Rough Draft Coca Cola Capestone Project

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Overview & Checklist

Tools for Tracking Your Strategic Thoughts
Dr. William C. Schulz, 2013
Be sure to scroll right to see all tabs
		Task Completion Checklist: TBD = Need to be Done; 1 = Completed
Table of Tools
Type of Analysis	Worksheet Name (Tabs at bottom of this spreadsheet)	Specific Analysis	Full Documentation & Context Notes	Worksheet Analysis	Written Implications
Mission/Values/Strategic Intent	Values & Intentions	Mission/Vision/Values & Strategic Intent Evaluation	TBD	TBD	TBD
External Analysis
	Gen_ECO Pest	General Ecosystem PEST+ Analysis	TBD	TBD	TBD
	Stakeholder	Stakeholder Analysis	TBD	TBD	TBD
	EXT Five Forces Rivalry	Competitive Ecosystem: Rivalry Analysis	TBD	TBD	TBD
	EXT 5_F Customer_Supplier Power	Competitive Ecosystem: Customer and Supplier Power Analysis	TBD	TBD	TBD
	EXT_New Entry and Subs	Competitive Ecosystem: New Entry & Substitute Analysis	TBD	TBD	TBD
Integrative Analysis
	INT_KSF_Matrix	Internal Skills Current AND Key Success Factor Integration	TBD	TBD	TBD
	BOS Strategy Canvas	Blue Ocean Strategy Specification (if applicable)	TBD	TBD	TBD
	Strategy Statement	Specific Statement of Chosen Strategic Path	TBD	TBD	TBD

Strategy Evaluation	Strategy Evaluation	Strategy Evaluation	TBD	TBD	TBD

Values & Intentions

Mission/Values & Strategic Intent Analysis
Before we begin to work on both specific external and internal analysis frameworks, it is important to take stock of the company you are studying from a mission/vision and strategic intent (Hamel & Prahalad, 2005) perspective.
This analysis takes the form of a set of questions that are intended to help you better understand the goals, ambitions, values and strategic attitude of the organization—thus setting a context and lens from which to better understand your strategic choices as you complete later analyses.	Be sure to scroll all the way down and to the right of the worksheet to see all questions.	Provide a Detailed "Implications with Respect to Strategic Options" Write Up at the bottom of this table. Use that to inform your formal DQ posts (as required)
Key Analysis Question	Detailed Analytic Response	Specific Supporting Documentation w/Citation	Quick Implication of Response
What is the fundamental purpose of the organization (apart from “making money”), why does it exist and what problems does it solve in the world?
How would customers and other major stakeholders react if this company were to go bankrupt next year? Would it matter? Why or why not?
Has the company been consistent and true towards it purpose and vision over the years? Is it still consistent now?
Since “actions speak louder than words”, has the company said it valued its human resources, and then cut back or laid off many workers in a time of retrenchment? Is this a historical pattern?
Has senior leadership demonstrated a willingness to give-back in times of organizational stress?
How many CEO/COO/CFO’s has the company had in the past ten years?
Is leadership stable and forward looking?
Are organization-wide goals stated merely in terms of market growth or financial outcomes for a year or two?
Does the organization have a long-term, ambitious strategic intent? (Please integrate and review the Hamel & Prahalad (2005) concepts into this answer).
Is it clear where the company would like to be in the long-term?
What must the organization do differently to achieve its long-term intentions?
References:

Hamel, G., & Prahalad, C. K . (2005). Strategic intent. Harvard Business Review, 83(7/8), 148–161.

Implications with Respect to Strategic Options: INSERT YOUR IMPLICATIONS SUMMARY IN THIS BOX

http://cb.hbsp.harvard.edu/cb/pl/19598634/19598870/5b184d218ddff91cb76ce2c5cbbdc68e

