SAM

tw Strategic Analysis Model - that works

Think

Company Analysis

Print ALL Strategy Output

Worksheets

SWOT Analysis

Industry and Competitive Analysis

THINK

General Company Information

Print All Industry and

Competition
Note: This option will print all Strategic Group Maps

Porter's Five Forces

Four-Action Framework

Strategic Group Map

GE Matrix

Market Analysis
Environmental Analysis

Print
Industry
Go To Input Print Comp

SPACE Chart / Analysis

Go To Input

Porter
Prin
Go Go To Input Print
Prin
Go To
t
To 5 Go To Print t
4
SGM SGM6 SGM4 SG SG
SGM4
5 Go To Input Print
M5GE M6
Matrix
Go To Input Print Market
Go To Input Print Env An

General Internal Analysis

Data Matrix for Strategy Canvas

Strategic Analysis & Choice

Strategic Alternatives and Analysis
Recommendations
PLAN

THINK

Competitive Analysis

TOWS Matrix

Core Competence Assessment

(discard as needed)

Industry Analysis

Act

Print All Company

Analysis Output

Financial Analysis--This module is contained in separate files.

Note: This option will print all Strategic Group Maps (discard as needed)

Print Cover
Go To Input
Page

Plan

Strategy Map
Recommendations
Mission Statements
Vision Statements

Go To
Input
Go
To

Input
Go
To
Input
Go To
Input
Go To
Input
Go
To
Input
Go
To
Input

Print
SWOT
Print
TOWS
Print

Print
Internal
Core
Comp
Print
Strat
Canvas

Print 4Action
Print

SPACE
Print
Go To
Alternativ
Input
Print All es
Recommendations
Go ToOutput Print
Strategy
Print Map
Input
Go
To
Input
Go To
Input
Go To
Input

Recommend
ations
Print

Mission
Print Vision

SAM

tw

SAM tw = Strategic Analysis Model that works

Strategy Toolbox Checklist

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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.

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 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.

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?
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

Degree of Vertical Integration

Emerging
Growth
Shakeout
Mature
Declining

Degree of Technological Innovation

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

Industry Driving Forces

Highly concentrated
Moderately concentrated
Neither concentrated nor fragmented
Highly fragmented

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
Index

0.0

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

0%

Company Name
Competitor 1

0%

Competitor 2

0%

Competitor 3

0%

Competitor 4

0%

Competitor 5

0%

Others

0%

Make sure to input names of

competitors here. They are used
in numerous instances within the
model.

0%

Are Market Shares Stable or Changing?

CRITICAL SUCCESS FACTORS

Name 5 Success Factors

Weight each item (sum

should be 100)

Total (should = 100)

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 1

Competitor 2

Competitor 3

Competitor 4

Competitor 5

Company Name

Competitor 1

Competitor 2

Competitor 3

Competitor 4

Competitor 5

ADDITIONAL COMPETITIVE DATA

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

Competitive Advantage

Strategic Intent

Geographic Scope

Positioning

Generic Strategy

Competitor 5

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
Top 5 competitors of this company:

Company Name
Competitor 1
Competitor 2

Do not Input - These Come

From Competition Input!

Competitor 3
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

Criteria B

10
8

Group 1

Group 2

Group 3

Group 4

6
4
2
0
0

10

12

Criteria A

User Defined Criteria for X & Y Axes

Group 1

Group 2

Group 3

Group 4

Relative Indication of Size

Strategic Group
Map Data

Criteria A

Criteria B

Group Size

User Defined Titles of Groups

(X)

(Y)

(Diameter)

Company Name
Competive Analysis: Strategic Group Map

Strategic Group Map

12

Criteria B

10
Group 1

Group 2

Group 3

Group 4

8
6
4

Group 5

2
0

10

12

Criteria A

User Defined Criteria for X & Y Axes

Group 1

Group 2

Group 3

Group 4

Group 5

Relative Indication of Size

Strategic Group
Map Data

Criteria A

Criteria B

Group Size

User Defined Titles of Groups

(X)

(Y)

(Diameter)

Company Name
Competive Analysis: Strategic Group Map

Strategic Group Map

12

Criteria B

10
Group 1

Group 2

Group 3

Group 4

Group 5

Group 6

8
6
4
2
0

10

12

Criteria A

User Defined Criteria for X & Y Axes

Group 1

Group 2

Group 3

Group 4

Group 5

Group 6

Relative Indication of Size

Strategic Group
Map Data

Criteria A

Criteria B

Group Size

User Defined Titles of Groups

(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).

