tw

SAM tw = Strategic Analysis Model that works

TABLE OF CONTENTS
Print All Company Analysis
Company Analysis
Output

Print ALL Strategy Output Worksheets Financial Analysis--This module is contained in separate files on the SAM tw CD-Rom.

SWOT Analysis Go To Input Print SWOT

TOWS Matrix Go To Input Print TOWS

PHASE I
General Company Information Print Cover General Internal Analysis Go To Input Print Internal
Go To Input
Page

Core Competence Assessment Go To Input Print CC

Print All Industry and

Industry and Competitive Analysis Value Analysis Go To Input Print Value
Competition

Industry Analysis Go To Input Print Industry SPACE Chart / Analysis Go To Input Print SPACE

Competitive Analysis Go To Input Print Comp Strategic Analysis & Choice

PHASE II
PHASE I

Porter's Five Forces Go To Input Print Porter Strategic Alternatives and Analysis Go To Input Print Strategy

Go To Go To Go To Print Print Print Print All Recommendations

Strategic Group Map SGM4 SGM5 SGM6
Recommendations
SGM4 SGM5 SGM6 Output

Print GE Print
GE Matrix Recommendations
PHASE III

Go To Input Go To Input Recommenda

Matrix
tions

Market Analysis Go To Input Print Market Mission Statements Go To Input Print Mission

Print Print Mission

Environmental Analysis Go To Input Vision Statements Go To Input
Environmental
 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.
ol
To
of
te?

ts?
on

e?
a

pti

en
pri

le t

mm
cri
pro

mp
s

Co
Ap

Co
De

PHASE I: Situation Analysis

✘ General Company Information

S2

Industry and Competitive Analysis

✘ Industry Analysis
S2

✘ Competitive Analysis
S3

✘ Porter's Five Forces

S3

✘ Strategic Group Map

S4

✘ GE Matrix
S2

✘ Market Analysis
S5

✘ Environmental Analysis
S5

Company Analysis

Financial Analysis

✘ SWOT Analysis
S6

✘ TOWS Matrix
S6

✘ General Internal Analysis

S7

✘ Core Competence Assessment

S7

✘ Value Analysis
S8

SPACE Chart / Analysis

PHASE II: STRATEGIC ANALYSIS AND CHOICE

✘ Strategic Alternatives and Analysis

S8

PHASE III: RECOMMENDATIONS

✘ Recommendations
S9

✘ Mission Statements
S9

✘ Vision Statements
S9
 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 Your 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
 Your 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 No vertical integration
None
Growth Some vertical integration backwards
Slight
Shakeout Some vertical integration forwards
Somewhat
Mature Most companies vertically integrated
Moderate
Declining Considerable
Intense
Scale Economies Industry Profitability Degree of Concentration

✘ PURCHASING
Over 20% Highly concentrated
MANUFACTURING 15 - 20% Moderately concentrated
10 - 14.9% Neither concentrated nor fragmented
DISTRIBUTION 5 - 9.9% Highly fragmented
✘ ADVERTISING 0 - 4.9%
Negative
Unknown
Industry Driving Forces

Industry Attractiveness Matrix

Factors Weight Rating Product

Rata de creștere a industriei este semnificativă 5 0.40 2.0

Concurență scăzută 5 1.00 5.0

0.0

0.0

0.0

0.0

0.0

0.0

Industry
Attractiveness
7.0
10 Index

This index indicates that this is NOT an attractive industry to enter or remain in.
 Print after input is complete
for this screen

Your Company Name

Competitive Analysis: Snapshot of the Competition

Type of Competition Basis of Competition

Enter Market Share Data

Your Company Name 0%

Competitor 1 0% `
Make sure to input names of
Competitor 2 0% competitors here. They are used
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)

pretul 30

Total (should = 100) 30

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

pretul
2 9

ADDITIONAL COMPETITIVE DATA

Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5

Name up to 2 things each competitor

does better than Your Company
Name

Name up to 2 things that Your

Company Name does better than
each competitor

Strategic Factor Your 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

Your Company Name

Competive Analysis: Porter's Five Forces

Rivals/Competitors Your 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
 Your Company Name
Competive Analysis: Strategic Group Map

Strategic Group Map

12

10 High differentiation, pre-

mium pricing, large market
Pricing (low to high).

size.
8
High differentiation, mid-to-
high pricing, large market
size.
6
Moderate differentiation,
low pricing, growing market
size.
4
Moderate differentiation,
mid-pricing, moderate
market size.
2

0
0 0.2 0.4 0.6 0.8 1 1.2
Differentiation (low to high).

