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Company Analysis
SWOT Analysis
THINK
Market Analysis
Environmental Analysis
Four-Action Framework
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TOWS Matrix
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Plan
Strategy Map
Recommendations
Mission Statements
Vision Statements
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TOWS
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SAM
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Indicate which tools are appropriate for completing a Strategic Plan for this company. Indicate completion for tools used, and space is allowed to
record comments regarding any of the tools.
SAM
tw
Instructions
Welcome to the Strategy portion of the SAMtw software (Strategic Analysis Modelthat works!).
Crafting a good strategy is hard work. It requires having to pay relentless attention to as much data about the
company and its environment as can be gathered (it should be data-driven, not opinion-driven), understanding,
analyzing, and making sense of changes in the environment and in the company itself. And because those data and
analyses sometimes don't cover what is truly needed, one must rely also on forecasts, judgment, experience, and
even educated guesses.
Strategy is how a company actually competes and, for the strategy to be successful, it must lift the company above its
competitors and also position it for long-term success. It is as much about figuring out what to do as what not to do
about making difficult choices (see below). No easy task. And until a strategy is implemented, one wont know
whether it has been successful.
SAMtw follows the process laid out in the strategic-planning book you now own. Because of the complex nature of
deciding what to do and what not to do in a competitive, ambiguous, changing, and uncertain environment, this
Strategy workbookand the companion financial workbooks for 3, 4, and 5 years worth of datawill help you
immeasurably. Here are some pointers to help you get the most out of this software.
Before starting, be sure after downloading the workbook to save it to your hard drive. After that, each time you use it
for a different company, save it under that companys name. Remember to save after completing every sheet.
The first thing to tell you is that the strategy workbook comprises work sheets, i.e., rough notes, a thinking pad, and
even ruminations that no one else will see until your thinking has evolved and you can defend your analyses and
recommendations. If youre ever in doubt as to whether your answer is correct or even belongs in a particular box,
simply put it down; you can always go back and change it. Your first entries are not necessarily your final ones; its
amazing how your thinking changes when you can actually see your ideas on the computer screen or in a printout
another benefit of the strategy worksheets.
While the tools and analytical techniques in the workbook will give you more insight than you would have had without
using any of them, your instructor might nevertheless choose to have you complete a subset of them (use the
Checklist to note which ones not to complete).
On every sheet, you will find comment boxes or call-outs attached to almost every entry to both explain the term used
and guide you to making a relevant (not necessarily correct) response. When you have made all entries on a particular
sheet, check them against your intuition and other relevant information you might have. For example, arriving at a
high Industry-Attractiveness Index when other signs point to it being not very attractive should tell you to go over your
analysis again. The same might apply to your entries in the Porters Five-Forces Analysis. While there are never any
right answers (unlike the Financial workbooks that depend on inputting the data correctly), the ones you enter
should be defensible, i.e., you should be able to tell someone else why your entries made sense.
Dont be afraid to leave an entry blank if you have no idea what should go in a box, or enter Unknown. Another idea
is to put an entry in square parentheses (or some color) to denote a complete guess. Even the best strategists dont
know the answers to everything. For example, one such category of information that managers have little information
about is competitive information; some strategy cases also provide too little competitive information. Thus, after
completing the Competitive Snapshot sheet, you might find you were able to complete very few boxes. One
conclusion, which should be apparent even to you, is that you know very little about your competitorsa serious
shortcoming when doing a strategic analysis. In another example, if you can come up with only one or two
environmental trends, know that you are missing others.
The sheet that is the most important and most difficult to complete is the Alternatives Analysis and Choice. Reading
Chapter 5 in the book before and during completing this sheet will help enormously. Another thing that will help is
having done it 2-3 timesyou will begin to focus more on the strategic issues and being strategically creative than on
what terms mean. Remember to phrase key strategic issues as questions (to which the answer is not known) and to
address all of them in constructing your bundles (they will diverge as you go through this process, but will have a
chance at the end to delete issues that werent addressed and add new ones that were). Your bundles should meet
the six criteria given in the book and you must have a minimum of two bundles (otherwise there is no choice
involved). You should take care when giving each bundle a name; doing so will not only help distinguish them from
each other but crystallize the principal strategy it embodies. Finally, it is the relative scores in your Criteria Matrix
that matter, not their absolute value. Construct your argument defending your winning bundle from your Criteria
Matrix.