Gen_ECO Pest

GENERAL ECOSYSTEM ANALYSIS TEMPLATE

		EXAMPLE FROM 1993 WORLD SHORT-HAUL AIRCRAFT INDUSTRY
TAKE THIS ANALYSIS FROM THE POINT OF VIEW OF THE COMPANY AND INDUSTRY YOU ARE STUDYING.
	Be sure to scroll all the way to the bottom and to the right of the worksheet	Provide a Detailed "Implications with Respect to Strategic Options" Write Up at the bottom of this table. Use that to inform your formal DQ posts (as required)
Industry Under Study:
Company Under Study:
GENERAL FORCES	Possible Indicator Descriptions	Your Assessment of Indicator Impact	Implications for Industry	Implications for Company	Source Documentation
Legislation & Regulations (Gov't)
Environmental Regulation
Technological Regulation
Zoning or Real Estate Restrictions
Safety or OSHA Regulations
Market Structure Legislation
Industry Specific Legislation
Market Access Legislation (Anti-trust)
Insurance Requirements
Legal Challenges/Lawsuits (Malpractice, etc)
Workforce Protection or Labor Laws/Regulation
Immigration Laws (workforce access)
Add other's as found/appropriate
Add other's as found/appropriate
Add other's as found/appropriate
Add other's as found/appropriate
Economic Conditions
Interest Rate Movement
Inflationary Pressure & Movement
Discretionary Income Levels
Exchange Rate Movements
Workforce Availability (Unemployment)
Workforce Mobility
Equity Capital Availability and Cost
Debt Capital Availability and Cost
Discretionary Income Levels
Tariffs and National Trade Barriers
Add others as found/appropriate
Add others as found/appropriate
Add others as found/appropriate
Add others as found/appropriate
Add others as found/appropriate
Societal Values & Lifestyles
Family dynamics and behavior
Ethical Limitations on Business
Consumerism
"Green" Living Lifestyle
Homeownership vs Renting
Religious behaviors
Cultural "in" behaviors
Media focus and impact
Other…
Other…
Other…
Other…
Other…
Technology Developments
Materials Technology Advances
Electronics Technology Advances
Information Tech Advances
Energy Tech Advances
Communications Tech Advances
Other…
Other…
Other…
Population Demographics
Age distribution Profile
Source of demographic (immigration)
Ethnic Mix or Trend
Birth and Death Rates
Mobility and Job Change Behavior
Other…
Other…
Other…
Other…
Other…
References:
Porter , M. E. (1983). Note on the structural analysis of industries [Industry and Background Note]. Boston, MA: Harvard Business School of Publishing.

Text Box: Write Implications Here-- Overall, the general force analysis indicates that there should be strong end-user demand for air transportation services, particularly for short-business travel and for travel in newly emerging industrial nations. Technological advances should make break-through new aircraft designs possible, and these could originate outside the US Fuel costs appear stable, which should affect the turbo-prop vs jet dynamic

Implications with Respect to Strategic Options: INSERT YOUR IMPLICATIONS SUMMARY IN THIS BOX

http://cb.hbsp.harvard.edu/cb/pl/19598634/19730997/32b6c13a408fb665283d9bdd63662499

Stakeholder

Stakeholder Analysis Worksheet
You can’t change a local, regional, or national/international regulation directly—you have to know who to see, and the action occurs among people—so a stakeholder analysis is, in many ways, a “personified” version of your general ecosystem.	Be sure to scroll all the way to the bottom and to the right of the worksheet	Provide a Detailed "Implications with Respect to Strategic Options" Write Up at the bottom of this table. Use that to inform your formal DQ posts (as required)

Who influences the General Ecosystem PEST+ Elements?
	Identify Stakeholders as Specifically as Possible by Role	How Much Influence Does this Role Take in Affecting the Industry/Business?	Evidence/Source??	Implications/Recommended Actions?
	Role 1….	Low, Medium, or High
	Role 2….	Low, Medium, or High
	Role 3….	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
Legislative & Regulatory Stakeholders	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Role 1….	Low, Medium, or High
	Role 2….	Low, Medium, or High
	Role 3….	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
Economic Stakeholders	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Role 1….	Low, Medium, or High
	Role 2….	Low, Medium, or High
	Role 3….	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
Societal Stakeholders	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Role 1….	Low, Medium, or High
	Role 2….	Low, Medium, or High
	Role 3….	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
Technology Stakeholders	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Role 1….	Low, Medium, or High
	Role 2….	Low, Medium, or High
	Role 3….	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
Industry Stakeholders	Other Roles…	Low, Medium, or High
(Include Supply Chain, Customer/End User Chain also)	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Role 1….	Low, Medium, or High
	Role 2….	Low, Medium, or High
	Role 3….	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
Internal Stakeholders	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Role 1….	Low, Medium, or High
	Role 2….	Low, Medium, or High
	Role 3….	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
Potential New or Other Key Stakeholders	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
	Other Roles…	Low, Medium, or High
References:
Applegate , L. M. (2008). Stakeholder analysis tool [Exercise]. Boston, MA: Harvard Business School of Publishing.

