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General Company Information General Internal Analysis
Input Cover Page Input
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Print Core
Core Competence Assessment
Input Comp
Industry and Competitive Analysis
Print All Industry and Data Matrix for Strategy Canvas Go To Print Strat
Competition Input Canvas
Note: This option will print all Strategic Group Maps
Four-Action Framework Go To Print 4-
(discard as needed)
Print GoInput
To Action
Print
Industry Analysis Go To SPACE Chart / Analysis
Input Industry Input SPACE
Competitive Analysis Go To Print Strategic Analysis & Choice
THINK
Go Input
Go To Comp
Print Go To Print
Porter's Five Forces Go Strategic Alternatives and Analysis
To
To Go
Input Print PorterPrint
Print InputPrint Alternatives
All
Strategic Group Map 5 To Recommendations Recommendations
4
SGM SGM
To SGM4Print5 GE 6 Go To Output
PLAN
Print Strategy
GE Matrix SGM Go
SGM6 Strategy Map
SGM4 Input Matrix Input
Go To
Map
Print
5 Recommendations Recommendation
Input
Go To s
Market Analysis Go To Print Mission Statements Print Mission
Input Market Input
Go To Print Env Go To Print Vision
Environmental Analysis Vision Statements
Input An Input
SAM tw
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Industry Analysis
Competitive Analysis
GE Matrix
Market Analysis
Environmental Analysis
Company Analysis
Financial Analysis
SWOT Analysis
TOWS Matrix
Strategy Canvas
Four-Action Framework
Strategy Map
Recommendations
Mission Statements
Vision Statements
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 doabout 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 printoutanother 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.
Products/Services
CEO Name
CEO Style
No. Years in Business
No. Locations
How Many States/Countries?
Headquarters Location
Parent Corporation/Company
Stock Price Range (12 Mo)
Ticker Symbol
Strategy Designer
Company Name
Industry Snapshot
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
Industry
Attractiveness
0.0
0 Index
This index indicates that this is NOT an attractive industry to enter or remain in.
Print after input is complete
for this screen
Company Name
Competitive Analysis: Snapshot of the Competition
Competitor 1 0% `
Make sure to input names of
competitors here. They are used
Competitor 2 0% in numerous instances within the
model.
Competitor 3 0%
Competitor 4 0%
Competitor 5 0%
Others 0%
0%
Competitive Advantage
Strategic Intent
Geographic Scope
Positioning
Generic Strategy
Print after input is complete
for this screen
Company Name
Competitor 2
Competitor 5
Identify Buyers/Customers
Identify Suppliers
Identify Substitutes
Identify Potential Entrants
Intensity of Rivalry
Threat of Substitutes
Barriers to Entry
Company Name
10
8
Group 1
Criteria B
4 Group 4
0
0 2 4 6 8 10 12
Criteria A
Group 1
Group 2
Group 3
Group 4
mpany Name
Group 4
8 10 12
Group Size
(Diameter)
Company Name
Competive Analysis: Strategic Group Map
10
8 Group 1
Criteria B
4 Group 4
0
0 2 4 6 8 10 12
Criteria A
Group 1
Group 2
Group 3
Group 4
Group 5
mpany Name
ysis: Strategic Group Map
Group 4 Group 5
8 10 12
Group Size
(Diameter)
Company Name
10
8 Group 1
Criteria B
4 Group 4
0
0 2 4 6 8 10 12
Criteria A
Group 1
Group 2
Group 3
Group 4
Group 5
Group 6
mpany Name
8 10 12
Group Size
(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).
Industry
0
Attractiveness (I.A.)
Index 0.0
This index indicates that this is NOT an attractive industry to enter or remain in.
Comp Strength
0 (C.S.) Index 0.0
This index indicates that this company is NOT competitive.
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
100.0
80.0
60.0
I.A. Index
40.0
20.0
0.0
0.0 20.0 40.0 60.0 80.0 100.0
C.S. Index
Company Name
What
Economic
Regulatory/
Legislative
Demographic
Attitude/
Lifestyle
Socio-
Cultural
Political/
Legal
Technological
Other Trends
Print after input is complete for this screen
Company Name
STRENGTHS
List up to eight strengths specific to this company:
WEAKNESSES
List up to eight weaknesses specific to this company:
8
OPPORTUNITIES
List up to eight opportunities specific to this company:
THREATS
List up to eight threats specific to this company:
8
Company Name
1. 1.
