A Comprehensive Strategy Analysis (Intended For Tea Bazar) Thai & Continental Cafe

Prepared By: Sheik Shami Ullah Chowdhury (ID-2012121015) HND Business Intake 1, 2012

Prepared For: Mr. Ashiqur Rahman Bhuiyan Head & Faculty, School of Business BAC Dhaka, Bangladesh

*Practice of Strategic Planning Planning helps assure that an organization remains appropriate and reactive to the needs of its community, and contributes to organizational constancy and development. It provides a basis for monitoring growth, and for assessing results and impact. It also facilitates new program development. It enables an organization to look into the future in a systematic way. Strategic planning is a process that brings to life the mission and vision of the enterprise.

*Strategic Contexts Vision: A statement that describes how the future will look if the business achieves its ultimate aims. e.g. "Tea Bazar: The place to retreat for a tranquil environment" Mission: A statement of the general function of an organization. It describes what we do, for whom we do it and the benefit. e.g. "Tea Bazar: To provide consumers with high-quality meals and atmosphere to meet their personal and recreational needs." Goals: Broad, long-term aims that characterize execution of the mission. e.g. "Tea Bazar: Raise profitability. Maximize net income by increasing revenues and controlling costs." Objectives: Specific, quantifiable, realistic targets that measure the accomplishment of a goal over a specified period of time, e.g. "Increase revenues by x% in 2012. Limit increases in overhead costs to y%. Achieve a z% reduction in management staff through increased computerization." Strategic intent: A forceful statement about where an organization is going that briefly express a sense of what the organization wants to achieve long-term. It clarifies the vision and tells everyone in the company about how it is going to apprehend its vision. e.g. Tea Bazar: Contemporary interior decoration adjusted frequently with consumer demand

Strategic architecture: It helps define the vision, principles, standards and roadmap that guide the selection, deployment, operation, and refreshment of technologies within an organisation. In Tea Bazar Strategic Architecture strives to achieve strategic objectives such as better operational costs, enhanced operational efficiency and delivering business modernization through IT enablement. Strategic control: Is a process of monitoring, whether various strategies adopted by an organization are serving its internal environment to be matched with its external environment properly. Strategic control processes allow managers to assess a company's program from a crucial long-term viewpoint. This involves a detailed and objective analysis of organization and its ability to maximize its strengths and market opportunities. There are four types of strategic control that Tea Bazar follows: 1. Premise control: designed to check systematically and continuously whether or not the principle is set during the planning and implementation process. 2. Implementation control: designed to assess whether the overall strategy result are associated with additional steps and actions. 3. Strategic surveillance: designed to monitor a broad range of events inside and outside the company which may threaten the course of firm's strategy. 4. Special alert control: designed to thoroughly and rapidly reassess the firm's basic strategy in case of a sudden unforeseen event. Core competency: It is the main strengths or strategic advantages of a business. It allows a company to expand into new markets as well as provide a significant benefit to customers. Core competencies generally provide the best chance for a company's continued growth and survival, it differentiate the company from competitors. e.g. Tea Bazar: Unique interior decoration and exotic food recipes

*Tea Bazar Tea Bazar is located near Bissho Road in Bashundhara Residential Area. Its a pretty calm place to hang around with friends. The most striking thing here is their environment. They serve very pleasant and delicious foods as well. There is a DJ on the back playing music all the time which keeps you entertained. One can even organize small parties with friends with a former notice.

*Issues Involved In Strategic Planning of Tea Bazar Like other business, In Tea Bazar strategic planning is the key to collectively and cooperatively gain control of the future and the destiny of the business. It forces a look into the future and therefore provides a prospect to influence the future, or assume a proactive stance. It helps define the overall mission of the business and focuses on the objectives by providing a sense of direction, continuity, and effective staffing and leadership. It also plugs everyone into the system and provides standards of responsibility for people, programs, and allocated resources.

When strategic planning is done in Tea Bazar? The scheduling for the strategic planning process depends on the nature and needs of the business and its direct external environment. In case of Tea Bazar, planning is carried out frequently because their product and service are in an industry that is changing rapidly. Here, planning is carried out once or even twice a year and done in a very broad and detailed fashion.