Implications with Respect to Strategic Options: INSERT YOUR IMPLICATIONS SUMMARY IN THIS BOX

http://cb.hbsp.harvard.edu/cb/pl/19598634/19731201/54321f7d226d5a2ad9074fc5ffe04f5f

EXT 5_Forces Rivalry

Competitive Ecosystem Analysis: Industry & Company Level
Industry under study:
Company Under Study:
When examining the factors that relate to the degree of rivalry (higher rivalry = more difficult conditions to thrive in or make profit), review each of the elements in the worksheet. The elements are taken directly from the Porter 1983 industry note, which is the basis for all such analysis	Be sure to scroll all the way to the bottom and to the right of the worksheet	Provide a Detailed "Implications with Respect to Strategic Options" Write Up at the bottom of this table. Use that to inform your formal DQ posts (as required)
		Impact Rating Scale: -5 through +5	-5	Strong Negative Impact on potential profitability
			0	Neutral Impact on potential profitability
			5	Strong Positive Impact on potential profitability

		Rank the top 5 most important items also. 1 = most potential impact and most important, etc
			Profit	Profit
			Impact	Impact
Element that Affects The Intensity of Rivalry	Evidence of Element	Assessment of Element in Industry	Rating	Ranking	Implications of Analysis
Higher Intensity means lower potential profitability
Member's Size, Relative Capability
Number of primary competitors			0	0
Relative size of competitors (top 3 % share)			0	0
Excess capacity in industry or with larger co.			0	0
Both domestic and international rivals exist			0	0
Total Industry Capacity is augmented in large/small increments			0	0
Shifting Strategies exist--M&A, Industry Growth Rate is Changing			0	0

Market Characteristics
Slower-growing or mature market			0	0
Faster growing or early market			0	0
Member Aggressiveness in launching new efforts to boost market standing and performance
Price Competition & Sensitivity			0	0
Race to develop better quality or performance features			0	0
Frequency of Sales Promotions, rebates, low-interest financing			0	0
Frequency of new product introductions			0	0
Standardization of Offers
Selling and offers are very similar			0	0
Buyer's switching costs are low			0	0
Product is commodity-like			0	0
Range of Strategic Vision, Resources
Variety of strategies			0	0
Unique strategies			0	0
Outsiders Aquire Weak Members and Invest			0	0


References:
Porter , M. E. (1983). Note on the structural analysis of industries [Industry and Background Note]. Boston, MA: Harvard Business School of Publishing.

Implications for Complete Strategic Analysis--Impact of Rivalry Elements

EXT 5_F Customer_Supplier Power

Competitive Ecosystem Analysis: Supplier/Customer Influence & Relative Power to Set Price/Terms
Industry under study:
Company Under Study:
The second step in a 5-force competitive analysis is to analyze the relative buying power (or ability to influence price and other exchange terms) between a company in the industry, and its customers and/or end users (and then do the same with respect to the company and its suppliers).			Be sure to scroll all the way to the bottom and to the right of the worksheet			Provide a Detailed "Implications with Respect to Strategic Options" Write Up at the bottom of this table. Use that to inform your formal DQ posts (as required)
Customer & Supplier Power to Influence Price/Terms
	Rating Key:
	-5	Strong Negative Impact on potential profitability
	0	Neutral Impact on potential profitability
	5	Strong Positive Impact on potential profitability
FROM THE POINT OF VIEW OF THE COMPANY UNDER AS BUYER		CUSTOMER	<----- COMPANIES IN THE INDUSTRY ACTING AS ---->	SUPPLIER		FROM THE POINT OF VIEW OF THE COMPANY UNDER STUDY AS SUPPLIER

Relative Ability to Influence Price or Set Terms			AREA of INFLUENCE			Relative Ability to Influence Price or Set Terms
SUPPLIER'S POWER (Observations)	Rate	Rank Importance of Area		Rate	Rank Importance of Area	CUSTOMER'S POWER (Observations)	Sources/Evidence	Implications
	0	0	Buyer's Switching Costs or Substitution Costs Low/Hi	0	0
	0	0	Few Buyers/Many Buyers	0	0
	0	0	Single Customer is Very Important (rule of 90/10)	0	0
	0	0	Large Volume Purchases are Standard in Industry	0	0
	0	0	Overall Buyer Demand is Weak or Strong	0	0
	0	0	Buyer's are Well Informed about Products, Prices, Costs	0	0
	0	0	Buyers could integrate backward into industry	0	0
	0	0	Buyers have discretion about buying	0	0
References:
Porter , M. E. (1983). Note on the structural analysis of industries [Industry and Background Note]. Boston, MA: Harvard Business School of Publishing.

