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Strategic Analysis Model - that works

Think

Plan

Company Analysis

THINK

Note: This option will print all Strategic Group Maps (discard as needed)
Print Cover

Go To Input

Print All Industry and Competition

Industry and Competitive Analysis

Industry Analysis

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Print Industry

Competitive Analysis

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Print Comp

Porter's Five Forces

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Print Porter

GE Matrix

Market Analysis
Environmental Analysis

Go To

Go To

Go To
Go To Input

Print

Pri

Print Market

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Print Env An

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Print SWOT

TOWS Matrix

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Print TOWS

General Internal Analysis

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Print

Core Competence Assessment

Go To Input

Print Core

Data Matrix for Strategy Canvas

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Print Strat

Four-Action Framework

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Print 4-

SPACE Chart / Analysis

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Print

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Print

Strategic Alternatives and Analysis


Prin

Print GE Matrix

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SWOT Analysis

Strategic Analysis & Choice

Recommendations
PLAN

THINK

Note: This option will print all Strategic Group Maps


(discard as needed)

Strategic Group Map

Print All Company Analysis

Financial Analysis--This module is contained in separate files.

Print ALL Strategy Output Worksheets

General Company Information

Act

Print All Recommendations

Strategy Map

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Print Strategy Map

Recommendations

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Print

Mission Statements

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Print Mission

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Print Vision

Vision Statements

SAM tw = Strategic Analysis Model that works

Strategy Toolbox Checklist

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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.

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

PHASE II: STRATEGIC ANALYSIS AND CHOICE


Strategic Alternatives and Analysis

PHASE III: RECOMMENDATIONS


Strategy Map
Recommendations
Mission Statements
Vision Statements

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.
SAMtw 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
September 12, 2011

Once input is complete for this screen, click here to print Cover Sheet which incorporates the data entered here.

Input General Company Information


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

Publicly Held

Privately Held

Company Name
Industry Snapshot
Total Industry or Segment Sales ($M)
Industry or Segment Growth Rate (%/yr)

Lifecycle Stage

Degree of Vertical Integration

Scale Economies

Industry Profitability

Degree of Technological Innovation

Degree of Concentration

Purchasing

Manufacturing
Distribution
Advertising

Industry Driving Forces

Industry Attractiveness Matrix


Factors

Weight

Rating

Product
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.

Print after input is complete


for this screen

Company Name
Competitive Analysis: Snapshot of the Competition
Type of Competition

Basis of Competition

Enter Market Share Data


Company Name

0%

Competitor 1

0%

Competitor 2

0%

Competitor 3

0%

Competitor 4

0%

Competitor 5

0%

Others

0%

Make sure to input names of


competitors here. They are used
in numerous instances within the
model.

0%

Are Market Shares Stable or Changing?

CRITICAL SUCCESS FACTORS


Name 5 Success Factors

Weight each item (sum


should be 100)

Total (should = 100)

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 1

Competitor 2

Competitor 3

Competitor 4

Competitor 5

Company Name

Competitor 1

Competitor 2

Competitor 3

Competitor 4

Competitor 5

ADDITIONAL COMPETITIVE DATA

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

Strategic Factor

Competitive Advantage

Strategic Intent

Geographic Scope

Positioning

Generic Strategy

Competitor 5

Print after input is complete


for this screen

Company Name
Industry Analysis: Porter's Five-Forces Model
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.

Rivals/Competitors
Top 5 competitors of this company:

Company Name
Competitor 1
Competitor 2

Do not Input - These Come


From Competition Input!

Competitor 3
Competitor 4
Competitor 5

Identify Buyers/Customers

Identify Suppliers

Identify Substitutes

Identify Potential Entrants

Intensity of Rivalry

Bargaining Power of Buyers

Bargaining Power of Suppliers

Threat of Substitutes

Barriers to Entry

Company Name
Competive Analysis: Strategic Group Map

Strategic Group Map


1
0.9
0.8

Criteria B

0.7

Group 1

Group 2

Group 3

Group 4

0.6
0.5
0.4
0.3
0.2
0.1
0
0

0.2

0.4

0.6

0.8

Criteria A

User Defined Criteria for X & Y Axes

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)

Company Name
Competive Analysis: Strategic Group Map

Criteria B

Strategic Group Map


1
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0

Group 1

Group 2

Group 3

Group 4

Group 5

0.2

0.4

0.6

0.8

Criteria A

User Defined Criteria for X & Y Axes

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)

Company Name
Competive Analysis: Strategic Group Map

Criteria B

Strategic Group Map


1
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
0

0.2

0.4

0.6

0.8

Group 1

Group 2

Group 3

Group 4

Group 5

Group 6

Criteria A

User Defined Criteria for X & Y Axes

Group 1

Group 2

Group 3

Group 4

Group 5

Group 6

Relative Indication of Size

Strategic Group
Map Data

Criteria A

Criteria B

Group Size

User Defined Titles of Groups

(X)

(Y)

(Diameter)

Company Name
G.E. Matrix
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).

Industry Attractiveness Matrix (I. A.)


