SAM
twStrategic Analysis Model - that works
Think
Plan
Act
Company Analysis
Print A Strategy !utput "orksheets
Financial Analysis--This Analysis--This module is contained in separate files. SWOT Analysis
Note: This option will print all Strategic Group Group Maps (discard as needed)
General Company Company Information Information
TOWS Matrix
K N I H T
Go To Input
General Internal Analysis Core Competence Assessment
Industry and Competit ive Analysis
ata Matrix for Strate!y Can"as Note: This option will print all Strategic Group Maps (discard as needed)
Industry Analysis K N I H T
Four-Action Frame#or$ S%AC& Chart ' Analysis
Go To In In ut
Competiti"e Analysis
Go To In In ut %rint Com
%orter(s Fi"e Forces
Go To In In ut %rint %orter
Strate!ic Group Map
Strategic Analysis Analysis & Choice Strate!ic Alternati"es and Analysis Recommendations
+
G& Matrix
N A L P
Go To In In ut
Market Analysis
)ecommendations
)ecommend
Mission Statements
Go To Input %rint Mar$et Go To In In ut %rint &n" An
E nvironmental Analysis
Alternati"
Strate!y Map )ecommendations
SAM
Core
*ision Statements
%rint *ision
tw
SAM tw = Strategic Analysis Model that works
Strategy Toolbox Checklist In%icate &hich tools are a''ro'riate (or co)'leting a Strategic Plan (or this co)'any* In%icate co)'letion (or tools use%+ an% s'ace is allo&e% to recor% co))ents regar%ing regar%ing any o( the tools*
# t e a i r p r o p p A
f o n i o t i p c r e s l $ o o %
# t e l e p m o C
# t s n e m m o C
PHASE I: Situation Analysis General Company Information Industry and Competiti ve Analysis Industry Analysis
SAM
tw
SAM tw = Strategic Analysis Model that works
Strategy Toolbox Checklist In%icate &hich tools are a''ro'riate (or co)'leting a Strategic Plan (or this co)'any* In%icate co)'letion (or tools use%+ an% s'ace is allo&e% to recor% co))ents regar%ing regar%ing any o( the tools*
# t e a i r p r o p p A
f o n o i t i p c r e s l $ o o %
# t e l e p m o C
# t s n e m m o C
PHASE I: Situation Analysis General Company Information Industry and Competiti ve Analysis Industry Analysis Competiti"e Analysis %orter(s Fi"e Forces Strate!ic Group Map G& Matrix Market Analysis Environmental Analysis Company Analysis Financial Analysis SWOT Analysis TOWS Matrix General Internal Analysis Core Competence Assessment Strate!y Can"as Four-Action Frame#or$ S%AC& Chart ' Analysis
PHASE II: STRATEIC ANAL!SIS AN" CH#ICE Strate!ic Alternati"es and Analysis
PHASE III: REC#$$EN"ATI#NS Strate!y Map )ecommendations Mission Statements *ision Statements
SAM
tw
SAM tw = Strategic Analysis Model that works
Strategy Toolbox Checklist In%icate &hich tools are a''ro'riate (or co)'leting a Strategic Plan (or this co)'any* In%icate co)'letion (or tools use%+ an% s'ace is allo&e% to recor% co))ents regar%ing regar%ing any o( the tools*
# t e a i r p r o p p A
f o n o i t i p c r e s l $ o o %
# t e l e p m o C
# t s n e m m o C
PHASE I: Situation Analysis General Company Information Industry and Competiti ve Analysis Industry Analysis Competiti"e Analysis %orter(s Fi"e Forces Strate!ic Group Map G& Matrix Market Analysis Environmental Analysis Company Analysis Financial Analysis SWOT Analysis TOWS Matrix General Internal Analysis Core Competence Assessment Strate!y Can"as Four-Action Frame#or$ S%AC& Chart ' Analysis
PHASE II: STRATEIC ANAL!SIS AN" CH#ICE Strate!ic Alternati"es and Analysis