Strategy is about deciding what to do (your winning bundle) and what not to do (the bundles you reject) in order to
compete better over the next three years. This workbook will allow you to examine your thinkingor have a group
examine its thinkingand arm you with arguments to persuade others that your recommendations make the most
sense under the circumstances. Yes, its hard work, but once you become familiar with the process, youll give more
time to strategic considerations and less to the mechanics. And, youll be hooked.
Stan Abraham
September 12, 2011
Once input is complete for this screen, click here to print Cover Sheet which incorporates the data entered here.
Company Name
Segment
Industry
Number of Employees
Products/Services
CEO Name
CEO Style
No. Years in Business
No. Locations
How Many States/Countries?
Headquarters Location
Public or Privately Held?
Parent Corporation/Company
Stock Price Range (12 Mo)
Ticker Symbol
Strategy Designer
Publicly Held
Privately Held
Company Name
Industry Snapshot
Total Industry or Segment Sales ($M)
Industry or Segment Growth Rate (%/yr)
Lifecycle Stage
Emerging
Growth
Shakeout
Mature
Declining
No vertical integration
None
Some vertical integration backwards Slight
Some vertical integration forwards Somewhat
Most companies vertically integrated Moderate
Considerable
Intense
Industry Profitability
Degree of Concentration
Scale Economies
Purchasing
Manufacturing
Distribution
Advertising
Over 20%
15 - 20%
10 - 14.9%
5 - 9.9%
0 - 4.9%
Negative
Unknown
Highly concentrated
Moderately concentrated
Neither concentrated nor fragmented
Highly fragmented
Weight
Rating
Product
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
Industry
Attractiveness
Index
0.0
This index indicates that this is NOT an attractive industry to enter or remain in.
Company Name
Competitive Analysis: Snapshot of the Competition
Type of Competition
Basis of Competition
Company Name
Competitor 1
0%
Competitor 2
0%
Competitor 3
0%
Competitor 4
0%
Competitor 5
0%
Others
0%
0%
Factor
Company Name
Competitor 1
Competitor 2
Competitor 3
Competitor 4
Competitor 1
Competitor 2
Competitor 3
Competitor 4
Competitor 5
Company Name
Competitor 1
Competitor 2
Competitor 3
Competitor 4
Competitor 5
Strategic Factor
Competitive Advantage
Strategic Intent
Geographic Scope
Positioning
Generic Strategy
Competitor 5
Company Name
Industry Analysis: Porter's Five-Forces Model
Porter's Five-Forces Model is typically represented in the form of a cross, shown in the
small diagram to the left. The central box is Rivals, with others from top, clockwise,
New Entrants, Buyers or Customers, Substitutes, and Suppliers. All five boxes are also
sources of competitive threats. Its value as an industry analysis is assessing the power
of each of these boxes, which are the additional corner boxes in the diagram. What is
the intensity of rivalry? How high are entry barriers? What is the bargaining power of
buyers and suppliers? What is the threat of substitutes? Your entries to the five boxes
and four analysis boxes are done sequentially on this sheet, but will appear in the form
of the small diagram on the output.
Rivals/Competitors
Top 5 competitors of this company:
Company Name
Competitor 1
Competitor 2
Competitor 3
Competitor 4
Competitor 5
Identify Buyers/Customers
Identify Suppliers
Identify Substitutes
Intensity of Rivalry
Threat of Substitutes
Barriers to Entry
Company Name
Competive Analysis: Strategic Group Map
Criteria B
10
8
Group 1
Group 2
Group 3
Group 4
6
4
2
0
0
10
12
Criteria A
Group 1
Group 2
Group 3
Group 4
Strategic Group
Map Data
Criteria A
Criteria B
Group Size
(X)
(Y)
(Diameter)
Company Name
Competive Analysis: Strategic Group Map
Criteria B
10
8
6
4
Group 1
Group 2
Group 3
Group 4
Group 5
2
0
10
12
Criteria A
Group 1
Group 2
Group 3
Group 4
Group 5
Strategic Group
Map Data
Criteria A
Criteria B
Group Size
(X)
(Y)
(Diameter)
Company Name
Competive Analysis: Strategic Group Map
Criteria B
10
8
6
4
Group 1
Group 2
Group 3
Group 4
Group 5
Group 6
2
0
10
12
Criteria A
Group 1
Group 2
Group 3
Group 4
Group 5
Group 6
Strategic Group
Map Data
Criteria A
Criteria B
Group Size
(X)
(Y)
(Diameter)
Company Name
G.E. Matrix
The G.E. Matrix was named after the corporation that first developed and used it as a guide to strategic choice.