Implications for Complete Strategic Analysis--Impact of Supplier & Buyer Power/Influence Elements

EXT_New Entry and Subs

Competitive Ecosystem Analysis: Threat of New Entry & Substitutes

The next thing to do is try to assess the likelihood of, and potential impact of, new entry into the market (new direct rivals coming in), and to understand what kinds of substitutes might enter the market. Remember, companies in other industries may be able to solve your customer’s problems with a substitute product or service.			Be sure to scroll all the way to the bottom and to the right of the worksheet			Provide a Detailed "Implications with Respect to Strategic Options" Write Up at the bottom of this table. Use that to inform your formal DQ posts (as required)

Industry Under Study:
Company Under Study:
	Rating Key:
	-5	Strong Negative Impact on potential profitability
	0	Neutral Impact on potential profitability
	5	Strong Positive Impact on potential profitability
FROM THE POINT OF VIEW OF THE INDUSTRY IN WHICH THE COMPANY YOU ARE STUDYING COMPETES
FACTORS IMPORTANT TO POTENTIAL NEW ENTRY	Rate	Importance Rank	FACTORS IMPORTANT IN IDENTIFYING AND ASSESSING THE POTENTIAL FOR SUBSTITUTES	Rate	Importance Rank	Evidence & Sources for Analysis	Implications of Analysis Item

The presence of sizable economies of scale in production or other areas of operation	0	0	There have been technological advances in other industries that could replace the need for our industry	0	0

Cost and Resource Disadvantages are Not Related to Size & Experience in Industry	0	0	Substitutes appear available and are attractively priced	0	0
There is low/high Brand and Customer Loyalty in the Industry	0	0	End users have low switching costs to move to a substitute	0	0

There are high/low Capital Requirements to Enter the Industry	0	0	End users become more comfortable in considering and using substitutes	0	0

There is difficult/easy access to Distribution Channels	0	0	Profits of potential substitute product producers are strong	0	0

There are governmental regulations that limit entry into the industry	0	0	Customers are well informed about benefits (as opposed to features) of various product/service options	0	0

Customers can Integrate Backwards	0	0	There are Existing Blue Ocean Substitutes	0	0

Existing Profits in the Industry are high/low	0	0	There are Potential Blue Ocean Substitutes	0	0
There will be strong/weak response from current rivals to new entry	0	0
Buyer demand is high/low	0	0

The Pool of Potential Entry Candidates is small/large	0	0
There are Existing or Potential Blue Ocean Substitutes	0	0
References:
Porter , M. E. (1983). Note on the structural analysis of industries [Industry and Background Note]. Boston, MA: Harvard Business School of Publishing.

Implications for Complete Strategic Analysis--Impact of Potential New Entry/Substitutes & Blue Ocean Substitute Competition Structurally it would appear not-attractive to enter the industry, given the Entry analysis and given the task force analysis. Of course, there is lots of new entry, so the model must be evaluated on non-financial reasons for entry! What structural element is important that has not been considered? Substitutes are possible, but involve time/cost and convenience trade-offs that new aircraft designs could overcome. Business travel segment may not be most stable and could bleed off to internet/tech methods.

INTG KSF Matrix

Internal & Integrative Analysis: Key Success Factor Table

The next thing to do is try to assess the likelihood of, and potential impact of, new entry into the market (new direct rivals coming in), and to understand what kinds of substitutes might enter the market. Remember, companies in other industries may be able to solve your customer’s problems with a substitute product or service.			Be sure to scroll all the way to the bottom and to the right of the worksheet		Provide a Detailed "Implications with Respect to Strategic Options" Write Up at the bottom of this table. Use that to inform your formal DQ posts (as required)