PHASE III: REC#$$EN"ATI#NS Strate!y Map )ecommendations Mission Statements *ision Statements
SAM
tw
Instructions
Welcome to the Strategy portion of t he SAMtw software (Strategic Analysis Model—that works!). rafting a good strategy is hard work. t re"#ires ha$ing to pay relentless attention to as m#ch data a%o#t the company and its en$ironment as can %e gathered (it sho#ld %e data&dri$en' not opinion&dri$en)' #nderstanding' analying' and making sense of changes in the en$ironment and in the company itself. And %eca#se those data and analyses sometimes dont co$er what is tr#ly needed' one m#st rely also on forecasts' *#dgment' e+perience' and e$en ed#cated g#esses. Strategy is how a company act#ally competes and' for the st rategy to %e s#ccessf#l' it m#st lift the company a%o$e its competitors and also position it for long&term s#ccess. t is as m#ch a%o#t ,g#ring o#t what to do as what not to do—a%o#t making di-c#lt choices choices (see %elow). o easy task. And #ntil a strategy is implemented' one won/t know whether it has %een s#ccessf#l. SAMtw follows the process laid o#t in the strategic&planning %ook yo# now own. 0eca#se of the comple+ nat#re of deciding what to do and what not to do in a competiti$e' am%ig#o#s' changing' and #ncertain en$ironment' this Strategy work%ook—and the companion ,nancial work%ooks for 1' 2' and 3 years/ worth of data—will help yo# immeas#ra%ly. immeas#ra%ly. 4ere are some pointers to help yo# get the most o#t of this software. 0efore starting' %e s#re after downloading the work%ook to sa$ e it to yo#r hard dri$e. After that' each time yo# #se it for a di5erent company' sa$e it #nder that company/s name. 6emem%er to sa$e after completing e$ery sheet. The ,rst thing to tell yo# is that the strategy work%ook comprises comprises work sheets' i.e.' ro#gh notes' notes' a thinking pad' and e$en r#minations that no one else will see #ntil yo#r thinking has e$ol$ed and yo# can defend yo#r analyses and recommendations. f yo#/re e$er in do#%t as to whether yo#r answer is 7correct/ or e$en %elongs in a partic#lar %o+' simply p#t it down8 yo# can always go %ack and change it. 9o#r ,rst entries are not necessarily yo#r ,nal ones8 it/s amaing how yo#r thinking changes when yo# can act#ally see yo#r ideas on the comp#ter screen or in a printo#t— another %ene,t of the strategy worksheets. While the tools and analytical techni"#es in the work%ook will gi$e yo# more insight than yo# wo#ld ha$e had witho#t #sing any of them' yo#r instr#ctor might ne$ertheless choose to h a$e yo# complete a s#%set of them (#se the hecklist to note which ones not to to complete). :n e$ery sheet' yo# will ,nd comment %o+es or call&o#ts attached to almost e$ery entry to %oth e+plain the term #sed and g#ide yo# to making a rele$ant (not necessarily correct) response. When yo# ha$e made all entries on a partic#lar sheet' check them against y o#r int#ition and other rele$ant information yo# might ha$e. ;or e+ample' arri$ing at a high nd#stry&Attracti$eness nde+ when other signs point to it %eing not $ery $ery attracti$e sho#ld tell yo# to go o$er yo#r analysis again. The same might apply to yo#r entries in the Porter/s ;i$e&;orces ;i$e&;orces Analysis. While there are ne$er any on/t %e afraid to lea$e an entry %lank if yo# ha$e no idea what s ho#ld go in a %o+' or enter
Stan A%raham
Once input is complete for this screen clic$ here to print Co"er Sheet #hich incorporates the data entered here.