The G.E. Matrix plots Industry Attractiveness (0) against Competitive Strength (0).
Weight
Rating
Industry
Attractiveness
(I.A.) Index
Product
0.0
This index indicates that this is NOT an attractive industry to enter or remain in.
Weight
Rating
Comp Strength
(C.S.) Index
Product
0.0
If the company plots in the top three boxes (shaded light green), the GE Matrix indicates a possible strategy of 'Grow, Invest, and
Build." If it ends up in the bottom three squares (shaded light red), the matrix indicates a 'Harvest' or 'Exit' strategy. The grey shaded
boxes require a strategy on a case-by-case basis.
G. E. Matrix Chart
I.A. Index
100.0
80.0
60.0
40.0
20.0
0.0
0.0
20.0
40.0
60.0
C.S. Index
80.0
100.0
Company Name
Market Analysis: Snapshot of the Market
Company Name
Environmental Analysis: Impact of Environmental Trends
Severity of Impact on Company
Negative
Category
Statement of Trend
Positive
DEFAULT
Economic
Regulatory/
Legislative
Demographic
Attitude/
Lifestyle
SocioCultural
Political/
Legal
Technological
Other Trends
Company Name
Company Analysis: SWOT Analysis
STRENGTHS
List up to eight strengths specific to this company:
1
2
3
4
5
6
7
8
WEAKNESSES
List up to eight weaknesses specific to this company:
1
2
3
4
5
6
7
8
OPPORTUNITIES
List up to eight opportunities specific to this company:
1
2
3
4
5
6
7
8
THREATS
List up to eight threats specific to this company:
1
2
3
4
5
6
7
8
Company Name
Company Analysis: TOWS Matrix
Weaknesses (W)
Strengths (S)
INTERNAL
FACTORS
EXTERNAL
FACTORS
Opportunities (O)
1.
1.
2.
2.
3.
3.
4.
4.
5.
5.
6.
6.
7.
7.
8.
8.
SO Strategies
WO Strategies
ST Strategies
WT Strategies
1.
2.
3.
4.
5.
6.
7.
8.
Threats (T)
1.
2.
3.
4.
5.
6.
7.
8.
Company Name
General Internal Analysis
Current strategy
Corporate culture
What
Any constraints?
Company Name
Core Competence Assessment
The four criteria that distinguish capabilities from core competencies are related to competitive advantage and firm performance.
Valuable capabilities are those that create value for a firm and help it deliver customer value by exploiting opportunities or
neutralizing threats in its external environment. Rare capabilities are those possessed by almost no current or potential competitor.
Costly-to-imitate capabilities are those that other firms cannot develop easily, quickly, or inexpensively. And nonsubstitutable
capabilities are those that do not have strategic equivalents.
Capability
Is the
capability
valuable?
Is the
capability
rare?
Is the
capability
costly to
imitate?
Is the
capability
nonsubstitutable?
Competitive Consequences
Performance Implications
Company Name
Strategy Canvas
Appl
e
Dell
Company Name
Strategy Canvas
Appl
e
Dell
Company Name
Four-Action Framework
A first attempt at plotting a companys 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 find ways to differentiate the company and even ways of competing
that have not been contemplated by the industry (a Blue Ocean). What is attractive about it is its simplicity and ease of use. Think of it as "focused brainstorming.
Reduce
Raise
1
2
3
4
5
test 1
test 2
test 3
test 4
test 5
test 8
test 9
test 10
test 11
test 12
test 6
test 13
test 7
test 14
Eliminate
Create
Which of the factors that the industry takes for granted should be eliminated?
1
2
3
4
5
test 15
test 16
test 17
test 18
test 19
Which factors should be created that the industry has never offered?
1
2
3
4
5
test 22
test 23
test 24
test 25
test 26
test 20
test 27
test 21
test 28
###
###
#REF!
#REF!
Company Name
SPACE Analysis
Strategic Position and ACtion Evaluation (SPACE) is used to determine the appropriate strategic posture for a
company. Financial Strength (FS) and Competitive Advantage (CA) are the two primary determinants of a firm's
strategic position. Industry Strength (IS) and Environmental Stability (ES) characterize the entire industry. You are to
assign scores (below) for each of the 4 dimensions. Each factor contains a comment to assist in scoring. Averages
(or average minus 6 as indicated) for each dimension are plotted on the chart. The result is a four-sided polygon
displaying the weight and direction (the "thrust") of the strategic assessment. By adding the results of the two X-axis
dimensions (CA & IS) and the two Y-axis dimensions (FS& ES), an (X,Y) coordinate is obtained and plotted on the chart
to determine the appropriate strategic posture. Keep in mind that the SPACE Chart is a summary device and each
dimension should be analyzed individually as well, especially if any dimension results in a high or low score.
