SAM tw Strategic Analysis Model - that works

Think Plan Act

Company Analysis Print All Company

Print ALL Strategy Output Analysis Output
Financial Analysis--This module is contained in separate files.
Worksheets SWOT Analysis
Go To Print
Input
Go To SWOT
Print
Note: This option will print all Strategic Group Maps (discard as needed)
TOWS Matrix
Input TOWS

THINK
Print Cover Go To Print
Go To Input General Internal Analysis Print
General Company Information
Page Input
Go To Internal
Core Competence Assessment Core
Print All Industry and Input
Go To Comp
Print Strat
Industry and Competitive Analysis Data Matrix for Strategy Canvas
Competition Input Canvas
Note: This option will print all Strategic Group Maps Go To Print 4-
Four-Action Framework
(discard as needed)
Print Input
Go To Action
Print
Industry Analysis Go To Input SPACE Chart / Analysis
SPACE
Industry Input
Competitive Analysis Go To Input Print Comp Strategic Analysis & Choice Print
THINK

Go To
Porter's Five Forces Go Go To Input Print Porter
Prin Prin Strategic Alternatives and Analysis Alternativ
Go To Input
Print All es
To 5 Go To Print t t
Strategic Group Map 4 Recommendations Recommendations
SGM SGM6 SGM4 SG SG
SGM4 Go ToOutput Print

PLAN
GE Matrix 5 Go To Input Print
M5GE M6 Strategy Map
Matrix Input Strategy
Print Map
Go To
Recommendations Recommend
Input
Go To Print
ations
Market Analysis Go To Input Print Market Mission Statements
Input Mission
Go To
Environmental Analysis Go To Input Print Env An Vision Statements Print Vision
Input
 SAM tw

SAM tw = Strategic Analysis Model that works

Strategy Toolbox Checklist

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.
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PHASE I: Situation Analysis

General Company Information

Industry and Competitive Analysis

Industry Analysis

Competitive Analysis

Porter's Five Forces

Strategic Group Map

GE Matrix

Market Analysis

Environmental Analysis

Company Analysis

Financial Analysis

SWOT Analysis

TOWS Matrix

General Internal Analysis

Core Competence Assessment

Strategy Canvas

Four-Action Framework

SPACE Chart / Analysis

PHASE II: STRATEGIC ANALYSIS AND CHOICE

Strategic Alternatives and Analysis

PHASE III: RECOMMENDATIONS

Strategy Map

Recommendations

Mission Statements

Vision Statements
 SAM tw
Instructions

Welcome to the Strategy portion of the SAMtw software (Strategic Analysis Model—that 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 won’t 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 workbook—and the companion financial workbooks for
3, 4, and 5 years’ worth of data—will 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 company’s 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 you’re 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; it’s 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 Porter’s 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.
Don’t 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 don’t 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 competitors—a 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 times—you 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 weren’t 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 thinking—or have a group examine its thinking—and arm you with arguments to
persuade others that your recommendations make the most sense under the circumstances. Yes, it’s hard work, but once you become familiar with
the process, you’ll give more time to strategic considerations and less to the mechanics. And, you’ll 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.

Input General Company Information

Sporting Goods - Retail
Name of Company 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? ● Publicly Held Privately Held

Parent Corporation/Company
Stock Price Range (12 Mo)
Ticker Symbol
Strategy Designer
 Company Name

Industry Snapshot

Total Industry or Segment Sales ($M)

Industry or Segment Growth Rate (%/yr)

Lifecycle Stage Degree of Vertical Integration Degree of Technological Innovation

Emerging
Growth No vertical integration None
Shakeout Some vertical integration backwards Slight
Mature Some vertical integration forwards Somewhat
Declining Most companies vertically integrated Moderate
Considerable
Scale Economies Industry Profitability Intense Degree of Concentration
Purchasing Over 20% Highly concentrated
Manufacturing 15 - 20% Moderately concentrated
Distribution 10 - 14.9% Neither concentrated nor fragmented
Advertising 5 - 9.9% Highly fragmented
0 - 4.9%
Negative
Industry Driving Forces Unknown

Industry Attractiveness Matrix

Factors Weight Rating Product

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

Type of Competition Basis of Competition

Enter Market Share Data

Company Name 0%

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%

Are Market Shares Stable or Changing?