Factors

Weight

Rating

Industry
Attractiveness
(I.A.) Index

Product

0.0

This index indicates that this is NOT an attractive industry to enter or remain in.

Competitive Strength Matrix (C. S.)


Success Factors

Weight

Rating

Comp Strength
(C.S.) Index

Product

0.0

This index indicates that this company is NOT competitive.

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.

G. E. Matrix Chart

100.0

I.A. Index

80.0
60.0
40.0
20.0
0.0
0.0

20.0

40.0
60.0
C.S. Index

80.0

100.0

Company Name
Market Analysis: Snapshot of the Market

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
Environmental Analysis: Impact of Environmental Trends
Severity of Impact on Company

Negative

Category

Economic

Regulatory/
Legislative

Demographic

Attitude/
Lifestyle

SocioCultural

Political/
Legal

Technological

Other Trends

Statement of Trend

Positive
DEFAULT

Print after input is complete for this screen

Company Name
Company Analysis: SWOT Analysis
STRENGTHS
List up to eight strengths specific to this company:
1
2
3
4
5
6
7
8

WEAKNESSES
List up to eight weaknesses specific to this company:
1
2
3
4
5
6
7
8

OPPORTUNITIES
List up to eight opportunities specific to this company:
1
2
3
4
5
6
7
8

THREATS
List up to eight threats specific to this company:
1
2
3
4
5
6
7
8

Company Name
Company Analysis: TOWS Matrix
Weaknesses (W)

Strengths (S)

INTERNAL
FACTORS

EXTERNAL
FACTORS

1.

1.

2.

2.

3.

3.

4.

4.

5.

5.

6.

6.

7.

7.

8.

8.

Opportunities (O)

SO Strategies

WO Strategies

Threats (T)

ST Strategies

WT Strategies

1.
2.
3.
4.
5.
6.
7.
8.

1.
2.
3.
4.
5.
6.
7.
8.

Company Name
General Internal Analysis

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
Core Competence Assessment
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.

Criteria for Core Competence


(A capability that meets all 4 criteria is a core competence)

Capability

Is the
capability
valuable?

Is the
capability
rare?

Is the
capability
costly to
imitate?

Is the
capability
nonsubstitutable?
Competitive Consequences Performance Implications

Company Name
Strategy Canvas

Apple
Dell
Others

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.

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.

List up to seven factors for each (keep responses brief):

Reduce

Raise

Which factors should be reduced well below the industrys standard?

1
2
3
4
5

test 1

Which factors should be raised well above the industrys standard?

test 2

test 3

test 4

test 5

test 8
test 9
test 10
test 11
test 12

test 6

test 13

test 7

test 14

Eliminate

Create

Which of the factors that the industry takes for granted should be eliminated?
1
2
3
4
5

test 15
test 16
test 17
test 18
test 19

Which factors should be created that the industry has never offered?
1
2
3
4
5

test 22
test 23
test 24
test 25
test 26

test 20

test 27

test 21

test 28

Summary of Differentiation / Blue Ocean

##
##

#REF!
#REF!

Company Name
SPACE Analysis
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.

Strategic Dimensions and Scoring

Factors Determining Financial Strength (FS)

Factors Determining Industry Strength (IS)

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!

Factors Determining Environmental Stability (ES)

Average

#DIV/0!

Factors Determining Competitive Advantage (CA)

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!

Company Name
SPACE Analysis
Strategic Position and ACtion Evaluation (SPACE)
(High)

FS
6.0

Conservative #DIV/0!

Aggressive -

Financially sound, but


market is very competitive
and is waning

5.0

Strength on all dimensions

#DIV/0!

4.0
3.0
2.0
1.0

(Low)

#DIV/0!

CA

IS

(High)

#DIV/0!

Defensive -

Competitive -

Relative weakness
on most dimensions

ES

Comp. advantage in good


industry, but weak in financial
and environmental stability

(Low)
Financial Strength FS

#DIV/0!

#DIV/0!

Industry Strength
IS
Environmental
Stability
ES
Competitive Advantage
CA

#DIV/0!
#DIV/0!
#DIV/0!

#DIV/0!
#DIV/0!
#DIV/0!

Descriptions of Strategic Postures


Conservative

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.

Defensive

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.

Aggressive
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.

Competitive
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.

This model is adapted from Strategic Management: A Methodological Approach by Rowe, Mason, Dickel, Mann and Mockler, 1994, p.255-265.

Company Name
Alternatives Analysis and Choice
Strategies Developed Using TOWS Matrix

SO Strategies

WO Strategies

ST Strategies

WT Strategies

Key External Strategic Issues


1.
2.
3.
4.
5.

Key Internal Strategic Issues


1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.

Company Name
Alternatives Analysis and Choice
Strategic Alternatives
Strategies Developed Using TOWS Matrix

Describe each
bundle fully

Bundle 1

Bundle 2

Bundle 3

Bundle 4

Name Bundle 1

Name Bundle 2

Name Bundle 3

Name Bundle 4

Company Name
Alternatives Analysis and Choice
Criteria Matrix
Choose NO
MORE than Using
6 of the TOWS
followingMatrix
criteria to use in your evaluation of the bundles:
Strategies
Developed
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.

