter) Group 1 Group 2 Group 3 Group 4 Group 5 User Defined Criteria for X & Y Axes Criteria A Company Name Competive Analysis: Strategic Group Map C r i t e r i a
B 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1 0 0.2 0.4 0.6 0.8 1 Strategic Group Map Group 1 Group 2 Group 3 Group 4 Group 5 Relative Indication of Size Strategic Group Map Data Criteria A Criteria B Group Size User Defined Titles of Groups (X) (Y) (Diameter) Group 1 Group 2 Group 3 Group 4 Group 5 Group 6 User Defined Criteria for X & Y Axes Criteria A Company Name Competive Analysis: Strategic Group Map C r i t e r i a
B 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1 0 0.2 0.4 0.6 0.8 1 Strategic Group Map Group 1 Group 2 Group 3 Group 4 Group 5 Group 6 Weight Rating Product
0 Industry Attractiveness (I.A.) Index 0.0 Weight Rating Product
0 Comp Strength (C.S.) Index 0.0
I ndustry Attractiveness Matrix (I . A.)
Factors
This index indicates that this is NOT an attractive industry to enter or remain in. Success Factors G. E. Matrix Chart Company Name If the company plots in the top three boxes (shaded light green), the GE Matrix indicates a possible strategy of 'Grow, Invest, and Build." If it ends up in the bottom three squares (shaded light red), the matrix indicates a 'Harvest' or 'Exit' strategy. The grey shaded boxes require a strategy on a case-by-case basis. The G.E. Matrix was named after the corporation that first developed and used it as a guide to strategic choice. The G.E. Matrix plots Industry Attractiveness (0) against Competitive Strength (0). G.E. Matrix This index indicates that this company is NOT competitive. Competitive Strength Matrix (C. S.) 0.0 20.0 40.0 60.0 80.0 100.0 0.0 20.0 40.0 60.0 80.0 100.0 I . A .
I n d e x
C.S. Index Who is the market? Who is the target market? Who is the served market? What is the size of the target market? How fast is the market growing (%/yr)? How far is the market penetrated (%)? What What are customers' current needs? What are customers' future needs? What are current distribution channels? What are channel markups at each stage? How price-sensitive are customers? What is the current pricing strategy? What are some market/customer trends? Company Name Market Analysis: Snapshot of the Market Severity of Impact on Company Negative Positive Category H M L DEFAULT L M H Attitude/ Lifestyle Environmental Analysis: Impact of Environmental Trends Company Name Statement of Trend Economic Other Trends Regulatory/ Legislative Demographic Technological Political/ Legal Socio- Cultural
Print after input is complete for this screen List up to eight strengths specific to this company: 1 2 3 4 5 6 7 8 List up to eight weaknesses specific to this company: 1 2 3 4 5 6 7 8 Company Name Company Analysis: SWOT Analysis WEAKNESSES STRENGTHS List up to eight opportunities specific to this company: 1 2 3 4 5 6 7 8 List up to eight threats specific to this company: 1 2 3 4 5 6 7 8 THREATS OPPORTUNITIES 1. 1. 2. 2. 3. 3. 4. 4. 5. 5. 6. 6. 7. 7. 8. 8. SO Strategies WO Strategies 1. 2. 3. 4. 5. 6. 7. 8. ST Strategies WT Strategies 1. 2. 3. 4. 5. 6. 7. 8. Company Analysis: TOWS Matrix Company Name INTERNAL FACTORS EXTERNAL FACTORS Strengths (S) Weaknesses (W) Opportunities (O) Threats (T) Current strategy When was it last changed? Does a written strategic plan exist? Is the plan declared or articulated by senior management? Corporate culture Is the Company involved in a planned change program? What Any constraints? Describe any IT initiatives with strategic implications Company Name General Internal Analysis Capability Is the capability valuable? Is the capability rare? Is the capability costly to imitate? Is the capability nonsubsti- tutable? Competitive Consequences Performance Implications Company Name Core Competence Assessment Criteria for Core Competence (A capability that meets all 4 criteria is a core competence) The four criteria that distinguish capabilities from core competencies are related to competitive advantage and firm performance. Valuable capabilities are those that create value for a firm and help it deliver customer value by exploiting opportunities or neutralizing threats in its external environment. Rare capabilities are those possessed by almost no current or potential competitor. Costly-to-imitate capabilities are those that other firms cannot develop easily, quickly, or inexpensively. And nonsubstitutable capabilities are those that do not have strategic equivalents. Company Name Strategy Canvas Analysis and Discussion This takes the form of a graphical two-dimensional representation: The x-axis comprises a list of the factors the industry currently competes on, such as price, features, promotion, distribution, service, etc., and the y-axis represents the offering level that buyers receive across all these competing factors (no scale is possible since the levels pertain to many factors, but the range is from low to high). Insofar as the company under analysis scores high on factors that other companies and the industry don't, it points to the existence of a Blue Ocean. Apple Dell Others List up to seven factors for each (keep responses brief): Which factors should be reduced well below the industrys standard? Which factors should be raised well above the industrys standard? 