tw

SAM tw = Strategic Analysis Model that works

TABLE OF CONTENTS
Company Analysis Print All Company Analysis Output

Print ALL Strategy Output Worksheets Financial Analysis--This module is contained in separate files on the SAM tw CD-Rom.

SWOT Analysis Go To Input Print SWOT

TOWS Matrix Go To Input Print TOWS

PHASE I
General Company Information Go To InputPrint Cover Page General Internal Analysis Go To Input Print Internal

Core Competence Assessment Go To Input Print CC

Industry and Competitive Analysis Print All Industry and Competition Value Analysis Go To Input Print Value

Industry Analysis Go To Input Print Industry SPACE Chart / Analysis Go To Input Print SPACE

Competitive Analysis Go To Input Print Comp Strategic Analysis & Choice

PHASE II
PHASE I

Porter's Five Forces Go To Input Print Porter Strategic Alternatives and Analysis Go To Input Print Strategy

Strategic Group MapGo To SGM4

Go ToSGM5 Print SGM5
Print SGM4
Go To SGM6 Print SGM6 Recommendations Print All Recommendations Output

GE Matrix Go To Input Print GE Matrix Recommendations

PHASE III

Go To Input
Print Recommendations

Market Analysis Go To Input Print Market Mission Statements Go To Input Print Mission

Environmental Analysis Print Environmental

Go To Input Vision Statements Go To Input Print Mission
 tw

SAM tw = Strategic Analysis Model that works

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.

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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

Value Analysis

SPACE Chart / Analysis

PHASE II: STRATEGIC ANALYSIS AND CHOICE

Strategic Alternatives and Analysis

PHASE III: RECOMMENDATIONS

Recommendations

Mission Statements

Vision Statements
 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 Your 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? Publicly Held Privately Held

Parent Corporation/Company
Stock Price Range (12 Mo)
Ticker Symbol
Strategy Designer
1
 Print after input is complete
for this screen

Your Company Name

Industry Snapshot

Total Industry or Segment Sales ($M)

Industry or Segment Growth Rate (%/yr)

Lifecycle Stage Degree of Vertical Integration Degree of Technological Innovation 1 Emerging 1 No vertical integration 1 None

EmergingNo vertical integration

None 2 Growth 2 Some vertical integration backwards 2 Slight 1 Purchasing

Growth Some vertical integration

Scale Economies Slight backwards
Industry Profitability Degree of Concentration
3 Shakeout

4 Mature
3 Some vertical integration forwards

4 Most companies vertically integrated

3 Somewhat

4 Moderate
2 Manufacturing

3 Distribution

Some vertical integration

PURCHASING
Shakeout Somewhat forwards 5 Declining 1 Over 20% 5 Considerable 4 Advertising

MANUFACTURING
Most companies vertically integrated
Mature Over
DISTRIBUTION 20% Highly
Moderate
concentrated
2 15 - 20% 6 Intense

ADVERTISING 3 10 - 14.9% 1 Highly concentrated

Declining 15 - 20% Moderately

Considerable
concentrated 4 5 - 9.9% 2 Moderately concentrated

10 - 14.9%Neither
Industry Driving Forces
Intense
concentrated nor fragmented 5 0 - 4.9%

6 Negative
3 Neither concentrated nor fragmented

4 Highly fragmented

5 - 9.9% Highly fragmented 7 Unknown

0 - 4.9%
Negative
Unknown
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
0.0
0 Index

This index indicates that this is NOT an attractive industry to enter or remain in.
 Print after input is complete
for this screen

Your Company Name

Competitive Analysis: Snapshot of the Competition

Type of Competition Basis of Competition

 Enter Market Share Data
Your Company Name 0%

Competitor 1 0% `
Make sure to input names of
competitors here. They are
Competitor 2 0%
used in numerous instances
within the model.
Competitor 3 0%

Competitor 4 0%

Competitor 5 0%

Others 0%
0%

Are Market Shares Stable or Changing?

CRITICAL SUCCESS FACTORS

Name 5 Success Factors 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 Your Company Name Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5

ADDITIONAL COMPETITIVE DATA

Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5

Name up to 2 things each competitor

does better than Your Company
Name

Name up to 2 things that Your

Company Name does better than
each competitor

Strategic Factor Your Company Name Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5

Competitive Advantage

Strategic Intent

Geographic Scope

Positioning

Generic Strategy
 Print after input is complete
for this screen

Your Company Name

Competive Analysis: Porter's Five Forces

Rivals/Competitors Your Company Name

Top 5 competitors of this company: Competitor 1

Competitor 2

Do not Input - These Come Competitor 3

From Competition Input!
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
 Print after input is complete for
this screen

Use this Strategic Group Map when you have four or fewer strategic groups.