Industry Under Study:
Company Under Study:
Rating Scale for Current S/C/C Assessment			Rating Scale for FUTURE NEED S/C/C Assessment
0-3 = Poor Relative Performance in the industry			0-3 = S/C/C Is Not Strategically Important (could be outsourced)
4-6 = Average Relative Performance in the industry			4-6 = S/C/C Should be In-House, but is of only tactical importance in the future
7-8 = Better than Average Relative to the industry			7-8 = S/C/C is of Strategic Importance in the future
9-10 = World Class (across industries)			9-10 = S/C/C is of Critical Strategic Importance in the future
			Based on Your Implications to External Analysis--Refer Back to those Worksheets to Support Documentation		Be sure to scroll all the way to the bottom and to the right of the worksheet	Provide a Detailed "Implications with Respect to Strategic Options" Write Up at the bottom of this table. Use that to inform your formal DQ posts (as required)
		CURRENT Skill &	IMPORTANCE TO COMPETITIVENESS
		Capability	IN THE
ACTIVITIES VALUE CHAIN:	Type: S = Skill, COM=Competency, CAP = Capability	Rating	FUTURE	FUTURE GAP SCORE	STRATEGY IMPLICATIONS	EVIDENCE/SOURCES
Organizational Leadership
Established and Lived Vision		0	0	0
Relevant Mission Statement		0	0	0
Integrity of Purpose		0	0	0
Infusion of Value		0	0	0
Institution vs Organization		0	0	0
Succession Planning & Depth of Team		0	0	0
Other Skills/Competencies/Capabilities. . . .add		0	0	0
Other Skills/Competencies/Capabilities. . . .add		0	0	0
Other Skills/Competencies/Capabilities. . . .add		0	0	0
Other Skills/Competencies/Capabilities. . . .add		0	0	0
Other Skills/Competencies/Capabilities. . . .add		0	0	0

General Management Systems & Skills
Information Systems-Technology		0	0	0
Computer Drafting System		0	0	0
Information Systems--Process & Flow		0	0	0
Decision-Making System--Team Approach		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0

Human Resource Systems & Skills
Recruiting Strategy & Processes		0	0	0
HR tied to Strategic Needs Planning		0	0	0
Effective HR Operational Systems		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0

Product or Service Research Systems & Skills
Product/Service Design teams & processes		0	0	0
Pure research skills, materials, methods		0	0	0
Modeling and mathematics testing		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0

Product or Service Development Systems & Skills
Final product testing		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0

Sales & Marketing Systems & Skills
Marketing personnel		0	0	0
Sales personnel		0	0	0
Sales Information Systems		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0

Finance & Accounting Support
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0

Inbound Logistics
Procurement & Purchasing Systems		0	0	0
Shipping, tracking inbound		0	0	0
Receiving & Warehousing		0	0	0
Inventory Management		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0

Operations & Production
Work in process flow		0	0	0
Assembly		0	0	0
Systems Integration		0	0	0
Test and Finish		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0

Outbound Logistics
Product/Service Shipping in-out		0	0	0
Product/Service Delivery		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0

Service & Warranty
Service personnel		0	0	0
Service information systems		0	0	0
Warranty information feedback		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0
Other Skills/Competencies/Capabilities. . .add		0	0	0

References:
Ohmae, K., (1991). The Mind of the Strategist. McGraw Hill
Schulz, W.C., Hofer, C.W. (2000). Creating Value Through Entrepreneurial Leadership & Skill-Based Strategy. Pergamon
Tregoe, B., Zimmerman, J.W. (1980). Top Management Strategy, Simon and Schuster

Implications for Complete Strategic Analysis--Key Success Factor Integration Implications

BOS Strategy Canvas Example

Strategy Canvas Template						Be sure to scroll all the way to the bottom and to the right of the worksheet
Blue Ocean Strategy
Yellow-Tail Example



	Segments
Extant Competitive Factors	Budget	Prem	YT

Price	3	9	5
Use of Enological terminology & distinctions in wine communication	5	9	0
Above-the-Line Marketing	5	8	0
Aging Quality	4	9	0
Vinyard Prestige & legacy	5	9	3
Wine Complexity	5	8	2
Wine range	5	8	2
Easy Drinking			6
Ease of Selection			6
Fun and Adventure			5
New Competitive Factors
Strategy Canvas Template
US Airlines 2007



	Segments
Extant Competitive Factors	Trunk	Regn	SWA	LCC	Intl

Price	7	7	2	3	9
Quick Turnaround	3	4	9	7	2
Single Fleet Comonality	5	7	9	7	5
Direct Flight Routes	4	7	7	7	8
Breadth of Connecting Routes	8	5	3	3	5
Extra Services/Classes	6	2	1	5	9
In Flight Entertainment	3	0	0	7	9
Seat Assignments	5	5	0	5	5
Ease of Purchase-Rules	5	5	8	7	5
Fun and Adventure	0	0	3	6	0
No Frills	0	0	3	0	0


New Competitive Factors
Trunk Carriers--DAL, AAL, USA, UAL
Regn--US Express, Etc
SWA--Southwest Airlines
LCC--Low Cost Carriers (Air Tran, JetBlue)
Intl--British Airways, etc.
References:
Kim , W., & Mauborgne, R. (2004). Blue ocean strategy. Harvard Business Review, 82(10), 76-84.