1 test 1 1 test 8 2 test 2 2 test 9 3 test 3 3 test 10 4 test 4 4 test 11 5 test 5 5 test 12 6 test 6 6 test 13 7 test 7 7 test 14 Which of the factors that the industry takes for granted should be eliminated? Which factors should be created that the industry has never offered? 1 test 15 1 test 22 2 test 16 2 test 23 3 test 17 3 test 24 4 test 18 4 test 25 5 test 19 5 test 26 6 test 20 6 test 27 7 test 21 7 test 28 ## #REF! ## #REF! Summary of Differentiation / Blue Ocean Company Name Four-Action Framework A first attempt at plotting a companys value curve might disappoint if the curve is too similar to that of the industry. This means, of course, that the company is not at all or sufficiently differentiated. The Four-Action Framework is designed to stimulate thinking to find ways to differentiate the company and even ways of competing that have not been contemplated by the industry (a Blue Ocean). What is attractive about it is its simplicity and ease of use. Think of it as "focused brainstorming. Reduce Raise Eliminate Create Strategic Position and ACtion Evaluation (SPACE) is used to determine the appropriate strategic posture for a company. Financial Strength (FS) and Competitive Advantage (CA) are the two primary determinants of a firm's strategic position. Industry Strength (IS) and Environmental Stability (ES) characterize the entire industry. You are to assign scores (below) for each of the 4 dimensions. Each factor contains a comment to assist in scoring. Averages (or average minus 6 as indicated) for each dimension are plotted on the chart. The result is a four-sided polygon displaying the weight and direction (the "thrust") of the strategic assessment. By adding the results of the two X-axis dimensions (CA & IS) and the two Y-axis dimensions (FS& ES), an (X,Y) coordinate is obtained and plotted on the chart to determine the appropriate strategic posture. Keep in mind that the SPACE Chart is a summary device and each dimension should be analyzed individually as well, especially if any dimension results in a high or low score. Indicate a score for each of the following criteria. Indicate a score for each of the following criteria. Return on Investment Growth Potential Leverage Profit Potential Liquidity Technological Know-How Capital Required Versus Capital Available Resource Utilization Cash Flow Capital Intensity Risk Involved in Business Ease of Entry into Market Inventory Turnover Productivity, Capacity Utilization Economies of Scale and Experience Other: Other: Average #DIV/0! Average #DIV/0! Indicate a score for each of the following criteria. Indicate a score for each of the following criteria. Technological Changes Market Share Rate of Inflation Product Quality Demand Variability Product Life Cycle Price Range of Competing Products Product Replacement Cycle Barriers to Entry into Market Customer Loyalty Competitive Pressure/Rivalry Competition's Capacity Utilization Price Elasticity of Demand Technological Know-How Pressure from Substitute Products Vertical Integration Other: Differentiation, Uniqueness Other: Average - 6 #DIV/0! Average - 6 #DIV/0! Factors Determining Financial Strength (FS) Factors Determining Environmental Stability (ES) Company Name SPACE Analysis Factors Determining Competitive Advantage (CA) Strategic Dimensions and Scoring Factors Determining Industry Strength (IS) Company Name SPACE Analysis FS #DIV/0! #DIV/0! IS #DIV/0! #DIV/0! ES #DIV/0! #DIV/0! CA #DIV/0! #DIV/0! This model is adapted from Strategic Management: A Methodological Approach by Rowe, Mason, Dickel, Mann and Mockler, 1994, p.255-265. #DIV/0! #DIV/0! #DIV/0! This posture is common in an industry which is unattractive where the company lacks financial strength and lacks a competitive product. Focus should be on product competitiveness. Common practices for companies in this situation: retreat from the market, discontinue products with low profitability, aggressive cost cutting measures, cut capacity, halt or reduce further investment. This situation is typical in a