STRATEGIC

ANALYSIS
and
INTUITIVE
THINKING
 Methods
of
Strategic Analysis

2
 SWOT
ANALYSIS FIVE
FORCES
PEST ANALYSIS
ANALYSIS FOUR
VALUE CHAIN CORNERS
ANALYSIS ANALYSIS
3
Identify any internal and
external advantages or
advantages

Identify the external

factors
 P Political

Laws, global issues, legislation and

regulations which may have an effect
on your business either immediately
or in the future.
 E Economics

Taxes, interest rates, inflation, the

stock markets and consumer
confidence all need to be taken into
account.
 s Social

 The changes in lifestyle and buying

trends, media, major events, ethics,
advertising and publicity factors
 T Technological

 Innovations, access to technology,

licensing and patents, manufacturing,
research funding, global
communications.
1. Competition in the industry
2. Potential of new entrants
into the industry
3. Power of suppliers
4. Power of customers
5.Threat of substitute products
KEY TAKEAWAYS
• Porter's Five Forces is a framework for
analyzing a company's competitive
environment.
• The number and power of a company's
competitive rivals, potential new market
entrants, suppliers, customers, and substitute
products influence a company's profitability.
• Five Forces analysis can be used to guide
business strategy to increase competitive
advantage
 Motivation - What drives the competitor?
Look for drivers at various levels and
dimensions so you can gain insights
into future goals.
 Current Strategy - What is the
competitor doing and what is the
competitor capable of doing?
 Capabilities - What are the strengths and
weaknesses of the competitor?
 Management Assumptions - What
assumptions are made by the
competitor's management team?
Value chain analysis is a way to
visually analyze a company's
business activities to see how the
company can create a competitive
advantage for itself
Tips to Strengthen Intuition

17
 Expand your
experience.

 Broaden your network

and your exposure
Learn, observe and
listen.

Be aware of what
your senses tell you
Focus on ‘feeling’ and
not ‘thinking.’

Quiet your mind

 Try to solve
problems.

 Immerse yourself,
then take a step back
  
 Capture your
insights

Schedule time to
proactively think
23
24