Tea Bazar considers the following directions to meet their purpose: Strategic planning was done when business was just getting started because the strategic plan is part of an overall business plan, along with a marketing plan, financial plan and management plan. Strategic planning is done in preparation for any new major venture. Strategic planning is conducted at least once a year in order to be ready for the coming fiscal year. It is conducted in time to identify resources needed to achieve business goals, and funds needed to obtain the resources. These funds are included in budget planning for the coming fiscal year. During implementation of the plan, the progress of the implementation is reviewed at least on a quarterly basis by the board. The frequency of review depends on the extent of the rate of change in and around the business.

Who are involved in planning? Strategic planning is always conducted by a planning team. The chief executive and board chair are included in the planning group; they steer progress and implementation of the plan. Clear guidelines for membership are established; for those who are directly involved in planning, for those who provides key information to the process, for those who reviews the plan document and for those who will authorize the document. At least one person is always included in the group, who ultimately has the authority to make strategic decisions. As many stakeholders as possible are involved in the planning process. At least those who are responsible for composing and implementing the plan are always involved. One person is involved to administrate the process, including arranging meetings, helping to record key information, helping with flipcharts, monitoring status of prework, etc. The above administrator record the major steps in the planning process to help the business conduct its own planning when the plan is next updated.

The following considerations are generally noted before involvement: Different types of members may be required at different times in the planning process; for example, strong board involvement in determining the businesss strategic direction (mission, vision, and values), more staff involvement in determining the businesss current issues and goals. In general, when there is any uncertainty about whether a certain member should be involved in planning, they are involved because its worse to exclude someone useful then it is to have one or two extra people in planning.

Planning system of Tea Bazar: In Tea Bazar, top-down planning system is used. Here the top management personnel set the goals and control planning activities for all the lower levels of management. It provides a consistent direction for the marketing effort. There's no question regarding who is the boss and who makes the decisions in top-down planning. It is a good fit for employees who enjoy being directed and want to know what to expect every day. However, there is a risk of losing potential talent because most creative employees are likely to look elsewhere for a position that better recognizes their abilities.

*Different Planning Techniques Which May Benefit Management of Tea Bazar Regardless of its size, geography or industry; business planning is an important activity for any company. Using the following techniques effectively Tea Bazar can ensure that the proper plan will be implemented and desired results will be achieved.

Space Matrix: It is a management tool used to analyze a company. It is used to determine what type of strategy a company should undertake which focuses on strategy formulation mainly as related to the competitive position of an organization. It reveals a four-quadrant framework which indicates whether aggressive, conservative, defensive, or competitive strategies are most appropriate for a given enterprise or company. The SPACE matrix can be used as a basis for other analysis as well, such as BCG matrix model.

The steps required to develop a SPACE Matrix are listed below: First, we must select a set of variables to define financial strength (FS), competitive advantage (CA), environmental stability (ES) and industry strength (IS). Then, we have to assign a numerical value ranging from +1 (worst) to +6 (best) to each of the variables that make up the FS and IS dimensions. Also we have to assign a numerical value ranging from -1 (best) to -6 (worst) to each of the variables that make up the ES and CA dimensions. After that we will compute an average score for FS, CA, IS, and ES by summing the values given to the variables of each dimension and dividing by the number of variables included in the respective dimension. Subsequently, we have to plot the average scores for FS, IS, ES, and CA on the appropriate axis in the SPACE Matrix. Afterwards, we will add the two scores on the x-axis and plot the resultant point on X. Add the two scores on the y-axis and plot the resultant point on Y. Plot the intersection of the new xy point. Finally, draw a directional vector from the origin of the SPACE Matrix through the new intersection point. This vector will reveal the type of strategies recommended for the organization: aggressive, competitive, defensive, or conservative. This is what a completed SPACE matrix looks like:

The presented diagram shows that the firm is in a very favourable position and is able to take an aggressive growth strategy. It is operating in an attractive and stable industry and has major competitive advantages backed up by significant financial strength.