CRITICAL SUCCESS FACTORS

Name 5 Success Factors Weight each item (sum

should be 100)

Total (should = 100) 0

Competitor Analysis for Critical Success Factors

Score companies on a scale of 1 to 10 for relative strength for each factor (10 indicates greatest/highest level)

Factor Company Name Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5

ADDITIONAL COMPETITIVE DATA

Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5

Name up to 2 things each competitor

does better than Company Name

Name up to 2 things that Company

Name does better than each
competitor

Strategic Factor Company Name Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5

Competitive Advantage

Strategic Intent

Geographic Scope

Positioning

Generic Strategy
 Print after input is complete
for this screen

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 Company Name

Top 5 competitors of this company: Competitor 1

Competitor 2

Do not Input - These Come Competitor 3

From Competition Input!
Competitor 4

Competitor 5

Identify Buyers/Customers

Identify Suppliers

Identify Substitutes

Identify Potential Entrants

Intensity of Rivalry

Bargaining Power of Buyers

Bargaining Power of Suppliers

Threat of Substitutes
Barriers to Entry
 Company Name

Competive Analysis: Strategic Group Map

Strategic Group Map

12

10

8 Group 1 Group 2
Criteria B

Group 3 Group 4
4

0
0 2 4 6 8 10 12
Criteria A

User Defined Criteria for X & Y Axes Relative Indication of Size

Strategic Group
Map Data Criteria A Criteria B Group Size
User Defined Titles of Groups (X) (Y) (Diameter)

Group 1

Group 2

Group 3

Group 4
 Company Name
Competive Analysis: Strategic Group Map

Strategic Group Map

12

10
Group 1 Group 2
8
Criteria B

6 Group 3 Group 4

4 Group 5

0
0 2 4 6 8 10 12
Criteria A

User Defined Criteria for X & Y Axes Relative Indication of Size

Strategic Group
Map Data Criteria A Criteria B Group Size
User Defined Titles of Groups (X) (Y) (Diameter)

Group 1

Group 2

Group 3

Group 4

Group 5
 Company Name

Competive Analysis: Strategic Group Map

Strategic Group Map

12

10
Group 1 Group 2
8
Criteria B

6 Group 3 Group 4

4 Group 5 Group 6

0
0 2 4 6 8 10 12
Criteria A

User Defined Criteria for X & Y Axes Relative Indication of Size

Strategic Group
Map Data Criteria A Criteria B Group Size
User Defined Titles of Groups (X) (Y) (Diameter)

Group 1

Group 2

Group 3

Group 4

Group 5

Group 6
 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 Attractiveness Matrix (I. A.)

Factors Weight Rating Product

Industry

0
Attractiveness
(I.A.) Index 0.0
This index indicates that this is NOT an attractive industry to enter or remain in.

Competitive Strength Matrix (C. S.)

Success Factors Weight Rating Product

0
Comp Strength
(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
I.A. Index

80.0

60.0

40.0

20.0

0.0
0.0 20.0 40.0 60.0 80.0 100.0
C.S. Index
 Company Name

Market Analysis: Snapshot of the Market

Who is the market?

Who is the target market?

Who is the served market?

What is the size of the target market?

How fast is the market growing (%/yr)?

How far is the market penetrated (%)?

What

What are customers' current needs?

What are customers' future needs?

What are current distribution channels?

What are channel markups at each stage?

How price-sensitive are customers?

What is the current pricing strategy?

What are some market/customer trends?

 Company Name

Environmental Analysis: Impact of Environmental Trends

Severity of Impact on Company
Negative Positive
Category Statement of Trend H M L DEFAULT L M H

Economic

Regulatory/
Legislative
●

Demographic
●

Attitude/
Lifestyle
●

Socio-
Cultural
●

Political/
Legal
●

Technological
●

Other Trends
●
 Print after input is complete for this screen

Company Name

Company Analysis: SWOT Analysis

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
Company Analysis: TOWS Matrix
Strengths (S) Weaknesses (W)

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

General Internal Analysis

Current strategy

When was it last changed?

Does a written strategic

plan exist? Is the plan
declared or articulated by
senior management?

Corporate culture

Is the Company involved in a

planned change program?

What

Any constraints?

Describe any IT initiatives

with strategic implications
 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.

Criteria for Core Competence

(A capability that meets all 4 criteria is a core competence)

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

Apple
Dell
Other
s

Analysis and Discussion

This takes the form of a graphical two-dimensional representation: The x-axis comprises a list of the
factors the industry currently competes on, such as price, features, promotion, distribution, service, etc.,
and the y-axis represents the offering level that buyers receive across all these competing factors (no
scale is possible since the levels pertain to many factors, but the range is from low to high). Insofar as the
company under analysis scores high on factors that other companies and the industry don't, it points to
the existence of a Blue Ocean.
 Company Name
Four-Action Framework
A first attempt at plotting a company’s 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.”

List up to seven factors for each (keep responses brief):

Reduce Raise
Which factors should be reduced well below the industry’s standard? Which factors should be raised well above the industry’s standard?