CVM: Sikorsky

Relative Quality Ratio

Relative Price Ratio

SAC vs BEL

Importance 0 Performance vs BEL 0

Strategy Canvas--YellowTail

Budget Price Use of Enological terminology & distinctions in wine communication Above-the-Line Marketing Aging Quality Vinyard Prestige & legacy Wine Complexity Wine range Easy Drinking Ease of Selection Fun and Adventure 3 5 5 4 5 5 5 Prem Price Use of Enological terminology & distinctions in wine communication Above-the-Line Marketing Ag ing Quality Vinyard Prestige & legacy Wine Complexity Wine range Easy Drinking Ease of Selection Fun and Adventure 9 9 8 9 9 8 8 YT Price Use of Enological terminology & distinctions in wine communication Above-the-Line Marketing Aging Quality Vinyard Prestige & legacy Wine Complexity Wine range Easy Drinking Ease of Selection Fun and Adventure 5 0 0 0 3 2 2 6 6 5

Customer value

Strategy Canvas--SWA

Trunk Price Quick Turnaround Single Fleet Comonality Direct Flight Routes Breadth of Connecting Routes Extra Services/Classes In Flight Entertainment Seat Assignments Ease of Purchase-Rules Fun and Adventure No Frills 7 3 5 4 8 6 3 5 5 0 0 SWA Price Quick Turnaround Single Fleet Comonality Direct Flight Routes Breadth of Connecting Routes Extra Services/Classes In Flight Entertainment Seat Assignments Ease of Purchase-Rules Fun and Adventure No Frills 2 9 9 7 3 1 0 0 8 3 3 LCC Price Quick Turnaround Single Fleet Comonality Direct Flight Routes Breadth of Connecting Routes Extra Services/Classes In Flight Entertainment Seat Assignments Ease of Purchase-Rules Fun and Adventure No Frills 3 7 7 7 3 5 7 5 7 6 0

Customer value

Implications for Complete Strategic Analysis-- Quick Blue Ocean Thought Experiment Analysis

http://cb.hbsp.harvard.edu/cb/pl/19598634/19598861/5c3f9c18d51cfeda7dd400d5e71175b8

BOS Strategy Canvas For Edit

Strategy Canvas Template						Be sure to scroll all the way to the bottom and to the right of the worksheet
Blue Ocean Strategy
Overwrite the Data Cells to Customize for a Case or Capstone Project



	Segments
Extant Competitive Factors	XYX	YYY	ZZZ

A	0	0	0
B	0	0	0
C	0	0	0
D	0	0	0
E	0	0	0
F	0	0	0
G	0	0	0
H			0
I			0
J			0
New Competitive Factors
Strategy Canvas Template




	Segments
Extant Competitive Factors	aaa	bbb	ccc	ddd	eee

A	0	0	0	0	0
B	0	0	0	0	0
C	0	0	0	0	0
D	0	0	0	0	0
E	0	0	0	0	0
F	0	0	0	0	0
G	0	0	0	0	0
H	0	0	0	0	0
I	0	0	0	0	0
J	0	0	0	0	0
K	0	0	0	0	0


New Competitive Factors
References:
Kim , W., & Mauborgne, R. (2004). Blue ocean strategy. Harvard Business Review, 82(10), 76-84.