In'ut eneral Co)'any In(or)ation S'orting oo%s , Retail Na)e o( Co)'any
Company /ame
Seg)ent In%ustry Nu)ber o( E)'loyees
Pro%ucts-Ser.ices
CE# Na)e CE# Style No* !ears in /usiness No* Locations Ho& $any States-Countries0 Hea%1uarters Location Public or Pri.ately Hel%0 Parent Cor'oration-Co)'any Stock Price Range 234 $o5 Ticker Sy)bol Strategy "esigner
P#%licly 4el
Pri$ately 4e
Co)'any Na)e Industry Snapshot Total In%ustry or Seg)ent Sales 26$5 In%ustry or Seg)ent ro&th Rate 27-yr5
Li(ecycle Stage
"egree o( 8ertical Integration
þÿEmerging þÿGrowth þÿShakeout þÿMature Declinin
þÿNo vertical integration þÿSome þÿSome vertical vertical integra integration tion bac bac þÿSome þÿSome vertical vertical integra integration tion forw forw þÿMost þÿMost companie companies s verticall vertically y int
Scale Econo)ies
"egree o( Technological Inno.ation
þÿNone þÿSlight þÿSomewhat þÿModerate Moderate
In%ustry Pro(itability
P#rchasing Man#fact#ring >istri%#tion Ad$ertising
þÿOver 20% þÿ15 - 20% þÿ10 - 14.9% þÿ 5 - 9.9%
"egree o( Concentration
þÿHighly concentrated þÿModerately concentrated þÿNeithe þÿNe itherr concentr concentrated ated nor nor fra þÿHighly fragmented
Industry Driving Forces
In%ustry Attracti.eness $atrix actors
"eight
Rating
Product 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
0
Industry Attractiveness Inde)
'('
This index indicates that this is NOT an attractive industry to enter or remain in.
%rint after input is complete for this screen
Co)'any Na)e Competitive Analysis* Snapshot of the Competition Ty'e o( Co)'etition
/asis o( Co)'etition
Enter $arket Share "ata ',
Company +ame Competitor -
',
Competitor .
',
Competitor /
',
Competitor 0
',
Competitor 1
',
!thers
',
1
Ma$e sure to input names of competitors here. They are used in numerous instances #ithin the model.
',
Are $arket Shares Stable or Changing0
CRITICAL S9CCESS ACT#RS
Na)e ; Success actors
?eight each ite) 2su) shoul% be 3>>5
Total 2should 3 4005
'
Co)'etitor Analysis (or Critical Success actors Score companies on a scale of 4 to 40 for relati"e stren!th for each factor 240 indicates !reatest'hi!hest le"el5
actor
Co)'any Na)e
Co)'etitor 3
Co)'etitor 4
Co)'etitor <
Co)'etitor =
Co)'etitor 3
Co)'etitor 4
Co)'etitor <
Co)'etitor =
Co)'etitor ;
Co)'any Na)e
Co)'etitor 3
Co)'etitor 4
Co)'etitor <
Co)'etitor =
Co)'etitor ;
>
>
>
>
>
A""ITI#NAL C#$PETITI8E "ATA
Na)e u' to 4 things each co)'etitor %oes better than Co)'any Na)e
Na)e u' to 4 things that Co)'any Na)e %oes better than each co)'etitor
Strategic actor
Co)'etiti.e A%.antage
Strategic Intent
eogra'hic Sco'e
Positioning
eneric Strategy
Co)'etitor ;
%rint after input is complete for this screen
Co)'any Na)e Industry Analysis* Porter2s ive3orces Model !orter"s Fi#e-Forces Model is t$picall$ represented in the %orm o% a cross& shown in the small diagram to the le%t' The central o is *i#als& with others %rom top& cloc+wise& New ,ntrants& u$ers or Customers& Sustitutes& and Suppliers' .ll %i#e oes are also sources o% competiti#e threats' Its #alue as an industr$ anal$sis is assessing the power o% each o% these oes& which are the additional corner oes in the diagram' / hat is the intensit$ o% ri#alr$0 1ow high are entr$ arriers0 /hat is the argaining power o% u$ers and suppliers0 /hat is the threat o% sustitutes0 2our entries to the %i#e oes and %our anal$sis oes are done se3uentiall$ on this sheet& ut will appear in the %orm o% the small diagram on the output'
Ri.als-Co)'etitors To' ; co)'etitors o( this co)'any:
Company /ame Competitor 4 Competitor 6
Do not Input - These Come From Competition Input
Competitor 7 Competitor + Competitor ,
I%enti(y /uyers-Custo)ers
I%enti(y Su''liers
I%enti(y Substitutes
I%enti(y Potential Entrants
Intensity o( Ri.alry
/argaining Po&er o( /uyers
/argaining Po&er o( Su''liers
Threat o( Substitutes
/arriers to Entry
Co)'any Na)e Competive Analysis* Strategic Group Map
Strategic Group M ap 46
40
4 a i r e t i r C
8
Group 4
Group 6
Group 7
Group +
+
6
0 0
6
+
8
40
46
Criteria A
User Defined Crit eria for X & Y Axes
Group -
Group .