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

Summary of Differentiation / Blue Ocean

###
### #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.

Strategic Dimensions and Scoring

Factors Determining Financial Strength (FS) Factors Determining Industry Strength (IS)
Indicate a score for each of the following criteria. Indicate a score for each of the following criteria.
Return on Investment Growth Potential
Leverage Profit Potential
Liquidity Technological Know-How
Capital Required Versus Capital Available Resource Utilization
Cash Flow Capital Intensity
Risk Involved in Business Ease of Entry into Market
Inventory Turnover Productivity, Capacity Utilization
Economies of Scale and Experience Other:
Other:
Average #DIV/0! Average #DIV/0!

Factors Determining Environmental Stability (ES) Factors Determining Competitive Advantage (CA)
Indicate a score for each of the following criteria. Indicate a score for each of the following criteria.
Technological Changes Market Share
Rate of Inflation Product Quality
Demand Variability Product Life Cycle
Price Range of Competing Products Product Replacement Cycle
Barriers to Entry into Market Customer Loyalty
Competitive Pressure/Rivalry Competition's Capacity Utilization
Price Elasticity of Demand Technological Know-How
Pressure from Substitute Products 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 - FS Aggressive -
Financially sound, but Strength on all dimensions
#DIV/0! market is very competitive 6.00 #DIV/0!
and is waning
5.00
4.00
3.00
2.00
1.00
(Low) CA - IS (High)

#DIV/0! #DIV/0!
Defensive - Competitive -
Relative weakness Comp. advantage in good
on most dimensions ES industry, but weak in financial
and environmental stability

(Low)

Financial Strength FS #DIV/0! #DIV/0!

Industry Strength
Environmental EISS
StabiCA #DIV/0!
#DIV/0! #DIV/0!
#DIV/0!
Competitive Advan #DIV/0! #DIV/0!
Descriptions of Strategic Postures

Conservative Aggressive

This situation is typical in a very attractive industry without

This posture is common in a market which is stable with
environmental uncertainty. Financial strength helps protect
low growth. Focus should be on financial stability and
the company's competitive advantage. Critical to this
product competitiveness. Common practices for
company is risk of entry of new competition. Common
companies in this situation: prune product line, reduce
practices for companies in this situation: explore new
costs, cash flow improvement, protection of competitive
opportunities, acquisitions, increase market share, and
products, new product development, and entering more
focus resources on products that have a competitive
attractive markets.
advantage.

Defensive Competitive

This situation is typical in a company with a definite

This posture is common in an industry which is unattractive
competitive advantage in a very attractive industry with
where the company lacks financial strength and lacks a
some environmental uncertainty. Critical to this company
competitive product. Focus should be on product
is financial strength. Common practices for companies in
competitiveness. Common practices for companies in this
this situation: acquire financial resources to increase
situation: retreat from the market, discontinue products
marketing effort, increase sales force, expand/improve
with low profitability, aggressive cost cutting measures, cut
product offerings, productivity investments, cost reduction,
capacity, halt or reduce further investment.
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 0 0 0 0

WO Strategies 0 0 0 0

ST Strategies 0 0 0 0

WT Strategies 0 0 0 0

Key External Strategic Issues

1.

2.

3.

4.

5.

Key Internal Strategic Issues

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.
 Company Name

Alternatives Analysis and Choice

Strategic Alternatives
Bundle 1 Bundle 2 Bundle 3 Bundle 4

Name Bundle 1 Name Bundle 2 Name Bundle 3 Name Bundle 4

Describe each
bundle fully
 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 Choose the most relevant of the following negatively correlated
criteria to use in your evaluation of the bundles. To add your criteria to use in your evaluation of the bundles. To add your own,
own, overwrite "Other" cells. overwrite "Other" cells.

Fit with corporate culture Extent to which culture must change

Adverse effect on competitors Capital investment required

Contribution to shareholder value Likelihood of competitive retaliation

Growth in revenues Time to breakeven point

✘ Growth in profits Overall riskiness

Return on investment Other

✘ Strength of value proposition Other

Increase in bargaining power 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")

Bundle 1 Bundle 2 Bundle 3 Bundle 4

Name Bundle 1 Name Bundle 2 Name Bundle 3 Name Bundle 4

Fit with corporate
P
culture
Adverse effect on
P
competitors
Contribution to
P
shareholder value

Growth in revenues P

Growth in profits P

Return on investment P

Strength of value
P
proposition
Increase in bargaining
P
power

Other P

Other P

Extent to which culture

N
must change
Capital investment
N
required
Likelihood of
N
competitive retaliation