BCG Growth-Share Matrix: The BCG Matrix method is based on the product life cycle theory that can be used to resolve what priorities should be given in the product portfolio of a business unit. To ensure long-term value creation, a company should have a portfolio of products that contains both high-growth products in need of cash inputs and low-growth products that produce a lot of cash. It has 2 dimensions: Market Share and Market Growth. The basic idea behind it is that the bigger the market share has or the faster the products market grows the better it is for the business. Placing products in the BCG matrix results in 4 categories in a portfolio of a company: 1. Stars (=high growth, high market share) - Use large amounts of cash and are leaders in the business so they should also generate large amounts of cash. - Frequently roughly in balance on net cash flow. However if needed any attempt should be made to seize share, because the rewards will be a cash cow if market share is kept. 2. Cash Cows (=low growth, high market share) - Profits and cash generations should be high, and because of low growth, investment needed should be low. Keep profits high. - Foundation of a company. 3. Dogs (=low growth, low market share) - Avoid and minimize the number of dogs in a company. - Beware of expensive turn around plans. - Deliver cash, if not liquidate. 4. Question Marks (=high growth, low market share) - Have the worst cash characteristic of all, because high demands and low returns due to low market share. - If nothing is done to change the market share, question marks will simply absorb great amounts of cash and later, as growth stops, a dog. - Either invest heavily or sell off or invest nothing and generate whatever cash it can. Increase market share or deliver cash.

The BCG matrix method can help understand a frequently made strategy mistake: having a one-size-fits-all-approach to strategy, such as a generic growth target or a generic return on capital for an entire corporation. In such a scenario: A. Cash cows business units will beat their profit target easily; their management have an easy job and are often praised anyhow. Even worse, they are often allowed to reinvest substantial cash amounts in their businesses which are mature and not growing anymore. B. Dogs business unit fight an impossible battle and, even worse, investment are made now and then in hopeless attempt to turn the business around C. As a result all question marks and stars business units get mediocre size investment funds. In this way they are unable to ever become cash cows. These inadequate sums of money are a waste of money. Either these units should receive enough investment funds to enable them to achieve a real market dominance and become a cash cow (or star), or otherwise companies are advised to disinvest and try to get whatever possible cash out of the question marks that were not selected.

Some limitations of the Boston Consulting Group Matrix included: High market share is not the only success factor. Market growth is not the only indicator for attractiveness of a market. Sometimes Dogs can earn even more cash as Cash cows.

*Organisational Audit for Tea Bazar

Competitive Benchmarking: It is a way of measuring relative level of performance gap in key areas or activities in comparison with others in the same sector and finding ways to close the gaps. To meet our purpose we will consider another fine dining restaurant named FFC which is located near Tea Bazar. They also offer a very soothing environment for private hangout however with a higher net sale. Through observation we can easily find the following gaps in service FFC got larger vicinity which can easily accommodate more customers. FFC got wider selection of food to choose from. FFC got more waiters to serve their customers.

To close these gaps in performance Tea Bazar can pursue the following techniques They can offer special deals at off peak hours to fully utilize their vicinity. They can produce special recipes to attract customer attention. They can train their waiters resourcefully to provide better customer service.

SWOT Analysis: SWOT analysis is an instrument for auditing an organization and its environment. It is the first stage of planning and helps marketers to focus on key issues. SWOT stands for strengths, weaknesses, opportunities, and threats. Tea Bazars Strengths Prime Location Good Interior Quality Food Excellent Service

Tea Bazars Weaknesses Undersized Undifferentiated recipes compared to FFC Lack of marketing proficiency Poor reputation

Tea Bazars Opportunities Can easily merge with the neighbouring restaurant and form alliance Can become the leading fine dining restaurant in Bashundhara

Tea Bazars Threats Competitor (FFC) has superior access to channel of distribution Recent ban on Shisha

Demographic Influences:

Snacking tends to reduce in frequency as youth get older, but the amount of food eaten may increase. Teens are slightly more likely than tweens to report snacking a lot. Teens may be suffering from fast-food or brand fatigue; fresh and exhilarating foodservice concepts are most likely to appeal to them. Since the attitudes and behaviours of tweens and teens reflect specific life stages, Tea Bazar may find success by tailoring menu offerings and marketing strategies to fit these stages. For example, a separate menu for kids.

*Environmental Audit for Tea Bazar Porters 5 Force Analysis: The Porter's Five Forces tool is a simple but powerful tool for understanding where power lies in a business condition. This is practical, because it helps us understand both the strength of our present competitive position, and the strength of a position we can consider moving into.

Supplier power (The power of suppliers to drive up the prices) Moderate number of supplier Similar products are available Able to substitute supplier Able to change supplier

Overall: Neutral supplier power.

Buyer power (The power of customers to drive down prices) Regular local university students Buyers are cooperative Some large orders Buyers are able to substitute

Overall: High buyer power.