Group /
Group 0
Relati ve ndication of !i"e
Strategic Group Map $ata
Criteria A
Criteria 4
Group Si5e
User Defined Titles of #rou$s
698
678
6$iameter8
Co)'any Na)e Competive Analysis* Strategic Group Map
Strategic Group M ap 46 40 4 a i r e t i r C
Group 4
Group 6
Group 7
Group +
+
Group ,
8
6 0 0
6
+
8
40
46
Criteria A
Use r Def in ed Cri teri a f or X & Y Ax es
Group -
Group .
Group /
Group 0
Group 1
Re lat ive ndi cat io n o f !i "e
Strategic Group Map $ata
Criteria A
Criteria 4
Group Si5e
User Defined Titles of #rou$s
698
678
6$iameter8
Co)'any Na)e Competive Analysis* Strategic Group Map
Strategic Group Map 46 40 4 a i r e t i r C
Group 4
Group 6
Group 7
Group +
+
Group ,
Group
8
6 0 0
6
+
8
40
46
Criteria A
User Def ine d Cr it er ia f or X & Y Axe s
Group -
Group .
Group /
Group 0
Group 1
Group :
R el at ive ndi cat io n of ! i" e
Strategic Group Map $ata
Criteria A
Criteria 4
Group Si5e
User Defined Titles of #rou$s
698
678
6$iameter8
Co)'any Na)e G(E( Matri) The G',' Matri was named a%ter the corporation that %irst de#eloped and used it as a guide to strategic choice' The G',' Matri plots Industr$ .ttracti#eness (4) against Competiti#e Strength (4)'
Industry Attractiveness Matrix (I. A.) actors
"eight
Rating
0
Industry Attractiveness 6I(A(8 Inde)
Product
'('
This index indicates that this is NOT an attractive industry to enter or remain in.
Competitive Strength Matrix (C. S.) Success actors
"eight
Rating
0
Comp Strength 6C(S(8 Inde)
Product
'('
This index indicates that this com$any is NOT com$etitive.
If the company plots in the top three 9oxes 2shaded li!ht !reen5 the G& Matrix indicates a possi9le strate!y of (Gro# In"est and :uild.; If it ends up in the 9ottom three s
G( E( Matri) Chart
400.0
) e d n I ( A ( I
80.0 0.0 +0.0 60.0 0.0 0.0
60.0
+0.0 0.0 C(S( Inde)
80.0
400.0
Co)'any Na)e Market Analysis* Snapshot of the Market
%ho is the maret'
%ho is the tar(et maret'
%ho is the served maret'
%hat is the si"e of the tar(et maret'
)o* fast is the maret (ro*in( +,-yr'
)o* far is the maret $enetrated +,'
/hat
%hat are customers/ current needs'
%hat are customers/ future needs'
%hat are current distri0ution channels'
%hat are channel maru$s at each sta(e'
)o* $rice1sensitive are customers'
%hat is the current $ricin( strate(y'
%hat are some maret-customer trends'
Co)'any Na)e Environmental Analysis* Impact of Environmental %rends Severity of Impact on Company
+egative
Category
Economic
Regulatory= egislative
$emographic
Attitude= ifestyle
Socio3 Cultural
Political= egal
%echnological
!ther %rends
Statement of %rend
;
M
Positive $EA<%
M
;
%rint after input is complete for this screen
Co)'any Na)e
Company Analysis* S"!% Analysis STRENTHS List up to eight strengths specific to this company
3 4 < = ; @ B
?EAKNESSES List up to eight !ea"nesses specific to this company
3 4 < = ; @ B
#PP#RT9NITIES List up to eight opportunities specific to this com pany
3 4 < = ; @ B
THREATS List up to eight threats specific to this company
3 4 < = ; @ B
Co)'any Na)e Company Analysis* %!"S Matri) "eaknesses 6"8
Strengths 6S8
I+%ER+A AC%!RS
E9%ER+A AC%!RS
!pportunities 6!8
4.
4.
6.
6.
7.
7.
+.
+.
,.
,.
.
.
>.
>.
8.
8.
!O !trate(ies
%O !trate(ies
!T !trate(ies
%T !trate(ies
4. 6. 7. +. ,. . >. 8.
%hreats 6%8 4. 6. 7. +. ,. . >. 8.