CVM: Sikorsky

Relative Quality Ratio

Relative Price Ratio

SAC vs BEL

Importance 0 Performance vs BEL 0

Strategy Canvas--

XYX A B C D E F G H I J 0 0 0 0 0 0 0 YYY A B C D E F G H I J 0 0 0 0 0 0 0 ZZZ A B C D E F G H I J 0 0 0 0 0 0 0 0 0 0

Customer value

Strategy Canvas--

Trunk A B C D E F G H I J K 0 0 0 0 0 0 0 0 0 0 0 SWA A B C D E F G H I J K 0 0 0 0 0 0 0 0 0 0 0 LCC A B C D E F G H I J K 0 0 0 0 0 0 0 0 0 0 0

Customer value

Implications for Complete Strategic Analysis-- Quick Blue Ocean Thought Experiment Analysis

Strategy Statement

Strategy Statement Synthesis
	Insert no longer than 3-short sentence final strategy statement here (after you complete this worksheet):
Can you clearly say what your chosen strategy is, using the Collis & Rukstad (2008) framework from their Harvard Business Review article, “Can You Say What Your Strategy Is?”		Be sure to scroll all the way to the bottom and to the right of the worksheet	Provide a Detailed "Implications with Respect to Strategic Options" Write Up at the bottom of this table. Use that to inform your formal DQ posts (as required)

Industry Under Study:
Company Under Study:
MISSION	Write A Summary Response for Each--As You Now See it After your Strategy Analysis (the "should be" response)	Evidence/Source of your Own Analysis	Implications for Strategy
Why the company exists (beyond making money)
VALUES
What the company believes in and how it will behave (or should)
VISION
What the company wants to be (its strategic intent—or what it should be)
STRATEGY
(bringing all your analysis together in quick summary form)
OBJECTIVE
SCOPE
ADVANTAGE
Details for the Strategic Action Plan

Name of Action Item	Brief Description of Item and Milestone Date
OBJECTIVE
Insert Action Plan Item here--overwrite this cell
Insert Action Plan Item here--overwrite this cell
Insert Action Plan Item here--overwrite this cell
Insert Action Plan Item here--overwrite this cell
Insert Action Plan Item here--overwrite this cell
Insert Action Plan Item here--overwrite this cell
SCOPE
Insert Action Plan Item here--overwrite this cell
Insert Action Plan Item here--overwrite this cell
Insert Action Plan Item here--overwrite this cell
Insert Action Plan Item here--overwrite this cell
Insert Action Plan Item here--overwrite this cell
Insert Action Plan Item here--overwrite this cell
ADVANTAGE
Insert Action Plan Item here--overwrite this cell
Insert Action Plan Item here--overwrite this cell
Insert Action Plan Item here--overwrite this cell
Insert Action Plan Item here--overwrite this cell
Insert Action Plan Item here--overwrite this cell
Insert Action Plan Item here--overwrite this cell
References:
Collis , D., Rukstard, M. (2008). Can you say what your strategy is? Harvard Business Review, 86(4), 82-90.

http://cb.hbsp.harvard.edu/cb/pl/19598634/20167792/4954e4e7f398571fef7bd915a07d8c55

Strategy Evaluation

Strategy Evaluation Response

Answer the questions below, in your own words, using implications and analysis from your previous work to back your case.	Be sure to scroll all the way to the bottom and to the right of the worksheet

Industry Under Study:
Company Under Study:
	How? Be Specific and Link to Prior Analysis	Why? Be Specific and Link to Prior Analysis
	Respond in default 10pt Arial Font	Respond in default 10pt Arial Font
Is your strategy, and the specific action plan steps consistent and do all the elements align to support each other? How and Why?
Are the activities skills/competencies and capabilities you are recommending tailored to support your strategy? How and why?
Is your strategy, and the specific action plan steps, consonant with the current and future needs of the external ecosystem and stakeholder needs? How and Why?
Is your strategy, and the specific action plan steps, feasible, given current and future investments? If not, what would make it feasible, and how can the company reach the stretch goal (intent)?
Does your strategy lead to incremental change within the industry, or more fundamental change within the industry, or does it establish new positions outside the industry or in blue ocean spaces? How and Why is the scope of your strategy the most appropriate?
Can you preserve any advantages your strategy may confer on the company? Which advantages, and how and why?
Does your strategy position the company to perform activities differently than rivals do? How and why?
Have you identified trade-offs and limitations that your strategic action plan implies? What are they and why?

References:
Collis , D., Rukstard, M. (2008). Can you say what your strategy is? Harvard Business Review, 86(4), 82-90.
Kaplan , R. S. & Norton, D. P. (2006). Alignment: Using the balanced scorecard to create corporate synergies. Boston, MA: Harvard Business School Press.
Porter , M.E. (1996). What is strategy? Harvard Business Review, 74(6), 61-78.
Rumelt, R. (1908). "The Evaluation of Business Strategy", in Glueck, W.F. (1980). Strategic Management and Business Policy, McGraw Hill.