Return on Investment
Growth Potential
Leverage
Profit Potential
Liquidity
Technological Know-How
Resource Utilization
Cash Flow
Capital Intensity
Inventory Turnover
Other:
Other:
Average
#DIV/0!
Average
#DIV/0!
Technological Changes
Market Share
Rate of Inflation
Product Quality
Demand Variability
Customer Loyalty
Competitive Pressure/Rivalry
Technological Know-How
Vertical Integration
Other:
Differentiation, Uniqueness
Other:
Average - 6
#DIV/0!
Average - 6
#DIV/0!
Company Name
SPACE Analysis
Strategic Position and ACtion Evaluation (SPACE)
(High)
Conservative #DIV/0!
FS
Aggressive -
#DIV/0!
5.00
4.00
3.00
2.00
1.00
(Low)
#DIV/0!
CA
IS
Defensive -
(High)
#DIV/0!
Competitive -
Relative weakness
on most dimensions
ES
(Low)
Financial Strength FS
#DIV/0!
#DIV/0!
Industry Strength
Environmental
StabiEISS
Competitive AdvantCA
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
Defensive
Aggressive
This situation is typical in a very attractive industry without
environmental uncertainty. Financial strength helps protect
the company's competitive advantage. Critical to this
company is risk of entry of new competition. Common
practices for companies in this situation: explore new
opportunities, acquisitions, increase market share, and
focus resources on products that have a competitive
advantage.
Competitive
This situation is typical in a company with a definite
competitive advantage in a very attractive industry with
some environmental uncertainty. Critical to this company
is financial strength. Common practices for companies in
this situation: acquire financial resources to increase
marketing effort, increase sales force, expand/improve
product offerings, productivity investments, cost reduction,
or merge with cash-rich company.
Company Name
SPACE Analysis
This model is adapted from Strategic Management: A Methodological Approach by Rowe, Mason, Dickel, Mann and Mockler, 1994, p.255-265.
Company Name
Alternatives Analysis and Choice
Strategies Developed Using TOWS Matrix
SO Strategies
WO Strategies
ST Strategies
WT Strategies
Company Name
Alternatives Analysis and Choice
Company Name
Alternatives Analysis and Choice
Strategic Alternatives
Describe each
bundle fully
Bundle 1
Bundle 2
Bundle 3
Bundle 4
Name Bundle 1
Name Bundle 2
Name Bundle 3
Name Bundle 4
Company Name
Alternatives Analysis and Choice
Criteria Matrix
Choose NO MORE than 6 of the following criteria to use in your evaluation of the bundles:
Choose the most relevant of the following positively correlated
criteria to use in your evaluation of the bundles. To add your
own, overwrite "Other" cells.
Growth in revenues
Growth in profits
Overall riskiness
Return on investment
Other
Other
Other
Other
Other
Other
Other
Criteria Matrix
Indicate a score from 0 to +10 (10 being best) for the positively correlated criteria chosen (indicated by "P")
Indicate a score from -10 to 0 (0 being best) for the negatively correlated criteria chosen (indicated by "N")
Adverse effect on
competitors
Contribution to
shareholder value
Growth in revenues
Growth in profits
Return on investment
Strength of value
proposition
Increase in bargaining
power
Other
Other
Capital investment
required
Likelihood of
competitive retaliation
Bundle 1
Bundle 2
Bundle 3
Bundle 4
Name Bundle 1
Name Bundle 2
Name Bundle 3
Name Bundle 4
Company Name
Alternatives Analysis and Choice
Other
Other
Other
Other
Other
OVERALL SCORE
Company Name
Alternatives Analysis and Choice
Indicate Selection
Indicate Bundle
Choice
Bundle Description
Rationale for
selecting the
preferred choice
Bundle 1
Name Bundle 1
Bundle 2
Name Bundle 2
Bundle 3
Name Bundle 3
Bundle 4
Name Bundle 4
A strate
strateg
themes
Company Name
Strate
Build th
Increas
Achieve
Be a Go
Strategy Map
When printing, the
arrows and instruction
boxes will not print.