Your Company Name

Competive Analysis: Strategic Group Map

Strategic Group Map

1

0.9

0.8

0.7
Group 1
0.6
Criteria B

Group 2
0.5 Group 3
Group 4
0.4

0.3

0.2

0.1

0
Column E
Criteria A

User Defined Criteria for X & Y Axes 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
 Print after input is complete for
this screen

Use this Strategic Group Map when you have five strategic groups.

Your Company Name

Competive Analysis: Strategic Group Map

Strategic Group Map

1
0.9
0.8
0.7
Group 1
0.6 Group 2
Criteria B

Group 3
0.5
Group 4
0.4 Group 5

0.3
0.2
0.1
0
Column E
Criteria A

User Defined Criteria for X & Y Axes 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
 Print after input is complete for
this screen

Use this Strategic Group Map when you have six strategic groups.

Your Company Name

Competive Analysis: Strategic Group Map

Strategic Group Map

1
0.9
0.8
0.7 Group 1
Group 2
0.6
Criteria B

Group 3
0.5 Group 4
Group 5
0.4
Group 6
0.3
0.2
0.1
0
Column E
Criteria A

User Defined Criteria for X & Y Axes 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
 Print after input is complete for this screen

Your 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).

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 Data for chart

100.0 C.S. I.A.

0.0 0.0

80.0
I.A. Index

60.0

40.0

20.0

0.0
0.0 20.0 40.0 60.0 80.0 100.0
C.S. Index
Industry Attractiveness Matrix (I. A.)
Factors Weight Rating Product

Industry

0
Attractiveness
(I.A.) Index 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 Product

0
Comp Strength
(C.S.) Index 0.0
This index indicates that this company is NOT competitive.
 Print after input is complete for this screen

Your 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?

1
 Print after input is complete for this screen

Your Company Name

Environmental Analysis: Impact of Environmental Trends
Severity of Impact on Company
Negative Positive
Category Statement of Trend H M L Neutral L M H

Economic

Regulatory/
Legislative

Demographic

Attitude/
Lifestyle

Socio-
Cultural

Political/
Legal

Technological

Other Trends
 Print after input is complete for this screen

Your Company Name

Company Analysis: SWOT Analysis
STRENGTHS
List up to eight strengths specific to this company:

1 Differentiation

2 Strong Management

3 Human Resource Policy

4 Fun Culture

5 Excellent Information Technology

6 Franchise Satisfaction

WEAKNESSES
List up to eight weaknesses specific to this company:

1 Liquidity

2 Business Model (Limited to warm climate areas)

8
OPPORTUNITIES
List up to eight opportunities specific to this company:

1 Broaden Menu

2 Partner and expand to non-core markets (Sonics Express)

3 Continue to build in developing markets

4 Attract younger generations

THREATS
List up to eight threats specific to this company:

1 Low entry barriers

2 Aging population

3 Competitors (All quick serve businesses)

4 Lower startup costs for competitors entering the market

8
 Print after input is complete for
this screen
NOTE: In order to complete the TOWS Matrix, the SWOT input must be completed. SWOT input will automatically carry
forward. Enter up to four strategies each in the boxes labeled "SO, WO, ST & WT Strategies".

Your Company Name

Company Analysis: TOWS Matrix

Strengths (S) Weaknesses (W)

1. Differentiation 1. Liquidity

INTERNAL 2. Business Model (Limited to warm

2. Strong Management climate areas)
FACTORS
3. Human Resource Policy 3.

4. Fun Culture 4.

EXTERNAL 5. Excellent Information Technology 5.

FACTORS
6. Franchise Satisfaction 6.

7. 7.

8. 8.

Opportunities (O)
SO Strategies WO Strategies

1. Broaden Menu Customer satisfaction and loyalty supports Change business model by adding a sonic
2. Partner and expand to non-core expansion express
markets (Sonics Express)
3. Continue to build in developing
markets

4. Attract younger generations

5.

6.

7.

8.

Threats (T) ST Strategies WT Strategies

1. Low entry barriers

1. Utilize existing franchises to
2. Aging population experiment with healthier products 1. N/A
3. Competitors (All quick serve
businesses)
4. Lower startup costs for competitors
entering the market

5.

6.

7.
8.
 Print after input is complete for this screen

Your Company Name

General Internal Analysis

Current Strategy

When was it last changed?

Does a written Strategic

Plan exist?

Corporate Culture

Is the Company involved in a

planned change program?

What

Any constraints?

Is the MIS effective?