Co)'any Na)e General Internal Analysis
Current strate(y
%hen *as it last chan(ed'
Does a *ritten strate(ic $lan exist' s the $lan declared or articulated 0y senior mana(ement'
Cor$orate culture
s the Com$any involved in a $lanned chan(e $ro(ram'
/hat
Any constraints'
Descri0e any T initiatives *ith strate(ic im$lications
Co)'any Na)e Core Competence Assessment The four criteria that distin!uish capa9ili ties from core competencies are related to c ompetiti"e ad"anta!e and firm performance. 5aluale capailities are those that create "alue for a f irm and help it deli"er customer "alue 9y exploitin! opportunities or neutrali?in! threats in its external en"ironment. *are capailities are those possessed 9y almost no c urrent or potential competitor. Costl$-to-imitate capailities are those that other firms cannot de"elop easily
Criteria for Core Competence 2A capa9ility that meets all + criteria is a core competence5
Capa>ility
Is the capa>ility valua>le#
Is the capa>ility rare#
Is the capa>ility costly to imitate#
Is the capa>ility nonsu>sti3 tuta>le#
Competitive Conse?uences
Performance Implications
Co)'any Na)e Strategy Canvas
Appl e >ell
Analysis and $iscussion %his takes the form of a graphical t@o3dimensional representation* %he )3a)is comprises a list of the factors the industry currently competes on such as price features promotion distri>ution service etc( and the y3a)is represents the offering level that >uyers receive across all these competing factors 6no scale is possi>le since the levels pertain to many factors >ut the range is from lo@ to high8( Insofar as the company under analysis scores high on factors that other companies and the industry don2t it points to the e)istence of a 4lue !cean(
Co)'any Na)e Strategy Canvas
Co)'any Na)e our3Action rame@ork A first attempt at plotting a company’s 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 fi nd ways to differentiate the company and even ways of competing that have not been contemplated by the industry (a lue !cean". #hat is attractive about it is its simplicit y and ease of use. Think of it as $focused brainstorming.%
ist up to seven factors for each 6keep responses >rief8*
Reduce
Raise
Which factors should 9e reduced well elow the industrys standardD
4 6 7 + ,
test 4
Which factors should 9e raised well ao#e the industrys standardD
4
test 6
6
test 7
7
test +
+
test ,
,
test 8 test @ test 40 test 44 test 46
2
test
2 test 47
3
test >
3 test 4+
Eliminate
Create
Which of the factors that the industry ta$es for !ranted should 9e eliminated0 4 6 7 + ,
test 4, test 4 test 4> test 48 test 4@
Which factors should 9e created that the industry has ne"er offeredD 4 6 7 + ,
test 66 test 67 test 6+ test 6, test 6
2
test 60
2 test 6>
3
test 64
3 test 68
Summary of $ifferentiation = 4lue !cean
Co)'any Na)e SPACE Analysis Strate!ic Position and ACtion E"aluation 2S%AC&5 is used to determine the appropriate strate!ic posture for a company. Financial Stren!th 2FS5 and Competiti"e Ad"anta!e 2CA5 are the t#o primary determinants of a firm(s strate!ic position. Industry Stren!th 2IS5 and &n"ironmental Sta9ility 2&S5 characteri?e the entire industry. Eou are to assi!n scores 29elo#5 for each of the + dimensions. &ach factor contains a comment to assist in scorin!. A"era!es 2or a"era!e minus as indicated5 for each dimension are plotted on the chart. The result is a four-sided poly!on displayin! the #ei!ht and direction 2the ;thrust;5 of the strate!ic assessment. :y addin! the results of the t#o -axis dimensions 2CA IS5 and the t#o E-axis dimensions 2FS &S5 an 2E5 coordinate is o9tained and plotted on the chart to determine the appropriate strate!ic posture. Heep in mind that the S%AC& Chart is a summary de"ice and each dimension should 9e analy?ed indi"idually as #ell especially if any dimension results in a hi!h or lo# score.