company with a definite competitive advantage in a very attractive industry with some environmental uncertainty. Critical to this company is financial strength. Common practices for companies in this situation: acquire financial resources to increase marketing effort, increase sales force, expand/improve product offerings, productivity investments, cost reduction, or merge with cash-rich company. Aggressive Competitive Conservative Defensive Financial Strength Strategic Position and ACtion Evaluation (SPACE) #DIV/0! Competitive Advantage This situation is typical in a very attractive industry without environmental uncertainty. Financial strength helps protect the company's competitive advantage. Critical to this company is risk of entry of new competition. Common practices for companies in this situation: explore new opportunities, acquisitions, increase market share, and focus resources on products that have a competitive advantage. This posture is common in a market which is stable with low growth. Focus should be on financial stability and product competitiveness. Common practices for companies in this situation: prune product line, reduce costs, cash flow improvement, protection of competitive products, new product development, and entering more attractive markets. Industry Strength Environmental Stability Descriptions of Strategic Postures - 1.0 2.0 3.0 4.0 5.0 6.0 FS IS ES CA Aggressive - Strength on all dimensions Competitive - Comp. advantage in good industry, but weak in financial and environmental stability Defensive - Relative weakness on most dimensions
Conservative - Financially sound, but market is very competitive and is waning (High) (High) (Low) (Low) 0 0 0 0 WO Strategies 0 0 0 0 ST Strategies 0 0 0 0 WT Strategies 0 0 0 0 1. 2. 3. 4. 5. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Strategies Developed Using TOWS Matrix Alternatives Analysis and Choice Company Name Key External Strategic Issues SO Strategies Key Internal Strategic Issues Strategies Developed Using TOWS Matrix Alternatives Analysis and Choice Company Name Bundle 1 Bundle 2 Bundle 3 Bundle 4 Name Bundle 1 Name Bundle 2 Name Bundle 3 Name Bundle 4 Describe each bundle fully Strategic Alternatives Strategies Developed Using TOWS Matrix Alternatives Analysis and Choice Company Name Criteria Matrix Fit with corporate culture Extent to which culture must change Adverse effect on competitors Capital investment required Contribution to shareholder value Likelihood of competitive retaliation Growth in revenues Time to breakeven point Growth in profits Overall riskiness Return on investment Other Strength of value proposition Other Increase in bargaining power Other Other Other Other Other Criteria Matrix Indicate a score from 0 to +10 (10 being best) for the positively correlated criteria chosen (indicated by "P") Indicate a score from -10 to 0 (0 being best) for the negatively correlated criteria chosen (indicated by "N") Bundle 1 Bundle 2 Bundle 3 Bundle 4 Name Bundle 1 Name Bundle 2 Name Bundle 3 Name Bundle 4 Fit with corporate culture P Adverse effect on competitors P Contribution to shareholder value P Growth in revenues P Growth in profits P Return on investment P Strength of value proposition P Increase in bargaining power P Other P Other P Extent to which culture must change N Capital investment required N Likelihood of competitive retaliation N Time to breakeven point N Overall riskiness N Other N Choose NO MORE than 6 of the following criteria to use in your evaluation of the bundles: Choose the most relevant of the following positively correlated criteria to use in your evaluation of the bundles. To add your own, overwrite "Other" cells. Choose the most relevant of the following negatively correlated criteria to use in your evaluation of the bundles. To add your own, overwrite "Other" cells. Strategies Developed Using TOWS Matrix Alternatives Analysis and Choice Company Name Other N Other N Other N Other N 0 0 0 0 OVERALL SCORE Strategies Developed Using TOWS Matrix Alternatives Analysis and Choice Company Name Name Bundle 1 Name Bundle 2 Name Bundle 3 Name Bundle 4 Bundle Description
(will appear based on choice above)
Rationale for selecting the preferred choice Indicate Bundle Choice Bundle 1 Bundle 2 Bundle 3 Indicate Selection Bundle 4 Financial Test #1 theme Test # 2 theme that wraps around Customer Operations (Process) Learning & Growth Build the Enterprise Increase Customer Value Achieve Operational Excellence Be a Good Corporate Citizen Source: Kaplan & Norton, The Strategy-Focused Organization, How Balanced Scorecard Companies Thrive in the New Business Environment (Harvard Business School Press, 2001) Strategy Map S t r a t e g i c