INTERNAL
2. 2.
FACTORS
3. 3.
4. 4.
EXTERNAL 5. 5.
FACTORS
6. 6.
7. 7.
8. 8.
Opportunities (O)
SO Strategies WO Strategies
1.
2.
3.
4.
5.
6.
7.
8.
Threats (T)
ST Strategies WT Strategies
1.
2.
3.
4.
5.
6.
7.
8.
Company Name
Current strategy
Corporate culture
What
Any constraints?
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.
Is the Is the
Is the Is the capability capability
capability capability costly to nonsubsti-
Capability valuable? rare? imitate? tutable? Competitive Consequences Performance Implications
Company Name
Strategy Canvas
This takes the form of a graphical two-dimensional representation: The x-axis comprises a lis
the industry currently competes on, such as price, features, promotion, distribution, service,
axis represents the offering level that buyers receive across all these competing factors (no s
possible since the levels pertain to many factors, but the range is from low to high). Insofar a
company under analysis scores high on factors that other companies and the industry don't,
existence of a Blue Ocean.
Company Name
Strategy Canvas
Company Name
Strategy Canvas
Appl
e
Dell
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.
test 1 test 8
1 1
test 2 test 9
2 2
test 3 test 10
3 3
test 4 test 11
4 4
test 5 test 12
5 5
6 test 6 6 test 13
7 test 7 7 test 14
Eliminate Create
Which of the factors that the industry takes for granted should be eliminated? Which factors should be created that the industry has never offered?
test 15 test 22
1 1
test 16 test 23
2 2
test 17 test 24
3 3
test 18 test 25
4 4
test 19 test 26
5 5
6 test 20 6 test 27
7 test 21 7 test 28
### #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
strategic position. Industry Strength (IS) and Environmental Stability (ES) characterize the entire industry. You
assign scores (below) for each of the 4 dimensions. Each factor contains a comment to assist in scoring. Ave
(or average minus 6 as indicated) for each dimension are plotted on the chart. The result is a four-sided polyg
displaying the weight and direction (the "thrust") of the strategic assessment. By adding the results of the two
dimensions (CA & IS) and the two Y-axis dimensions (FS& ES), an (X,Y) coordinate is obtained and plotted on
to determine the appropriate strategic posture. Keep in mind that the SPACE Chart is a summary device and
dimension should be analyzed individually as well, especially if any dimension results in a high or low score.
SPACE Analysis
SPACE Analysis
3.0
2.0
1.0
(Low)
CA - IS
#DIV/0!
Defensive - Competitive -
Relative weakness Comp. advantage in good
on most dimensions industry, but weak in financial
and environmental stability
ES
(Low)
Conservative Aggressive
Defensive Competitive
This model is adapted from Strategic Management: A Methodological Approach by Rowe, Mason, Dickel, Mann and Mockler, 1994, p.255-265.
Company Name
SPACE Analysis
Technological Know-How
Average #DIV/0!
SPACE Analysis
Differentiation, Uniqueness
Average - 6 #DIV/0!
Company Name
SPACE Analysis
FS
6.0 Aggressive -
Strength on all dimensions
5.0 #DIV/0!
4.0
3.0
2.0
1.0
(High)
- IS
#DIV/0!
Competitive -
Comp. advantage in good
industry, but weak in financial
and environmental stability
ES
#DIV/0!
Aggressive
Competitive
SO Strategies 0 0 0
WO Strategies 0 0 0
ST Strategies 0 0 0
WT Strategies 0 0 0
2.
3.
4.
5.
2.
3.
Company Name
5.
6.
7.
8.
9.
10.
11.
12.
Company Name
Describe each
bundle fully
Company Name
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")
Growth in revenues P
Growth in profits P
Return on investment P
Strength of value
P
proposition
Company Name
Other P
Other P
Overall riskiness N
Other N
Other N
Other N
Other N
Other N
OVERALL SCORE 0 0 0
Company Name
Bundle Description
0
mpany Name
Bundle 4
Name Bundle 4
mpany Name
Bundle 4
Name Bundle 4
mpany Name
0
mpany Name
Name Bundle 4
mpany Name
Strat
Build
Incre
Strategy Map Achie
Be a
Strat
Identify When printing, the Finan
Custo
Strategic arrows and Opera
Programs instruction boxes Learn
will not print.