Competitive rivalry (The strength of competition in the industry) Many competitors Low switching costs Low customer loyalty

Overall: Extremely high competitive rivalry.

Threat of substitution (The extent to which different products can be used) Some cross-product substitution available Some recipes can be made at home

Overall: Some substitution available.

Threat of new entry (The ease with which new competitors can enter the market) Not too expensive to enter into the industry There are some cost benefits if in business for some time Low barriers to entry

Overall: New entry is quite easy.

After looking at these we can say, unless Tea Bazar is able to find some way of changing this situation, this looks like a very tough industry to survive in. Perhaps, Tea Bazar needs to specialize in a sector of the market that's protected from some of these forces, or find a interrelated business that's in a stronger position.

*Significance of Stakeholder Analysis Stakeholder management is essential to the success of every project in every organization. By engaging the right people in the right way our projects can make a big distinction to its success. As a business becomes more successful in its industry, the actions it takes and the projects it will run will affect more and more people. The more people a business affect, the more likely it is that its actions will impact people who have power and influence over its projects. These people could be strong supporters or they could block it.

Stakeholder Management is an important discipline that successful business uses to win support from others. It helps ensure that their projects will succeed where others fail. Stakeholder Analysis is the technique used to discover the key people who have to be won over.

The benefits of using a stakeholder-based approach are that:

We can apply the opinions of the most powerful stakeholders to outline our projects at an early stage. This will make it more likely that they will support us and their input can also improve the quality of our project. Gaining support from influential stakeholders can help us to win more resources. This makes it more likely that our projects will be successful. By communicating with stakeholders early and regularly, we can guarantee that they fully realize what we are doing and understand the benefits of our project. This means they can support us dynamically when required. We can predict what people's response to our project may be, and build into our plan the actions that will gain people's support.

The steps of Stakeholder Analysis are explained below: Step 1 Identify Stakeholders The first step in Stakeholder Analysis is to find out who our stakeholders are. The table below shows some of the people who might be stakeholders of a project: Boss Senior executives Co-workers Team members Customers Prospective customers Shareholders Alliance partners Suppliers Lenders Analysts Future recruits Government Trades associations The press Interest groups The public The community

Step 2 Prioritize Stakeholders We can have a long list of people and organizations that are affected by our work. Some of them may have the power either to obstruct or advance. Some may be concerned in what we are doing, others may not care. Here is an example of Power/Interest grid for stakeholder prioritization:

Someone's location on the grid shows the actions we have to take with them:

High power, interested people: these are the people we must fully connect and make the greatest efforts to keep happy. High power, less interested people: we must put sufficient work in with these people to keep them satisfied, but not so much that they become uninterested with our message. Low power, interested people: we have to keep these people adequately informed, and talk to them to make sure that no major issues are arising. These people can often be very cooperative with the detail of our project. Low power, less interested people: we have to monitor these people, but must not bore them with unnecessary communication.

Step 3 Understand Key Stakeholders We need to know more about our key stakeholders. We must learn how they are likely to feel about and respond to our project. We should also find out what is the best way to engage them in our project and how best to correspond with them. The best way is to talk to the stakeholders directly. People are often quite open about their views, and asking people's opinions is the first step in building a successful relationship.

*Possible Alternative Strategies for Business Horizontal Integration Horizontal integration occur when a firm acquires or mergers with a major competitor, or at least another firm operating at the same stage in the added value chain. The two organizations may well appeal to different market segments rather than compete directly. Market share will increase, and pooled skills and capabilities should generate synergy. Horizontal integration is, therefore, concerned with issues of critical mass.

Vertical Integration Vertical integration is the term used to describe the acquisition of a company which supplies a firm with inputs of raw materials or components, or serves as a customer for the firms products or services. If a shirt manufacturer acquired a cotton textile supplier this would be known as backward vertical integration; if the supplier bought the shirt manufacturer, its customer, this would constitute forward vertical integration.

Related Diversification Through related diversification company seeks entry into a new business activity that is related to the company's existing business activity or has commonalities linking one or more components of each activity's value chain. Related diversification is based on transferring and leveraging competencies, sharing resources and bundling products. For example, a phone company that adds or expands its wireless products and services by purchasing another wireless company is engaging in related diversification.

Unrelated Diversification In case of unrelated diversification, there is no connection to any of the company's value chain activities in its present industry or industries. Here the company must enhance general organizational competencies to increase profitability of each business unit. For example, the same phone company might decide to go into the television business or into the radio business. This is unrelated diversification: there is no direct fit with the existing business.