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")

Fit with corporate


culture
Adverse effect on
competitors
Contribution to
shareholder value

P
P
P

Growth in revenues

Growth in profits

Return on investment

Strength of value
proposition
Increase in bargaining
power

P
P

Other

Other

Extent to which culture


must change
Capital investment
required
Likelihood of
competitive retaliation
Time to breakeven
point

N
N
N
N

Overall riskiness

Other

Bundle 1

Bundle 2

Bundle 3

Bundle 4

Name Bundle 1

Name Bundle 2

Name Bundle 3

Name Bundle 4

Company Name
Alternatives Analysis and Choice
Other

Strategies Developed
Using TOWS Matrix
N

Other
Other

Other

OVERALL SCORE

Company Name
Alternatives Analysis and Choice
Indicate Selection

Indicate
BundleDeveloped Using
BundleTOWS
1
Strategies
Choice
Name Bundle 1

Bundle Description

(will appear based on


choice above)

Rationale for
selecting the
preferred choice

Matrix

Bundle 2

Name Bundle 2

Bundle 3

Name Bundle 3

Bundle 4

Name Bundle 4

Company Name
Strategy Map

Strategic Objectives

Financial

Test #1 theme

Test # 2 theme that


wraps around

Customer

Operations
(Process)

Learning & Growth

Build the Enterprise

Increase Customer Achieve Operational


Be a Good
Value
Excellence
Corporate Citizen
Strategic Themes

Source: Kaplan & Norton, The Strategy-Focused Organization, How Balanced Scorecard Companies
Thrive in the New Business Environment (Harvard Business School Press, 2001)

Print after input is


complete for this screen

Company Name
Recommendations
Decisions for the Next Three Years
INPUT SHEET
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

Programs

Print after input is


complete for this screen

Company Name
Recommendations
Programs

Decisions for the Next Three Years

Trigger-Contingency Pairs
2005
Trigger

Contingency

Trigger

Contingency

Trigger

Contingency

2006

2007

Company Name
Mission Statements
CURRENT MISSION STATEMENT

PROPOSED MISSION STATEMENT

Company Name
Vision Statements
CURRENT VISION STATEMENT

PROPOSED VISION STATEMENT

Strategic Analysis Model - that works

Strategic Analysis
for

Company Name
A Public Corporation

0
Prepared by

Company Snapshot
Segment

Industry

Products/Services

0
CEO Name

CEO Style

0
No. Locations

0
How Many States/Countries?

0
Number of Employees

0
No. Years in Business

0
Parent Corporation/Company

0
Ticker Symbol

Stock Price Range (12 Mo)

Company Name
Competitive Analysis: Snapshot of the Competition
Type of Competition

Basis of Competition
0

0%

Market Share Data


Company Name

0%

Competitor 1

0%

Competitor 2

0%

Competitor 3

0%

Competitor 4

0%

Competitor 5

0%

Others

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

TOTAL WEIGHTED
SCORE

Critical Success Factors - Total Weighted Scores


1
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
Company
Name

Competitor 1

Competitor 2

Competitor 3

Competitor 4

Competitor 5

Company Name
Competitive Analysis: Snapshot of the Competition

Matrix of Strategic Factors


Strategic Factor

Company Name

Competitor 1

Competitor 2

Competitor 3

Competitor 4

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

Competitive
Core

Competitor 2

Competitor 3

Competitor 4

Competitor 5

Competitor 5

POTENTIAL NEW ENTRANTS

Bargaining Power of Buyers:

RIVALS

Company Name

BUYERS

Competitor 1
Competitor 2
Competitor 3
Competitor 4
Competitor 5

SUBSTITUTE PRODUCTS

Threat of Substitutes:

Barriers to Entry:

Company Name

SUPPLIERS OF KEY INPUTS

Porter's Five Forces Model of Competition

Adapted from Michael E. Porter, "How Competitive Forces Shape Strategy," Harvard Business Review 57, no. 2 (March-April 1979), pp. 137-45.

Intensity of Rivalry:

Company Name
SWOT Analysis
STRENGTHS

WEAKNESSES

OPPORTUNITIES

THREATS

Company Name
The Four-Action Grid
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
Recommendations
Decisions for the Next Three Years
Objectives

2005

2006

2007

Revenues

0.0%

0.0%

0.0%

Net Income After


Taxes (NIAT)

0.0%

0.0%

0.0%

Other objectives

Other objectives

Net Income After Taxes (NIAT)

Revenues
1

1
1

0
0

Most
Recent
Year

Most Recent Year 2005

2006

2007

2005

2006

2007

Strategic Intent

Programs

#REF!

#REF!

#REF!

Company Name
Recommendations
Decisions for the Next Three Years
Trigger-Contingency Pairs
Year 1
Trigger

Contingency

Trigger

Contingency

Trigger

Contingency

Year 2

Year 3

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