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

Strategic Group Differentiation (low to

Map Data high). Pricing (low to high). Group Size
User Defined Titles of Groups (X) (Y) (Diameter)

High differentiation, premium pricing, large market size. High High 2

High differentiation, mid-to-high pricing, large market size. High Mid to High 23

Moderate differentiation, low pricing, growing market size. Moderate Low 45

Moderate differentiation, mid-pricing, moderate market

Moderate Mid 30
size.
 Your 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
 Your 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
 Your 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 (7) against Competitive Strength (0).

If the company plots in the top three boxes (shaded light green), the GE Matrix indicates a possible strategy of 'Grow, Invest, and
Build." If it ends up in the bottom three squares (shaded light red), the matrix indicates a 'Harvest' or 'Exit' strategy. The grey shaded
boxes require a strategy on a case-by-case basis.

G. E. Matrix Chart

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

Industry Attractiveness Matrix (I. A.)

Factors Weight Rating Product
Rata de creștere a industriei este semnificativă 5 0.400 2.0
Concurență scăzută 5 1.000 5.0

Industry

10
Attractiveness
(I.A.) Index 7.0
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.
 Your Company Name
Market Analysis: Snapshot of the Market

Piața include toți potențialii clienți interesați de produse electronice și de consum oferite online.
Who is the market? Exemplu: "Persoane cu acces la internet din România, cu vârste cuprinse între 18-65 de ani,
care doresc să cumpere electronice, electrocasnice, produse pentru casă și lifestyle."

Piața-țintă reprezintă un segment mai specific al pieței pe care compania se concentrează.

Who is the target market? Exemplu: "Consumatori cu vârste între 25-45 de ani, din mediul urban, care preferă achizițiile
online pentru o gamă largă de produse și sunt familiarizați cu plățile electronice."

Piața servită include clienții care achiziționează efectiv produse de la companie. Exemplu:
Who is the served market? "Clienții fideli eMAG din România, cu un cont activ, care fac cumpărături frecvente și beneficiază
de servicii precum eMAG Genius."

Dimensiunea estimată a pieței-țintă. Exemplu: "Aproximativ 5 milioane de persoane din

What is the size of the target market?
România care utilizează în mod frecvent platformele de e-commerce."

Rata anuală de creștere a pieței. Exemplu: "Piața de e-commerce din România crește în medie
How fast is the market growing (%/yr)?
cu 10-12% pe an."

Proporția din piața-țintă care a fost deja atinsă. Exemplu: "Penetrarea pieței este estimată la
How far is the market penetrated (%)?
35%, indicând un potențial semnificativ de creștere."

What

Listă cu cerințele actuale ale clienților față de produs. Exemplu: "Livrare rapidă, experiență de
What are customers' current needs?
cumpărare ușoară, acces la recenzii și comparații de produse, opțiuni de plată diversificate."

Anticiparea trendurilor sau schimbărilor viitoare în preferințele clienților. Exemplu: "Cerințe

What are customers' future needs? sporite pentru experiențe personalizate, suport pentru inteligența artificială în recomandări,
servicii de post-vânzare îmbunătățite și opțiuni de returnare rapide."

Canalele prin care produsul/serviciul ajunge la clienți. Exemplu: "Website-ul eMAG, aplicația
What are current distribution channels?
mobilă eMAG, Marketplace-ul eMAG (cu furnizori terți) și punctele de livrare din toată țara."

Adaosurile sau comisioanele aplicate de canalele de distribuție. Exemplu: "Adaosul mediu la

What are channel markups at each stage? furnizori terți este de aproximativ 10-15%, în timp ce eMAG adaugă comisioane diferite în
funcție de categoria de produse."