The Do-nothing Alternative This do-nothing alternative is a continuation of the existing corporate or competitive strategies. Whatever they might be and however unsuccessful the company might be. The decision to do nothing might be highly appropriate and justified, and the result of very careful thought and evaluation. However it can also be the result of managers lacking awareness, being lazy or complacent, or deluding themselves into believing that things are going well when in fact the company is in difficulties. Doing nothing when change is required is a dangerous strategy. A company might appear to an outsider to be doing nothing when in reality it is very active. Some companies prefer not to be the first to launch new product developments, especially if they know that their competitors are innovating along similar lines.

Market Penetration Market penetration is the percentage of a target market that consumes a product or service. Market penetration can also be a measure of one company's sales as a percentage of all sales for a product. For example, if there are 30 million people in a city and 6.5 million of those people have cell phones then the market penetration of cell phones would be about 22%. This would mean in theory there are still 2.35 million more possible customers for cell phones, which may be a good sign of growth for cell phone makers. Market penetration for a good or service indicates prospective for increased sales. In other words, the smaller a product's market penetration, the more a company should spend in its strategy for marketing that item.

Turnaround Strategy The overall goal of turnaround strategy is to return an underperforming or troubled company to normal in terms of satisfactory levels of profitability, solvency, liquidity and cash flow. To accomplish its objectives, turnaround strategy must reverse causes of distress, resolve the financial crisis, achieve a rapid improvement in financial performance, regain stakeholder support, and overcome internal constraints and unfavourable industry characteristics.

Liquidation Liquidation involves the sale of a complete business, either as a single going concern or piecemeal to different buyers, or sometimes by auctioning the assets. It is generally regarded as an unpopular choice as it appears to represent an admission of failure by the management team, but it may be in the best long-term interests of the stakeholders as a whole. However, there are also instances where a successful entrepreneur, whose business has grown to a size where he or she has obtained all the benefits that they sought, is seeking to sell out. This can be linked to a situation where there is no natural successor to the entrepreneur who simply wants to capitalize on his or her investment.

*Appropriate Future Strategy for Tea Bazar (Grand Strategy Matrix) Grand strategy matrix is a powerful tool in devising alternative strategies. This matrix is based on four elements: Rapid market growth Slow market growth Strong competitive position Weak competitive position

The above four elements outline a four quadrant matrix in which every organization can be placed in a way the identification and selection of appropriate strategy becomes a simple task. With the end result, the matrix can be adapted to choose the best strategy based on the current growth and competitive state of the business. The administration must decide on the strategy that is consistent with the market and competitive position. Broadly speaking the four elements of GSSM can be described as two evaluative dimensions of market growth and competitive position.

Quadrant I: This quadrant is intended for companies that are in strong competitive position and blooming with market growth. Here, the companies have an outstanding strategic position and should focus on current markets and product and its development strategy. By means of resources they may also expand in backward, forward, or horizontal integration. A single product company here should diversify to prevent risks with the slim product line. Companies in this quadrant can afford to utilize external opportunities and boost their financial strength.

Quadrant II: Companies in this quadrant of the GSSM have weak competitive position in a fast growing market. In this case, an intensive and effective strategy must be adopted. If they cannot have a suitable strategy, then divestiture of some divisions can be considered. As a last resort, liquidation can be considered and another business can be acquired.

Quadrant III: Here companies are in a slow growth industry with weak competition. Strong changes are required here. The administration must change its philosophy and new approaches to control are needed. Strategic asset reduction, retrenchment may be the best option. Diversifying by shifting the resources may be an additional option. Final option could be divestiture or liquidation.

Quadrant IV: The companies are in strong competitive position, but in a slow growth industry. Companies must look for promising growth areas and exploit opportunities in the growing markets as they have the power. These companies have limited constraint of funds for internal growth and have the benefit of high cash flow due to a strong competitive position. They can look for related or unrelated diversification with cash flow and funds; they can also look for joint ventures. Here is an example of Grand Strategy Selection Matrix:

In case of Tea Bazar, they can be positioned in Quadrant 3 because they are in a weak competitive position in a slow growth market. This gives them the option of related/ unrelated diversification or liquidation. However, related/ unrelated diversification is neither appropriate nor feasible for Tea Bazar because further investment can easily prove to be risky as they are already low on profit. Liquidation is the best option here. Although management might not find it desirable cause it proves their inefficiency however it will prove to be beneficial for the shareholders as whole. Moreover, since the business is at least solvent or near-solvent, so bankruptcy is not an option. And even if Tea Bazar were near or at insolvency, its preferable to liquidate the assets and settle amounts owed to creditors, while at the same time avoiding the disgrace of bankruptcy.