Identify Strategic
Programs
Strategic Objectives
Financial
Test #1 theme
Taken t
involve
organiz
which c
objectiv
nancial
matrix
strateg
bundle
restatin
langua
everyo
a viable
basis o
Customer
Operations (Process)
Strate
Financi
Custom
Operat
Learnin
Be a Good
Corporate Citizen
Strategic Themes
Source: Kaplan & Norton, The Strategy-Focused Organization, How Balanced Scorecard Companies
Thrive in the New Business Environment (Harvard Business School Press, 2001)
Company Name
Recommendations
Decisions for the Next Three Years
INPUT SHEET
Enter Data to be
used for charting
Revenues
Net Income After
Taxes (NIAT)
Overwrite cell B11 with first year
Objectives
2005
2006
2007
Strategy
Strategy
Strategy
Strategic Intent
Programs
Company Name
Recommendations
Programs
Trigger-Contingency Pairs
2005
Trigger
Contingency
Trigger
Contingency
Trigger
Contingency
2006
2007
Company Name
Mission Statements
CURRENT MISSION STATEMENT
Company Name
Vision Statements
CURRENT VISION STATEMENT
SAM
tw
Strategic Analysis
for
Company Name
A Public Corporation
0
Prepared by
Company Snapshot
Segment
Industry
Products/Services
0
CEO Name
CEO Style
0
No. Locations
0
How Many States/Countries?
0
Number of Employees
0
No. Years in Business
0
Parent Corporation/Company
0
Ticker Symbol
Company Name
Competitive Analysis: Snapshot of the Competition
Type of Competition
Basis of Competition
0
0%
Competitor 1
0%
Competitor 2
0%
Competitor 3
0%
Competitor 4
0%
Competitor 5
0%
Others
0%
0%
Company Name
Competitor 1
Competitor 2
Competitor 3
Competitor 4
Competitor 5
TOTAL WEIGHTED
SCORE
Competitor 1
Competitor 2
Competitor 3
Competitor 4
Competitor 5
1
0.9
0.8
Company Name
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
Company Name
Competitor 1
Competitor 2
Competitor 3
Competitor 4
Competitor 5
Company Name
Competitive Analysis: Snapshot of the Competition
Company Name
Competitor 1
Competitor 2
Competitor 3
Competitor 4
Competitive
Advantage
Strategic Intent
Geographic Scope
Positioning
Generic Strategy
Competitor 2
Competitor 3
Competitor 4
Competitor 5
Competitor 2
Competitor 3
Competitor 4
Competitor 5
Competitor 5
RIVALS
Company Name
BUYERS
Competitor 1
Competitor 2
Competitor 3
Competitor 4
Competitor 5
SUBSTITUTE PRODUCTS
Threat of Substitutes:
Barriers to Entry:
Company Name
Adapted from Michael E. Porter, "How Competitive Forces Shape Strategy," Harvard Business Review 57, no. 2 (March-April 1979), pp. 137-45.
Intensity of Rivalry:
Company Name
SWOT Analysis
STRENGTHS
WEAKNESSES
OPPORTUNITIES
THREATS
Company Name
The Four-Action Grid
Reduce
test 1
test 2
test 3
test 4
test 5
test 6
test 7
Eliminate
Create
test 15
test 22
test 16
test 17
test 18
test 19
A New
Value
Curve
test 24
test 25
test 26
test 20
test 27
test 21
test 28
Raise
test 8
test 9
test 10
test 11
test 12
test 13
test 14
COMMENTS / ANALYSIS
0
test 23
Company Name
Recommendations
Decisions for the Next Three Years
Objectives
2005
2006
2007
Revenues
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
Other objectives
Other objectives
Revenues
1
1
1
1
1
1
0
0
0
0
1
1
1
1
1
1
0
0
0
0
Most Recent
Year
2005
2006
2007
Most Recent
Year
2005
2006
2007
Strategic Intent
Programs
#REF!
#REF!
#REF!
Company Name
Recommendations
Trigger-Contingency Pairs
Year 1
Trigger
Contingency
Trigger
Contingency
Trigger
Contingency
Year 2
Year 3
STRATEGY
0 Fit with corporate culture
0 Adverse effect on competitors
0 Contribution to shareholder value
0 Growth in revenues
0 Growth in profits
0 Return on investment
0 Strength of value proposition
0 Increase in bargaining power
0 Other
0 Other
0 Extent to which culture must change
0 Capital investment required
0 Likelihood of competitive retaliation
0 Time to breakeven point
0 Overall riskiness
0 Other
0 Other
0 Other
0 Other
0 Other