Strategic $imensions and Scoring
actors $etermining inancial Strength 6S8
actors $etermining Industry Strength 6IS8
Indicate a score %or each o% the %ollowing criteria'
Indicate a score %or each o% the %ollowing criteria'
)eturn on In"estment
Gro#th %otential
e"era!e
%rofit %otential
i
Technolo!ical Hno#-=o#
Capital )e
)esource Jtili?ation
Cash Flo#
Capital Intensity
)is$ In"ol"ed in :usiness
&ase of &ntry into Mar$et
In"entory Turno"er
%roducti"ity Capacity Jtili?ation
&conomies of Scale and &xperience
OtherK
OtherK A"era!e
I*'0B
A"era!e
actors $etermining Environmental Sta>ility 6ES8
I*'0B
actors $etermining Competitive Advantage 6CA8
Indicate a score %or each o% the %ol lowing criteria'
Indicate a score %or each o% the %ollowing criteria'
Technolo!ical Chan!es
Mar$et Share
)ate of Inflation
%roduct Luality
emand *aria9ility
%roduct ife Cycle
%rice )an!e of Competin! %roducts
%roduct )eplacement Cycle
:arriers to &ntry into Mar$et
Customer oyalty
Competiti"e %ressure')i"alry
Competition(s Capacity Jtili?ation
%rice &lasticity of emand
Technolo!ical Hno#-=o#
%ressure from Su9stitute %roducts
*ertical Inte!ration
OtherK
ifferentiation Jni
I*'0B
A"era!e -
I*'0B
Co)'any Na)e SPACE Analysis Strategic Position and ACtion Evaluation 6SPACE8 2=i!h5
Conservative 1 I*'0B
A((ressive 1
S
Financiall$ sound& ut mar+et is #er$ competiti#e and is waning
Strength on all dimensions I*'0B
.00 ,.00 +.00 7.00 6.00 4.00
2o#5
I*'0B
CA
IS
-
2=i!h5
I*'0B
Defensive 1
Com$etitive 1
*elati#e wea+ness on most dimensions
ES
Comp' ad#antage in good industr$& ut wea+ in %inancial and en#ironmental stailit$
2o#5
Industry Strength
IS
B$I='D
I*'0B
$escriptions of Strategic Postures Conservative
This posture is common in a mar$et #hich is sta9le #ith lo# !ro#th. Focus should 9e on financial sta9ility and product competiti"eness. Common practices for companies in this situationK prune product line reduce costs cash flo# impro"ement protection of competiti"e products ne# product de"elopment and enterin! more attracti"e mar$ets.
$efensive
This posture is common in an industry #hich is unattracti"e #here the company lac$s financial stren!th and lac$s a competiti"e product. Focus should 9e on product competiti"eness. Common practices for companies in this situationK retreat from the mar$et discontinue products #ith lo# profita9ility a!!ressi"e cost cuttin! measures cut capacity halt or reduce further in"estment.
Aggressive
This situation is typical in a "ery attracti"e industry #ithout en"ironmental uncertainty. Financial stren!th helps protect the company(s competiti"e ad"anta!e. Critical to this company is ris$ of entry of ne# competition. Common practices for companies in this situationK explore ne# opportunities ac
Competitive
This situation is typical in a company #ith a definite competiti"e ad"anta!e in a "ery attracti"e industry #ith some en"ironmental uncertainty. Critical to this company is financial stren!th. Common practices for companies in this situationK ac
Co)'any Na)e SPACE Analysis
This model is adapted %rom Strategic Management: . Methodological .pproach $ *owe& Mason& Dic+el& Mann and Moc+ler& 6778& p'9-9;'
Co)'any Na)e Alternatives Analysis and Choice !trate(ies Develo$ed Usin( TO%! 4atrix
S! Strategies
0
0
0
0
"! Strategies
0
0
0
0
S% Strategies
0
0
0
0
"% Strategies
0
0
0
0
5ey 6xternal !trate(ic ssues 4. 6. 7. +. ,.
5ey nternal !trate(ic ssues 4. 6. 7. +. ,. . >. 8. @. 40. 44. 46.
Co)'any Na)e Alternatives Analysis and Choice
Co)'any Na)e Alternatives Analysis and Choice !trate(ic Alternatives
Descri0e each 0undle fully
4undle -
4undle .
4undle /
4undle 0
+ame 4undle -
+ame 4undle .
+ame 4undle /
+ame 4undle 0
Co)'any Na)e Alternatives Analysis and Choice Criteria $atrix Choose N# $#RE than @ o( the (ollo&ing criteria to use in your e.aluation o( the bun%les: Choose the most relevant of the follo*in( $ositively correlated criteria to use in your evaluation of the 0undles. To add your o*n7 over*rite 8Other8 cells.