Descrierea reacției clienților la modificările de preț. Exemplu: "Moderată sensibilitate la preț;

How price-sensitive are customers? mulți clienți sunt dispuși să plătească un preț mai mare pentru produse premium, dar caută
promoții și reduceri periodice."

Modelul de preț actual utilizat. Exemplu: "Prețuri competitive cu reduceri frecvente, campanii de
What is the current pricing strategy?
tip Black Friday și alte oferte sezoniere."

Tendințe emergente care afectează piața. Exemplu: "Creșterea interesului pentru achizițiile
What are some market/customer trends? online de produse alimentare și de bază, creșterea utilizării dispozitivelor mobile pentru
cumpărături, și preferința pentru experiențe omnichannel (online și offline)."
 Your Company Name
Environmental Analysis: Impact of Environmental Trends
Severity of Impact on Company
Negative Positive
Category Statement of Trend H M L Neutral L M H

Creșterea inflației și a costurilor de trai reduce puterea de

cumpărare a consumatorilor, ceea ce poate afecta vânzările de
produse non-esențiale.
Economic
Creșterea salariului minim și a veniturilor populației poate
stimula consumul și achizițiile de produse de valoare mai mare.

Implementarea reglementărilor mai stricte privind protecția

datelor (GDPR) necesită investiții suplimentare în securitatea
cibernetică și conformitatea legală.
Regulatory/
Legislative
Modificările în legislația privind taxele pentru produse importate
pot crește costurile pentru unele categorii de produse.

Creșterea numărului de utilizatori de internet din mediul rural

creează o nouă bază de clienți potențiali pentru e-commerce.
Demographic
Populația tânără (18-35 ani) continuă să fie cea mai activă în
online shopping, oferind oportunități de marketing și extindere.

Creșterea interesului pentru cumpărăturile online și pentru

experiențele rapide și convenabile stimulează cererea pentru
serviciile e-commerce.
Attitude/
Lifestyle
Consumatorii devin tot mai preocupați de sănătate și wellness,
preferând produse ecologice, sustenabile și de calitate.

Creșterea preocupării pentru mediu și sustenabilitate determină

companiile să adopte ambalaje ecologice și să ofere produse
eco-friendly.
Socio-
Cultural
Consumatorii români sunt din ce în ce mai atenți la recenzii și
opinii online, ceea ce face ca reputația brandului să fie esențială.

Politicile guvernamentale care susțin digitalizarea și comerțul

electronic creează un mediu favorabil pentru expansiunea
companiilor de e-commerce.
Political/
Legal
Instabilitatea politică sau modificările frecvente în taxarea
companiilor pot crea un climat de incertitudine pentru afaceri.

Dezvoltarea rapidă a inteligenței artificiale permite îmbunătățirea

experienței utilizatorilor pe platformă prin recomandări
personalizate.
Technological
Extinderea infrastructurii de internet de mare viteză în zonele
rurale deschide noi piețe pentru e-commerce.

Obiceiurile de consum din timpul pandemiei, când mulți au trecut

la cumpărături online, s-au menținut și după pandemie.
Other Trends
Creșterea competiției din partea jucătorilor internaționali, cum ar
fi Amazon, pune presiune pe companiile locale să
îmbunătățească serviciile.
 Print after input is complete for this screen

Your Company Name

Company Analysis: SWOT Analysis

STRENGTHS
List up to eight strengths specific to this company:

1 Differentiation

2 Strong Management

3 Human Resource Policy

4 Fun Culture

5 Excellent Information Technology

6 Franchise Satisfaction

WEAKNESSES
List up to eight weaknesses specific to this company:

1 Liquidity

2 Business Model (Limited to warm climate areas)

8
OPPORTUNITIES
List up to eight opportunities specific to this company:

1 Broaden Menu

2 Partner and expand to non-core markets (Sonics Express)

3 Continue to build in developing markets

4 Attract younger generations

THREATS
List up to eight threats specific to this company:

1 Low entry barriers

2 Aging population

3 Competitors (All quick serve businesses)

4 Lower startup costs for competitors entering the market

8
 Your Company Name
Company Analysis: TOWS Matrix

Strengths (S) Weaknesses (W)

1. Differentiation 1. Liquidity
2. Business Model (Limited to warm
INTERNAL 2. Strong Management climate areas)
FACTORS
3. Human Resource Policy 3.

