Create Key Success Factors for Coca-Cola..
kcolleton
usw1_emba_6100_toolsfortrackingyourstrategicthoughts_samaniego1.xlsxOverview & 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/19598634/19598870/5b184d218ddff91cb76ce2c5cbbdc68eGen_ECO Pest
| GENERAL ECOSYSTEM ANALYSIS TEMPLATE | |||||
| 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: Wine Industry | |||||
| 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 | Restrictions on classification of wine based on the region in which it was produced. | Classifications of wine are highly regulated and will continue to benefit Old World wine producers protected under the specific industry classifications. However changing attitudes towards value may make this factor less impactful. | Out of region wine producers will have to comply with the regulations and differently market their product to consumers. | Bartlett, C. A. (2009). Global wine war 2009: New world versus old (Harvard Business School Case No. 910-405). Retrieved fromhttps://cb.hbsp.harvard.edu/cb/pl/21813968/21814516/bf23adc5cb3157b9b4c23fd139b93b3f | |
| Market Access Legislation (Anti-trust) | |||||
| Insurance Requirements | |||||
| Legal Challenges/Lawsuits (Malpractice, etc) | |||||
| Workforce Protection or Labor Laws/Regulation | |||||
| Immigration Laws (workforce access) | Stricter enforcement of immmigration and documentation of workers has increased the cost of labor in CA wine industry. | Immigration laws have increased the cost of production for CA wine makers comparative to production costs in Australia and Chile. | Increasing prodcution costs for CA wine makers will increase the bottle costs. Increase bottle costs could drive consumers to imported brands as well as decrease US exports to other countries. | Bartlett, C. A. (2009). Global wine war 2009: New world versus old (Harvard Business School Case No. 910-405). Retrieved fromhttps://cb.hbsp.harvard.edu/cb/pl/21813968/21814516/bf23adc5cb3157b9b4c23fd139b93b3f | |
| Consumer Legislation | Stricker drunk driving laws and enforcement change consumer behavior towards acceptable consumption. | Increasing drunk driving penalties deter consumers from consuming wine in situations in which they must operate a motor vehicle. | This has implications towards the overall consumer attitudes toward approprate consumption and therefore has an impact on sales. | Bartlett, C. A. (2009). Global wine war 2009: New world versus old (Harvard Business School Case No. 910-405). Retrieved fromhttps://cb.hbsp.harvard.edu/cb/pl/21813968/21814516/bf23adc5cb3157b9b4c23fd139b93b3f | |
| 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 | Variations in the exchange rates impact pricing on domestic and imported wines that impact consumer purchasing decisions. | Exchange rates impact the import and export cost of wine to the domestic consumer. Favorable exchange rates lower cost of imported items and increase foreign brand consumption while driving down exports. Less favorable exchange rates increase the cost and thereby lower consumption of imported brands but increase exports. | Exchange rates will continue to directly impact the import and export of wine and therefore impact consumption. | Smith, E. (2013). How exchange rates can predict the future of wine. Harpers Wine & Spirit, (111), 7. | |
| Workforce Availability (Unemployment) | |||||
| Workforce Mobility | |||||
| Equity Capital Availability and Cost | |||||
| Debt Capital Availability and Cost | |||||
| Tariffs and National Trade Barriers | 2005 US Supreme Court ruling allowing interstate wine shipments allowed for growing imports. | Dissipating restrictions on interstate shipments of wine have allowed for increase distribution of wine across the country as well as made importing wine into the US less costly. | Lowered barriers have allowed increased movement and sale of wine imports both for domestic sales as well as imports. | Bartlett, C. A. (2009). Global wine war 2009: New world versus old (Harvard Business School Case No. 910-405). Retrieved fromhttps://cb.hbsp.harvard.edu/cb/pl/21813968/21814516/bf23adc5cb3157b9b4c23fd139b93b3f | |
| 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 | Societal pressures are influencing wine producers to implement green technology to reduce environmental impact of wine production. | Consumers will continue to pressure all industries, wine producers included, to reduce their environmental impact. This will encourage producers to make modifications to their processes. | Initally it could be costly to make modifications, however over time this cost could be absorbed. As more producers are pressured to make modifications the individual producers impact will be dissipated. | Cordano, M., Marshall, R. R., & Silverman, M. (2010). How do Small and Medium Enterprises Go “Green”? A Study of Environmental Management Programs in the U.S. Wine Industry. Journal Of Business Ethics, 92(3), 463-478. doi:10.1007/s10551-009-0168-z | |
| Homeownership vs Renting | |||||
| Religious behaviors | |||||