Time to breakeven point N

Overall riskiness N
 Company Name

Alternatives Analysis and Choice

Other N

Other N

Other N

Other N

Other N

OVERALL SCORE 0 0 0 0
 Company Name

Indicate Bundle
Choice
Indicate Sel...
Alternatives Analysis and Choice
● Bundle 1 Bundle 2 Bundle 3
Bundle 4

Name Bundle 1 Name Bundle 2 Name Bundle 3 Name Bundle 4

Bundle Description

(will appear based on

choice above)

Rationale for
selecting the
preferred choice
 A strate

Company Name program

address

Strateg
Build the
Increase
Achieve
Strategy Map Be a Go

Strateg
Identify Strategic When printing, the arrows Financia
and instruction boxes will Custome
Programs Operatio
not print. Learning

Taken to
just mar
play in i
to devel
strategic
Test # 2 theme that is much
Financial Test #1 theme
wraps around creative
strategy
the conc
construc
impleme
success

Customer
Strategic Objectives

Operations (Process)

Learning & Growth

Increase Customer Achieve Operational Be a Good

Build the Enterprise
Value Excellence 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)
 Print after input is
complete for this screen

Company Name
Recommendations
Decisions for the Next Three Years
INPUT SHEET
Enter Data to be
used for charting Most Recent Year

Revenues
Net Income After
Taxes (NIAT)

Overwrite cell B11 with first year

Objectives 2005 2006 2007

Use this section to indicate annual changes in absolute dollars

Revenues - - -

Net Income After - - -

Taxes (NIAT)

Use this section to indicate annual changes as percentage changes

Revenues
Net Income After
Taxes (NIAT)

Other objectives

Other objectives

Strategy

Strategy

Strategy

Strategic Intent
 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

CURRENT MISSION STATEMENT

PROPOSED MISSION STATEMENT

 Company Name

Vision Statements

CURRENT VISION STATEMENT

PROPOSED VISION STATEMENT

 SAM twStrategic Analysis Model - that works

Strategic Analysis
for

Company Name
A Public Corporation
0

Prepared by
0

Company Snapshot

Segment Industry

0 0

Products/Services

CEO Name CEO Style

0 0

No. Locations How Many States/Countries?

0 0

Number of Employees No. Years in Business

0 0

Parent Corporation/Company Ticker Symbol Stock Price Range (12 Mo)

 Company Name
Competitive Analysis: Snapshot of the Competition

Type of Competition Basis of Competition

0 0

Market Share Data

Company Name 0%

Competitor 1 0%

Competitor 2 0%

Competitor 3 0%

Competitor 4 0%

Competitor 5 0%

Others 0%

0%

Are Market Shares Stable or Changing?

Critical Success Factors - Weighted Score Results

Factor Company Name Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5

0 0 0 0 0 0 0

0 0 0 0 0 0 0

0 0 0 0 0 0 0

0 0 0 0 0 0 0

0 0 0 0 0 0 0

TOTAL WEIGHTED
SCORE 0 0 0 0 0 0

Critical Success Factors - Total Weighted Scores

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 Competitor 4 Competitor 5
 1
0.9
0.8
0.7 Company Name
0.6
0.5
0.4 Competitive Analysis: Snapshot of the Competition
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

Matrix of Strategic Factors

Strategic Factor Company Name Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5

Competitive
Advantage

Strategic Intent

Geographic Scope

Positioning

Generic Strategy

Things that Company Name does better than the competition:

Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5

Things that the competion does better than Company Name:

Competitor 1 Competitor 2 Competitor 3 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

Intensity of Rivalry: Bargaining Power of Buyers:

Porter's Five Forces Model of Competition

RIVALS

Company Name
SUPPLIERS OF KEY INPUTS BUYERS
Company Name

Competitor 1

Competitor 2

Competitor 3

Competitor 4

Competitor 5

SUBSTITUTE PRODUCTS

Threat of Substitutes:
Barriers to Entry:
 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

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 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

Revenues 0.0% 0.0% 0.0%

Net Income After 0.0% 0.0% 0.0%

Taxes (NIAT)
Other objectives 0 0 0

Other objectives 0 0 0

Revenues Net Income After Taxes (NIAT)

1 1
1 1
1 1
1 1
1 1
1 1
0
0
0
0
0
0
0
0
-
-
Most Recent 2005 2006 2007
Year Most Recent 2005 2006 2007
Year

Strategic Intent

Programs

#REF! #REF! #REF!

 Company Name

Recommendations

Trigger-Contingency Pairs

Year 1 Year 2 Year 3

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
0 Distribution
0 Manufacturing
0 Advertising
1 Industry Profitability
3 Degree of Concentration

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