*Role & Responsibilities for Strategy Implementation (Tea Bazar & FFC) In order to compare the roles and responsibilities of strategy implementation we will assess the following two organizations: Tea Bazar FFC

The roles and responsibilities of Tea Bazar are as follows: Specific goal setting for new investment approach. Local market research to find a new sector to move in. Collecting competitive information. Allocating required resources to strategy-critical activities. Establishing strategy-supportive policies. Creating a strategy-supportive corporate culture. Examining internal workings and processes within organization. Assessing strategic focus, identifying the major sources of complexity and cost. Ensuring organizational and process alignment for the implementation of strategy. Mapping out different stages of the project.

The roles and responsibilities of FFC are as follows: Identifying growth options. Fund raising for expansion.

Recruitment of manpower. Training to local staff. Tying reward structure to achievement of results. Instituting best practices and programs for continuous improvement. Providing leadership development programs and modules that focus on current strategies and each person's role in implementing them. Designing and implementing feedback systems that gauge employee's performance and commitment to the organization's strategies.

*Resource Requirements to Implement the New Strategy (Liquidation) Given the analysis from Grand Strategy Matrix, Tea Bazar may want to start the process of liquidation in order to protect its stakeholders from any further damages. Liquidation as an Exit Strategy Selling a company to an interested buyer is the technique most frequently associated with getting out of a business. However for many small business owners, liquidating assets is often the best or perhaps only feasible method of exiting their businesses, especially if it is a retail business. And ultimately we must come to understand that selling a business with significant assets is much easier said than done. Potential buyers are hardly any and rarely serious. Most with the required assets and credit lines required to buy a business will not want to invest for the same reasons our inheritor have declined the opportunity. Potential buyer will discount our inventory and pay far less than cost. Most prefer to pay for their own new equipment or inventory and start a new business rather than buy an existing one. In order to start the liquidation process, Tea Bazar needs to realize the following considerations: The sale must be as short as possible to limit overhead expenses. The sale must be conducted during the proper time of the year. Markdowns must be calculated for each class or department of the store. An easy but effective price markdowns system is a must. Determining the initial markdowns and the timing and amount of later markdowns is crucial. A promotion program must be developed that will sustain the actual sale and closing of the store. A detailed "A to Z" business plan must be developed for the sale.

In the end, there is very little information easily available to assist in conducting a liquidation sale. Textbook solutions for individual stores do not exist.

*Target & Timescales for Achievement Whether an asset has become available through a voluntary or an involuntary liquidation, most asset sales of liquidated or insolvent businesses take place within a month of the administrators appointment, so being aware, prepared and able to move quickly can prove invaluable. Targets Identify exactly how all aspects of the sale will be conducted. Clarify all of the details of the sale. Make available a formal proposal and projection for the outcome of sale. Find out any hidden costs. Find out if there is someone with whom Tea Bazar would be comfortable doing business with. Initiate a promotion program to clear inventory. Find an equipment dealer, or liquidate the furnitures with the assistance of an industry-specific auction house.

Finally, we must keep in mind that breaking the organization's strategy down into smaller targets and timescales allows the executives to take a step back and analyze which methods work better than others. Rather than focusing entirely on one fixed strategy, implementing different targets lower down allows the head office to find the best way to reach higher, more long term achievements.

References: 1. 2. 3. 4. Riley, Pippa (2011). Business Strategy. London: BPP Learning Media Ltd. John L. Thompson. Understanding Corporate Strategy. London: Cengage Learning. Supervisor (Tea Bazar): Mr. Leon (Personal Communication, September 2012) Gary Hamel and C.K. Prahalad. Strategic Intent. Retrieved September 01, 2012, from http://hbr.org/2005/07/strategic-intent/ar/1 5. Carl W. Stern, George Stalk. Perspective on strategy from Boston Consulting Group. 6. Stakeholder Analysis. Retrieved September 01, 2012, from http://www.stakeholdermap.com/stakeholder-analysis.html