Choose the most relevant of the follo*in( ne(atively correlated criteria to use in your evaluation of the 0undles. To add your o*n7 over*rite 8Other8 cells.
Fit #ith corporate culture
&xtent to #hich culture must chan!e
Ad"erse effect on competitors
Capital in"estment re
Contri9ution to shareholder "alue
i$elihood of competiti"e retaliation
Gro#th in re"enues
Time to 9rea$e"en point
Gro#th in profits
O"erall ris$iness
)eturn on in"estment
Other
Stren!th of "alue proposition
Other
Increase in 9ar!ainin! po#er
Other
Other
Other
Other
Other
Criteria $atrix Indicate a score %rom 9 to :;9 +;9 0ein( 0est %or the positi#el$ correlated criteria chosen (indicated $
Fit #ith corporate culture
%
Ad"erse effect on competitors
%
Contri9ution to shareholder "alue
%
Gro#th in re"enues
%
Gro#th in profits
%
)eturn on in"estment
%
Stren!th of "alue proposition
%
Increase in 9ar!ainin! po#er
%
Other
%
Other
%
&xtent to #hich culture must chan!e
/
Capital in"estment re
/
i$elihood of competiti"e retaliation
/
Time to 9rea$e"en point / O"erall ris$iness
/
4undle -
4undle .
4undle /
4undle 0
+ame 4undle -
+ame 4undle .
+ame 4undle /
+ame 4undle 0
Co)'any Na)e Alternatives Analysis and Choice Other
/
Other
/
Other
/
Other
/
Other
/
!ERA SC!RE
'
'
'
'
Co)'any Na)e Alternatives Analysis and Choice ndicate Selection
ndicate
(will appear ased on choice ao#e)
Rationale for selectin( the $referred choice
0#ndl +ame 4undle -
0#ndl +ame 4undle .
0#ndle +ame 4undle /
0#ndl +ame 4undle 0
Co)'any Na)e Strategy Map When printing' the arrows and instr#ction %o+es will not print.
dentify Strategic Programs
Financial
Test &' theme
Test & theme that wraps around
s ustomer e . i t c e C b # c i g e t a r t S !perations ()rocess"
*earning + rowth
uild the nterprise
/ncrease ustomer Achieve !perational 0alue 1cellence
e a ood orporate iti2en
Strategic The)es Source: 3aplan + 4orton, The Strate!"#ocused $rani%ation, How Balanced Scorecard &om'anies Thrive in the New Business Environment (Harvard Business School Press, 2001)
%rint after input is complete for this screen
Co)'any Na)e Recommendations Decisions for the #ext $hree %ears I#&'$ S$ nter Data to e used for charting
4ost Recent Year
*e#enues Net Income .%ter Taes (NI.T) *ver!rite ce++ ,-- !ith first year
*/ectives
.''1
.'':
.''
'se this section to indicate annua+ changes in aso+ute do++ars *e#enues
-
-
-
Net Income .%ter Taes (NI.T)
-
-
-
'se this section to indicate annua+ changes as percentage changes *e#enues Net Income .%ter Taes (NI.T) =ther o>ecti#es =ther o>ecti#es
Strateg$ Strateg$ Strateg$
Strategic Intent
%rint after input is complete for this screen
Co)'any Na)e Recommendations !rograms
$rigger0Contingency &airs .''1 Trigger
Contingenc$
Trigger
Contingenc$
Trigger
Contingenc$
.'':
.''
Co)'any Na)e Mission Statements
C9RRENT $ISSI#N STATE$ENT
PR#P#SE" $ISSI#N STATE$ENT
Co)'any Na)e ision Statements
C9RRENT 8ISI#N STATE$ENT
PR#P#SE" 8ISI#N STATE$ENT
SAM
tw Strategic Analysis Model - that works
Strategic Analysis %or
Co)'any Na)e Pulic &or'oration
5 !repared $
0
Company Snapshot Segment
Industr$
'
'
!roducts?Ser#ices
' C,= Name
C,= St$le
'
'
No' @ocations
1ow Man$ States?Countries0
' Numer o% ,mplo$ees
' No' 2ears in usiness
' !arent Corporation?Compan$
' Tic+er S$mol
Stoc+ !rice *ange (69 Mo)
Co)'any Na)e Competitive Analysis* Snapshot of the Competition Ty'e o( Co)'etition
/asis o( Co)'etition '
'
$arket Share "ata Company +ame
',
Competitor -
',
Competitor .