1
 Print after input is complete for this screen

Your 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)
Is the Is the
Is the Is the capability capability
capability capability costly to nonsubsti-
Capability valuable? rare? imitate? tutable? Competitive Consequences Performance Implications
 Print after input is complete for
this screen

Your Company Name

Value Analysis
1. Indicate the extent to which the following value shifts are taking place in the industry:
1 2 3 4 5

Operational Excellence

Product Leadership

Customer Intimacy

Value-based Management
Yes No
2. What signs of shifting value are occurring in the industry?
Are there higher than usual margins in a particular product or product line? ●

Is there higher than usual sales growth in a particular product or product line?
Is there a higher than expected market valuation in certain companies or among newcomers to the industry?
Is there rising or declining brand equity for companies in the industry?

3. To what extent are the following activities taking place in the industry’s traditional value chain using technology or other enabling mechanisms:
1 2 3 4 5

Disintermediation?

Transmigration?

Relative Scores for Each Value Discipline

Indicate a score for the company, competitors and industry on the following value disciplines, from 1 to 10 (1=worst and 10=best).
Your Company
Operational Excellence Name Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5 Industry
Information Systems

Production Efficiency

Re-Engineering using S.A.I.L. :

- Simplification

- Automation

- Integration

- Leadership

Other

Other

Other

SCORE 0 0 0 0 0 0 0

Your Company
Product Leadership Name Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5 Industry
R&D Capability (Innovation)

Product Development

Marketing and Sales

Distribution

Brand Equity Management

Value Chain Integration

Other
 Other

Other

SCORE 0 0 0 0 0 0 0
 Customer Intimacy Your Company
Name Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5 Industry
Customer Service

Customer Satisfaction

Customer Loyalty

Employee Capability

Employee Satisfaction

Employee Loyalty

Employee Productivity

Other

Other

Other

SCORE 0 0 0 0 0 0 0

Value-Based
Your Company
Management Name Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5 Industry
Management Skills

Making Managers into Owners

Managerial Performance

Other

Other

SCORE 0 0 0 0 0 0 0

TOTAL SCORE 0 0 0 0 0 0 0

Industry Value Analysis - Relative Scores

1
1
1
1
1
0
0
0
0
0
0 0 0 0 0 0 0
0
Your Com- Competitor Competitor Competitor Competitor Competitor Industry
pany Name 1 2 3 4 5

Note: This tool has been adapted from a version created by Cal Poly Pomona MBA Students Karie Cole, David Tang and John Walker, Winter 2000.
 Print after input is complete for this screen

Your 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! Average #DIV/0!

Factors Determining Environmental Stability (ES) 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!
 Strategic Position and ACtion Evaluation (SPACE)

(High)
FS

Conservative - 6.0 Aggressive -

Financially sound, but Strength on all dimensions
#DIV/0! market is very competitive 5.0 #DIV/0!
and is waning
4.0

3.0

2.0

1.0
(Low) IS - CA (High)

#DIV/0!

#DIV/0! #DIV/0!
Defensive - Competitive -
Relative weakness Comp. advantage in good Thrust coordinates:
on most dimensions industry, but weak in financial X
and environmental stability
Y
ES
(Low)

Financial Strength FS #DIV/0! #DIV/0! <--- DATA IS IN THESE CEL

Industry Strength
Environmental IS
Stability
ES #DIV/0!
#DIV/0! #DIV/0!
#DIV/0!
Competitive Advantage
CA #DIV/0! #DIV/0!
Descriptions of Strategic Postures

Conservative Aggressive

This situation is typical in a very attractive industry without

This posture is common in a market which is stable with
environmental uncertainty. Financial strength helps protect
low growth. Focus should be on financial stability and
the company's competitive advantage. Critical to this
product competitiveness. Common practices for
company is risk of entry of new competition. Common
companies in this situation: prune product line, reduce
practices for companies in this situation: explore new
costs, cash flow improvement, protection of competitive
opportunities, acquisitions, increase market share, and
products, new product development, and entering more
focus resources on products that have a competitive
attractive markets.
advantage.

Defensive Competitive

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.

This model is adapted from Strategic Management: A Methodological Approach by Rowe, Mason, Dickel, Mann and Mockler, 1994, p.255-265.
#DIV/0!

Thrust coordinates:
#DIV/0!
#DIV/0!
 Print after input is complete
for this screen

Your Company Name

Alternatives Analysis and Choice

Strategies Developed Using TOWS Matrix

Customer satisfaction and loyalty

SO Strategies supports expansion
0 0 0

Change business model by adding

WO Strategies a sonic express
0 0 0

Utilize existing franchises to

ST Strategies experiment with healthier products
0 0 0

WT Strategies N/A 0 0 0

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.
Strategic Alternatives
Bundle 1 Bundle 2 Bundle 3 Bundle 4