O b j e c t i v e s Strategic Themes Company Name Print after input is complete for this screen Enter Data to be used for charting Most Recent Year Revenues Net Income After Taxes (NIAT) Overwrite cell B11 with first year Objectives 2005 2006 2007 Use this section to indicate annual changes in absolute dollars Revenues - - - Net Income After Taxes (NIAT) - - - Use this section to indicate annual changes as percentage changes Revenues Net Income After Taxes (NIAT) Other objectives Other objectives Strategy Strategy Strategy Strategic Intent Decisions for the Next Three Years Recommendations Company Name I NPUT SHEET Programs Print after input is complete for this screen Decisions for the Next Three Years Recommendations Company Name Trigger-Contingency Pairs 2005 2006 2007 Trigger Contingency Trigger Contingency Trigger Contingency Programs Company Name Mission Statements PROPOSED MISSION STATEMENT CURRENT MISSION STATEMENT Company Name Vision Statements PROPOSED VISION STATEMENT CURRENT VISION STATEMENT for Company Name A Public Corporation 0 Prepared by Segment Industry Products/Services CEO Name CEO Style No. Locations How Many States/Countries? Number of Employees No. Years in Business Parent Corporation/Company Ticker Symbol Stock Price Range (12 Mo) 0 0 0 0
0 0 Strategic Analysis Company Snapshot 0 0 0 0 Strategic Analysis Model - that works Type of Competition Basis of Competition 0% 0% 0% 0% 0% 0% 0% 0% Are Market Shares Stable or Changing? Critical Success Factors - Weighted Score Results Factor Company Name Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 TOTAL WEIGHTED SCORE 0 0 0 0 0 0 Company Name Competitive Analysis: Snapshot of the Competition 0 0 Market Share Data
Competitor 4 Competitor 5 Company Name Competitor 1 Competitor 2 Competitor 3 Others 0% 0% 0% 0% 0% 0% 0% 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1 Company Name Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5 Critical Success Factors - Total Weighted Scores Company Name Competitive Analysis: Snapshot of the Competition Matrix of Strategic Factors Strategic Factor Company Name Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5 Competitive Advantage
Strategic Intent Geographic Scope Positioning Generic Strategy Things that Company Name does better than the competition: Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5
Things that the competion does better than Company Name: Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5
Competitive Core POTENTIAL NEW ENTRANTS
RIVALS SUPPLIERS OF KEY INPUTS Company Name BUYERS Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5 SUBSTITUTE PRODUCTS
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f r o m
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C o m p e t i t i o n Bargaining Power of Buyers: Threat of Substitutes: Barriers to Entry: STRENGTHS WEAKNESSES 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Company Name SWOT Analysis Reduce test 1 test 2 test 3 test 4 test 5 test 6 test 7 Eliminate Create test 15 test 22 test 16 test 23 test 17 test 24 test 18 test 25 test 19 test 26 test 20 test 27 test 21 test 28 Raise test 8 test 9 test 10 test 11 test 12 test 13 test 14 COMMENTS / ANALYSIS 0 Company Name The Four-Action Grid Objectives 2005 2006 2007 Revenues 0.0% 0.0% 0.0% Net Income After Taxes (NIAT) 0.0% 0.0% 0.0% Other objectives 0 0 0 Other objectives 0 0 0
Programs
#REF! #REF! #REF! Decisions for the Next Three Years Recommendations Company Name Strategic I ntent - 0 0 1 1 1 Most Recent Year 2005 2006 2007 Revenues - 0 0 1 1 1 Most Recent Year 2005 2006 2007 Net Income After Taxes (NIAT) Decisions for the Next Three Years Recommendations Company Name Trigger-Contingency Pairs Year 1 Year 2 Year 3 Trigger
Contingency
Trigger
Contingency
Trigger
Contingency
Check boxes - Basic Data 1 A Public Corporation A Private Company Forms - Industry 1 Lifecycle Stage 1 Degree of Vertical Integration 1 Degree of Technological Innovation Scale Economies FALSE Purchasing FALSE Distribution FALSE Manufacturing FALSE Advertising 1 Industry Profitability 3 Degree of Concentration STRATEGY FALSE Fit with corporate culture FALSE Adverse effect on competitors FALSE Contribution to shareholder value FALSE Growth in revenues FALSE Growth in profits FALSE Return on investment FALSE Strength of value proposition FALSE Increase in bargaining power FALSE Other FALSE Other FALSE Extent to which culture must change FALSE Capital investment required FALSE Likelihood of competitive retaliation FALSE Time to breakeven point FALSE Overall riskiness FALSE Other FALSE Other FALSE Other FALSE Other FALSE Other