',
Competitor /
',
Competitor 0
',
Competitor 1
',
!thers
', ',
Are $arket Shares Stable or Changing0
Critical Success actors , ?eighte% Score Results actor
Co)'any Na)e
Co)'etitor 3
Co)'etitor 4
Co)'etitor <
Co)'etitor =
Co)'etitor ;
>
0
0
0
0
0
0
>
0
0
0
0
0
0
>
0
0
0
0
0
0
>
0
0
0
0
0
0
>
0
0
0
0
0
0
'
'
'
'
'
'
%!%A "EIG;%E$ SC!RE
Critical Success actors , Total ?eighte% Scores
4 0.@ 0.8 0.> 0. 0., 0.+ 0.7
Co)'any Na)e Competitive Analysis* Snapshot of the Competition 0.6 0.4 0 Company +ame
Competitor -
Competitor .
Competitor /
Competitor 0
Competitor 1
Co)'any Na)e Competitive Analysis* Snapshot of the Competition
$atrix o( Strategic actors Strategic actor
Co)'any Na)e
Co)'etitor 3
Co)'etitor 4
Co)'etitor <
Co)'etitor =
Co)'etiti.e A%.antage
Strategic Intent
eogra'hic Sco'e
Positioning
eneric Strategy
Things that Co)'any Na)e %oes better than the co)'etition: Co)'etitor 3
Co)'etitor 4
Co)'etitor <
Co)'etitor =
Co)'etitor ;
Things that the co)'etion %oes better than Co)'any Na)e: Co)'etitor 3
Co)'etitor 4
Co)'etitor <
Co)'etitor =
Co)'etitor ;
Co)'etitor ;
=OT6NTA> N6% 6NTRANT! A d a p t e d f r o m M i c h a e l & . % o r t e r ; = o # C o m p e t i t i " e F o r c e s S h a p e S t r a t e ! y ; = a r " a r d : u s i n e s s ) e " i e # , > n o . 6 2 M a r c h -A p r i l 4 @ > @ 5 p p . 4 7 > -+ , .
*ntensit! o+ ivalr!:
Barainin Power o+ Bu!ers:
R?A>!
!U==>6R! O@ 56Y N=UT!
Company /ame
Competitor 4 Competitor 6 Competitor 7 Competitor + Competitor ,
!U
Threat o+ Sustitutes:
Barriers to Entr!:
Co)'any Na)e S"!% Analysis S%RE+G%;S
"EAF+ESSES
4
4
4
4
4
4
4
4
4
4
P o r t e r 2 s & i v e & o r c e s M o d e l o f C o m p e t i t i o n
C o ) ' a n y N a ) e
Co)'any Na)e S"!% Analysis S%RE+G%;S
"EAF+ESSES
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
!PP!R%<+I%IES
%;REA%S
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
Co)'any Na)e %he our3Action Grid *educe test 4 test 6 test 7 test + test , test test >
,liminate
Create
test 4,
test 66
test 4 test 4> test 48 test 4@
A New Value urve
test 6+ test 6, test 6
test 60
test 6>
test 64
test 68
*aise test 8 test @ test 40 test 44 test 46 test 47 test 4+
C!MME+%S = A+A7SIS 0
test 67
ompany 4ame Recommendations Decisions for the #ext $hree %ears */ectives
99B
992
993
*e#enues
4'4A
4'4A
4'4A
Net Income .%ter Taes (NI.T)
4'4A
4'4A
4'4A
=ther o>ecti#es
4
4
4
=ther o>ecti#es
4
4
4
+et Income After %a)es 6+IA%8
Revenues 4 4 4 4 4 4 0 0 0 0 Most )ecent Eear
600,
Strategic Intent
&rograms
600
600>
4 4 4 4 4 4 0 0 0 0 Most )ecent Eear
600,
600
600>
ompany 4ame Recommendations $rigger0Contingency &airs Year ;
Tri((er
Contin(ency
Tri((er
Contin(ency
Tri((er
Contin(ency
Year
Year