Name Bundle 1 Name Bundle 2 Name Bundle 3 Name Bundle 4

Describe each
bundle fully
 Criteria Matrix
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 Choose the most relevant of the following negatively correlated
criteria to use in your evaluation of the bundles. To add your criteria to use in your evaluation of the bundles. To add your own,
own, overwrite "Other" cells. 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")

Bundle 1 Bundle 2 Bundle 3 Bundle 4

Name Bundle 1 Name Bundle 2 Name Bundle 3 Name Bundle 4

Fit with corporate
P
culture
Adverse effect on
P
competitors
Contribution to
P
shareholder value

Growth in revenues P

Growth in profits P

Return on investment P

Strength of value
P
proposition
Increase in bargaining
P
power

Other P

Other P

Extent to which culture

N
must change
Capital investment
N
required
Likelihood of
N
competitive retaliation

Time to breakeven point N

Overall riskiness N

Other N

Other N

Other N
Other N

Other N

OVERALL SCORE 0 0 0 0
 Indicate Selection
Indicate Bundle Bundle 1 Bundle 2 Bundle 3 ● Bundle 4
Choice
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
4
 Print after input is
complete for this screen

Your 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

Other

Strategic Intent

Programs
Trigger-Contingency Pairs
2005 2006 2007

Trigger

Contingency

Trigger

Contingency

Trigger

Contingency
 Print after input is complete for
this screen

Your Company Name

Mission Statements

CURRENT MISSION STATEMENT

PROPOSED MISSION STATEMENT

 Print after input is complete for
this screen

Your Company Name

Vision Statements

CURRENT VISION STATEMENT

PROPOSED VISION STATEMENT

 tw

Strategic Analysis
for

Your Company Name

A Public Corporation
0

Prepared by
0

Company Snapshot

Segment Industry

0 0

Products/Services

CEO Name CEO Style

0 0

No. Locations How Many States/Countries?

0 0

Number of Employees No. Years in Business

0 0

Parent Corporation/Company Ticker Symbol Stock Price Range (12 Mo)

 Your Company Name
Competitive Analysis: Snapshot of the Competition

Type of Competition Basis of Competition

0 0

0.00% Market Share Data

Your Company Name 0%

Competitor 1 0% `

Competitor 2 0%

Competitor 3 0%

Competitor 4 0%

Competitor 5 0%

Others 0%

0%
0.00%

Are Market Shares Stable or Changing?

Critical Success Factors - Weighted Score Results

Factor Your 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

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
Your Company Name
Competitor 2
Competitor 4 Competitor 5
 0.5
0.4
0.3
0.2
0.1
0
Your Company Name
Competitor 2
Competitor 4 Competitor 5
Matrix of Strategic Factors
Strategic Factor Your Company Name Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5

Competitive
Advantage

Core Competence #REF! #REF! #REF! #REF! #REF! #REF!

Strategic Intent

Geographic Scope

Positioning

Generic Strategy

Things that Your Company Name does better than the competition:
Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5

Things that the competion does better than Your Company Name:
Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5
 POTENTIAL NEW ENTRANTS
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: Bargaining Power of Buyers:

Porter's Five Forces Model of Competition

RIVALS

ABC Corp.
SUPPLIERS OF KEY INPUTS BUYERS
Your Company Name

Competitor 1

Competitor 2

Competitor 3

Competitor 4

Competitor 5

SUBSTITUTE PRODUCTS

Threat of Substitutes: Barriers to Entry:

 Your Company Name
SWOT Analysis

STRENGTHS WEAKNESSES

Differentiation Liquidity

Strong Management Business Model (Limited to warm climate areas)

Human Resource Policy 0

Fun Culture 0

Excellent Information Technology 0

Franchise Satisfaction 0

0 0

0 0

OPPORTUNITIES THREATS

Broaden Menu Low entry barriers

Partner and expand to non-core markets (Sonics Express) Aging population

Continue to build in developing markets Competitors (All quick serve businesses)

Attract younger generations Lower startup costs for competitors entering the market

0 0

0 0

0 0

0 0
Low entry barriers
 Your Company Name
Recommendations
Decisions for the Next Three Years
Objectives 2005 2006 2007 Chart Data

Revenues 0.0% 0.0% 0.0%

Revenues
Net Income After 0.0% 0.0% 0.0% Net Income After
Taxes (NIAT) Taxes (NIAT)

Other 0 0 0

Other 0 0 0

1 1
1 1
1 1
1 1
1 1
0 0
0 0
0 0
0 0
0 0
- -
Most Recent Year 2005 Most Recent Year
2006 2005
2007 2006 2007

Strategic Intent

Programs
Trigger-Contingency Pairs

Year 1 Year 2 Year 3

Trigger

Contingency

Trigger

Contingency

Trigger

Contingency
Most Recent Year 2005 2006 2007

- - - -

- - - -
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
1 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