| Cultural "in" behaviors | Cultural norms influencing consumer trends regarding wine consumption continue to play a major role in the attractiveness of the product. | In cultures in which wine is an integral part of the culture (such as Argentina and Chile) consumption is significantly higher. In countries where it is less integrated into the culture consumption is lower. | Changing attitudes towards wine consumption as a part of culture will continue to influence consumption rates of the product. | Bartlett, C. A. (2009). Global wine war 2009: New world versus old (Harvard Business School Case No. 910-405). Retrieved fromhttps://cb.hbsp.harvard.edu/cb/pl/21813968/21814516/bf23adc5cb3157b9b4c23fd139b93b3f | |
| Media focus and impact | |||||
| Other… | |||||
| Other… | |||||
| Other… | |||||
| Other… | |||||
| Other… | |||||
| Technology Developments | |||||
| Agricultural Technology Advances | As agricultural technology including planting, growing and harvesting advances reduce prices through decreased production costs and improved yields. | The suggested implementation of such technology seems to be more embraced and possible in new world wine producing countries as opposed to old world wine producers that are limited by regulators as to the specific locations and methods grapes can be grown, harvested and processed | Depending on the consumer demands, this could have increasingly positive results for the producers that are willing and able to adopt new agricultural technologies while old world wine producers desire and are required to remain consistent with approved methods and practices | Bartlett, C. A. (2009). Global wine war 2009: New world versus old (Harvard Business School Case No. 910-405). Retrieved fromhttps://cb.hbsp.harvard.edu/cb/pl/21813968/21814516/bf23adc5cb3157b9b4c23fd139b93b3f | |
| Materials Technology Advances | |||||
| Electronics Technology Advances | |||||
| Information Tech Advances | Growing IT access has created a space for consumers to easily access information about wines and share recommendations that increase or decrease sales of specific brands. | Consumers can become the advertisers for a product through online engagement. Consumers looking for recommendations can seek feedback from likeminded consumers. | Consumer trends will continue to push more of the market to online retailers due to convenience and cost savings. Bottlers not currently offering their product through online retailers will need to strongly consider making their product available online. | Glynn, D, Why retailers go online with wine first. (2013). Harpers Wine & Spirit, (97), 18-19. | |
| Energy Tech Advances | |||||
| Communications Tech Advances | |||||
| Other… | |||||
| Other… | |||||
| Other… | |||||
| Population Demographics | |||||
| Age distribution Profile | Generational drinking preferences influence the consumption of wine as generations age. | As the population continues to age and new generations reach legal drinking consumption will continue to ebb and flow. | Wine producers and distributers will need to contine to look at population shifts and asses its likely impact on wine consumption. | Bartlett, C. A. (2009). Global wine war 2009: New world versus old (Harvard Business School Case No. 910-405). Retrieved fromhttps://cb.hbsp.harvard.edu/cb/pl/21813968/21814516/bf23adc5cb3157b9b4c23fd139b93b3f | |
| 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/19598634/19730997/32b6c13a408fb665283d9bdd63662499Stakeholder
| 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? | |
| Legislative & Regulatory Stakeholders | Governmental Regulation | Medium | Bartlett, C. A. (2009). Global wine war 2009: New world versus old (Harvard Business School Case No. 910-405). Retrieved fromhttps://cb.hbsp.harvard.edu/cb/pl/21813968/21814516/bf23adc5cb3157b9b4c23fd139b93b3f | Governmental reguations such as drinking laws, immigration laws and subsequent enforcement influence costs and sales. |
| Industry Specific Regulators | Low/High | Bartlett, C. A. (2009). Global wine war 2009: New world versus old (Harvard Business School Case No. 910-405). Retrieved fromhttps://cb.hbsp.harvard.edu/cb/pl/21813968/21814516/bf23adc5cb3157b9b4c23fd139b93b3f | Industry specific regulations are high in old world regions in which specific wine types are tightly regulated and restricted. In new world wine regions the regulations are significantly less. | |
| International Trade Reglation | Medium | Bartlett, C. A. (2009). Global wine war 2009: New world versus old (Harvard Business School Case No. 910-405). Retrieved fromhttps://cb.hbsp.harvard.edu/cb/pl/21813968/21814516/bf23adc5cb3157b9b4c23fd139b93b3f | Wine traded internationally will be subjected to the agreements and understanding amongst the countries in which trade is exchanged. | |
| Economic Stakeholders | Owners | High | Bartlett, C. A. (2009). Global wine war 2009: New world versus old (Harvard Business School Case No. 910-405). Retrieved fromhttps://cb.hbsp.harvard.edu/cb/pl/21813968/21814516/bf23adc5cb3157b9b4c23fd139b93b3f | Vineyard owners and owners of related industries are impacted by the success or struggles of the company and/or industry. |
| Government | Low | TBD | Governments set taxes and tariffs on sale of goods and therefore are impacted by the industry. | |
| Societal Stakeholders | Consumers | High | Bartlett, C. A. (2009). Global wine war 2009: New world versus old (Harvard Business School Case No. 910-405). Retrieved fromhttps://cb.hbsp.harvard.edu/cb/pl/21813968/21814516/bf23adc5cb3157b9b4c23fd139b93b3f | Consumers are the bread and butter of the industry. Without them and their purchases the companys would cease to exist. |