Taken
involv
organ
which
objec
Test # 2 theme that
Financial Test #1 theme
wraps around
nanci
where
progr
devel
conce
them
has a
job. In
strate
Customer
Strategic Objectives
Operations (Process)
Strategic Themes
Source: Kaplan & Norton, The Strategy-Focused Organization, How Balanced Scorecard Companies
Thrive in the New Business Environment (Harvard Business School Press, 2001)
Print after input is complete
for this screen
Company Name
Recommendations
Decisions for the Next Three Years
INPUT SHEET
Revenues
Net Income After
Taxes (NIAT)
Other objectives
Other objectives
Strategy
Strategy
Strategy
Strategic Intent
Programs
Print after input is complete
for this screen
Company Name
Recommendations
Programs
Trigger-Contingency Pairs
2005 2006 2007
Trigger
Contingency
Trigger
Contingency
Trigger
Contingency
Company Name
Mission Statements
Vision Statements
Strategic Analysis
for
Company Name
A Public Corporation
0
Prepared by
0
Company Snapshot
Segment Industry
0 0
Products/Services
0 0
0 0
0 0
Type of Competition
0
Market Sha
Company Name
Competitor 1
Competitor 2
Competitor 3
Competitor 4
Competitor 5
Others
0 0 0 0
0 0 0 0
Company Name
Competitive Analysis: Snapshot of the
0 0 0 0
0 0 0 0
0 0 0 0
TOTAL WEIGHTED
SCORE 0 0 0
1
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
Company Name Competitor 1 Competitor 2 Competitor 3 C
Company Name
Competitive Analysis: Snapshot of the
Competitive
Advantage
Strategic Intent
Geographic Scope
Positioning
Generic Strategy
Competitive
Core
Competence
Advantage
ompany Name
sis: Snapshot of the Competition
Basis of Competition
0
Competitor 1 0%
Competitor 2 0%
Competitor 3 0%
Competitor 4 0%
Competitor 5 0%
Others 0%
0%
0 0 0
0 0 0
ompany Name
sis: Snapshot of the Competition
0 0 0
0 0 0
0 0 0
0 0 0
Competitor 4 Competitor 5
Adapted from Michael E. Porter, "How Competitive Forces Shape Strategy," Harvard Business Review 57, no. 2 (March-April 1979), pp. 137-45. POTENTIAL NEW ENTRANTS
Company Name
SUPPLIERS OF KEY INPUTS BUYERS
Company Name
Competitor 1
Competitor 2
Competitor 3
Competitor 4
Competitor 5
SUBSTITUTE PRODUCTS
Threat of Substitutes:
Err:501
Company Name
SWOT Analysis
STRENGTHS WEAKNESSES
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
OPPORTUNITIES THREATS
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
Company Name
Reduce
test 1
test 2
test 3
test 4
test 5
test 6
test 7
Eliminate Create
test 15 test 22
test 16 test 23
test 17
A New test 24
test 18
Value test 25
test 19
Curve 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
Company Name
Recommendations
Decisions for the Next Three Years
Objectives 2005 2006 2007
Other objectives 0 0 0
1 1
1 1
1 1
1 1
1
1
1
1
0
0
0
0 0
0 0
0 -
-
Most Recent Year 2005 2006 2007
Most Recent Year 2005 2006 2007
Strategic Intent
Programs
Company Name
Recommendations
Err:509 Err:509 Err:509
Company Name
Recommendations
Trigger-Contingency Pairs
Trigger
Contingency
Trigger
Contingency
Trigger
Contingency
Check boxes - Basic Data
1 A Public Corporation
A Private Company
Forms - Industry
1 Lifecycle Stage
1 Degree of Vertical Integration
1 Degree of Technological Innovation
Scale Economies
0 Purchasing
Distribution
Manufacturing
Advertising
1 Industry Profitability
3 Degree of Concentration
STRATEGY
0 Fit with corporate culture
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
Extent to which culture must change
Capital investment required
Likelihood of competitive retaliation
Time to breakeven point
Overall riskiness
Other
Other
Other
Other
Other