Industry Attractiveness Matrix (I. A.)

Factors

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.

Competitive Strength Matrix (C. S.)

Success Factors

Weight

Rating

Comp Strength
(C.S.) Index

Product

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.

I.A. Index

G. E. Matrix Chart

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

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

Category

Statement of Trend

Positive
DEFAULT

Economic

Regulatory/
Legislative

Demographic

Attitude/
Lifestyle

SocioCultural

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:
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

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)

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

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
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.

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

Reduce

Raise

Which factors should be reduced well below the industrys standard?

1
2
3
4
5

test 1

Which factors should be raised well above the industrys standard?

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

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

Factors Determining Environmental Stability (ES)

#DIV/0!

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)

FS

Conservative #DIV/0!

Financially sound, but

market is very competitive
and is waning

Aggressive -

Strength on all dimensions

6.00

#DIV/0!

5.00
4.00
3.00
2.00
1.00

(Low)

#DIV/0!

CA

IS

(High)

#DIV/0!

Defensive -

Competitive -

Relative weakness
on most dimensions

ES

Comp. advantage in good

industry, but weak in financial
and environmental stability

(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!

Descriptions of Strategic Postures

Conservative

This posture is common in a market which is stable with

low growth. Focus should be on financial stability and
product competitiveness. Common practices for
companies in this situation: prune product line, reduce
costs, cash flow improvement, protection of competitive
products, new product development, and entering more
attractive markets.

Defensive

This posture is common in an industry which is unattractive

where the company lacks financial strength and lacks a
competitive product. Focus should be on product
competitiveness. Common practices for companies in this
situation: retreat from the market, discontinue products
with low profitability, aggressive cost cutting measures, cut
capacity, halt or reduce further investment.

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

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

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.

Choose the most relevant of the following negatively correlated

criteria to use in your evaluation of the bundles. To add your own,
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")

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 N

Overall riskiness

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

(will appear based on

choice above)

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 strat
strateg
theme

Company Name

Strate
Build t
Increa
Achiev
Be a G

Strategy Map
Identify
Strategic
Programs

Strategic Objectives

Financial

Test #1 theme

When printing, the

arrows and
instruction boxes will
not print.

Test # 2 theme that

wraps around

Customer

Operations (Process)

Learning & Growth

Build the Enterprise

Increase Customer Achieve Operational

Value
Excellence

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)

Strate
Financ
Custom
Opera
Learni

Taken
involve
the org
create
interse
define
the TO
ideas f
strateg
in rest
langua
everyo
a viab
basis o

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

Programs

Print after input is

complete for this screen

Company Name
Recommendations
Programs

Trigger-Contingency Pairs
2005
Trigger

Contingency

Trigger

Contingency

Trigger

Contingency

2006

2007

Company Name
Mission Statements
CURRENT MISSION STATEMENT

PROPOSED MISSION STATEMENT

Company Name
Vision Statements
CURRENT VISION STATEMENT

PROPOSED VISION STATEMENT

SAM

tw

Strategic Analysis Model - that works

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

Stock Price Range (12 Mo)

Company Name
Competitive Analysis: Snapshot of the Competition
Type of Competition

Basis of Competition
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

TOTAL WEIGHTED
SCORE

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

0.7
0.6
0.5
0.4

Company Name

0.3
0.2
0.1
0

Competitive Analysis: Snapshot of the Competition

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

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

Competitor 5

POTENTIAL NEW ENTRANTS

Bargaining Power of Buyers:

RIVALS

Company Name

BUYERS

Competitor 1
Competitor 2
Competitor 3
Competitor 4
Competitor 5

SUBSTITUTE PRODUCTS

Threat of Substitutes:

Barriers to Entry:

Company Name

SUPPLIERS OF KEY INPUTS

Porter's Five Forces Model of Competition

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%

Net Income After

Taxes (NIAT)

0.0%

0.0%

0.0%

Other objectives

Other objectives

Net Incom e After Taxes (NIAT)

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

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