| Communities | Low | TBD | Communities in which vineyards and other businesses supporting wine production are an important piece of the puzzle and benefit from the economic and tourism benefits the vineyards bring to the community. Wine producers must continue to understand and appreciate this and should look for opportunities to at least be good stewards of the community but give back to the community whenever possible. | |
| Technology Stakeholders | Harvest Technology | Medium | Bartlett, C. A. (2009). Global wine war 2009: New world versus old (Harvard Business School Case No. 910-405). Retrieved fromhttps://cb.hbsp.harvard.edu/cb/pl/21813968/21814516/bf23adc5cb3157b9b4c23fd139b93b3f | Increasingly new world wine producers are taking advantage of technological advances in planting, growing, harvesting and producting wines. These technological advances will continue to influence the effort and cost of wine creation and could even influence trends in consumer tastes towards wine. Vineyards and companies involved with harvest technology will need to stay on the cutting edge of new trends and make decisions about what they will follow and what they will continue to do traditionally. |
| Production/Manufacturing Technology | Medium | Bartlett, C. A. (2009). Global wine war 2009: New world versus old (Harvard Business School Case No. 910-405). Retrieved fromhttps://cb.hbsp.harvard.edu/cb/pl/21813968/21814516/bf23adc5cb3157b9b4c23fd139b93b3f | Production and manufacturing continue to evolve. The one necessary cork has been replaced by synthetic corks or even twist off technology. Systamized manufacturing lines have increased the production capacity of bottling. Improvements in transportation have made it possible to transport wine over greater distances. | |
| Social Media | Medium | Why retailers go online with wine first. (2013). Harpers Wine & Spirit, (97), 18-19. | Just like nearly every other consumer industry, social media continues to change how information about wine is communicated and marketed. Wine producers need to look for opportunities to further capitalize on this important information and marketing source. | |
| Industry Stakeholders | Competitors | Medium | Bartlett, C. A. (2009). Global wine war 2009: New world versus old (Harvard Business School Case No. 910-405). Retrieved fromhttps://cb.hbsp.harvard.edu/cb/pl/21813968/21814516/bf23adc5cb3157b9b4c23fd139b93b3f | Other wine labels compete for the same share of the market. Differences in vintages and current consumer trends can create variations in market share year over year. |
| Substitute Companies | Medium | Bartlett, C. A. (2009). Global wine war 2009: New world versus old (Harvard Business School Case No. 910-405). Retrieved fromhttps://cb.hbsp.harvard.edu/cb/pl/21813968/21814516/bf23adc5cb3157b9b4c23fd139b93b3f | There are many direct and indirect substitutions. Within the industry there are substitue types or labels of wine. In the category there are other liquors and spirits consumers can choose from. Consumers can also choose soft drinks or water as a beverage as an alterative to wine. A massage, a walk or a good book could be seen as an indirect substitue to the relaxation a bottle of wine could bring. | |
| Internal Stakeholders | Management | High | Bartlett, C. A. (2009). Global wine war 2009: New world versus old (Harvard Business School Case No. 910-405). Retrieved fromhttps://cb.hbsp.harvard.edu/cb/pl/21813968/21814516/bf23adc5cb3157b9b4c23fd139b93b3f | Management should have a key interest and role in the direction, strategy and intended success of the company. They are responsible for executing the board of directors recommendations for strategy. |
| Employees | High | Bartlett, C. A. (2009). Global wine war 2009: New world versus old (Harvard Business School Case No. 910-405). Retrieved fromhttps://cb.hbsp.harvard.edu/cb/pl/21813968/21814516/bf23adc5cb3157b9b4c23fd139b93b3f | Employees are the heart of the operation. They are the ones responsible for each step of the process from start to finish and as a whole are significantly invested in the success of the business. | |
| Family Wine Makers | High | Bartlett, C. A. (2009). Global wine war 2009: New world versus old (Harvard Business School Case No. 910-405). Retrieved fromhttps://cb.hbsp.harvard.edu/cb/pl/21813968/21814516/bf23adc5cb3157b9b4c23fd139b93b3f | Family vineyards are often carried down from generation to generation. In the old world there are typically many vineyards located on the same area of land due to the parceling out of land. New world wine producers typically have significantly more land area. | |
| Potential New or Other Key Stakeholders | ||||
| 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/19598634/19731201/54321f7d226d5a2ad9074fc5ffe04f5fEXT 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
0Relative 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/19598634/19598861/5c3f9c18d51cfeda7dd400d5e71175b8BOS 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
0Relative 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. | ||||
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. | |||