4. Fun Culture 4.

EXTERNAL 5. Excellent Information Technology 5.

FACTORS
6. Franchise Satisfaction 6.

7. 7.

8. 8.

Opportunities (O)
SO Strategies WO Strategies

1. Broaden Menu Customer satisfaction and loyalty supports Change business model by adding a sonic
2. Partner and expand to non-core expansion express
markets (Sonics Express)

3. Continue to build in developing markets

4. Attract younger generations

5.

6.

7.

8.

Threats (T) ST Strategies WT Strategies

1. Low entry barriers

1. Utilize existing franchises to experiment
2. Aging population with healthier products 1. N/A
3. Competitors (All quick serve
businesses)
4. Lower startup costs for competitors
entering the market

5.

6.

7.
8.
 Your Company Name
General Internal Analysis

Current Strategy

When was it last changed?

Does a written Strategic

Plan exist?

Corporate Culture

Is the Company involved in a

planned change program?

What

Any constraints?

Is the MIS effective?

 Your 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
 Your Company Name
Value Analysis
1. Indicate the extent to which the following value shifts are taking place in the industry:
1 2 3 4 5

Operational Excellence

Product Leadership

Customer Intimacy

Value-based Management
Yes No
2. What signs of shifting value are occurring in the industry?
Are there higher than usual margins in a particular product or product line?
Is there higher than usual sales growth in a particular product or product line?
Is there a higher than expected market valuation in certain companies or among newcomers to the industry?
Is there rising or declining brand equity for companies in the industry?

3. To what extent are the following activities taking place in the industry’s traditional value chain using technology or other enabling mechanisms:
1 2 3 4 5

Disintermediation?

Transmigration?

Relative Scores for Each Value Discipline

Indicate a score for the company, competitors and industry on the following value disciplines, from 1 to 10 (1=worst and 10=best).

Operational Excellence Your Company

Name Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5 Industry
Information Systems

Production Efficiency

Re-Engineering using S.A.I.L. :

- Simplification

- Automation

- Integration

- Leadership

Other

Other

Other

SCORE 0 0 0 0 0 0 0

Product Leadership Your Company

Name Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5 Industry
R&D Capability (Innovation)

Product Development

Marketing and Sales

Distribution

Brand Equity Management

Value Chain Integration

Other
 Your Company Name
Value Analysis
Other

Other

SCORE 0 0 0 0 0 0 0
 Your Company Name
Value Analysis

Customer Intimacy Your Company

Name Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5 Industry
Customer Service

Customer Satisfaction

Customer Loyalty

Employee Capability

Employee Satisfaction

Employee Loyalty

Employee Productivity

Other

Other

Other

SCORE 0 0 0 0 0 0 0

Value-Based Your Company

Management Name Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5 Industry
Management Skills

Making Managers into Owners

Managerial Performance

Other

Other

SCORE 0 0 0 0 0 0 0

TOTAL SCORE 0 0 0 0 0 0 0

Industry Value Analysis - Relative Scores

0 0 0 0 0 0 0
0
Your Com- Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5 Industry
pany Name
 1

Your Company Name

0 0 0 0 0 0 0
0
Your Com- Competitor 1 ValueCompetitor
Analysis
Competitor 2 3 Competitor 4 Competitor 5 Industry
pany Name

Note: This tool has been adapted from a version created by Cal Poly Pomona MBA Students Karie Cole, David Tang and John Walker, Winter 2000.
 Your 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!
 Your 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 6.0 #DIV/0!
and is waning
5.0
4.0
3.0
2.0
1.0
(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.
 Your 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.
 Your Company Name
Alternatives Analysis and Choice

Strategies Developed Using TOWS Matrix

Customer satisfaction and loyalty

SO Strategies supports expansion 0 0 0

Change business model by adding

WO Strategies a sonic express 0 0 0

Utilize existing franchises to

ST Strategies experiment with healthier products
0 0 0

WT Strategies N/A 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.
 Your 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
 Your 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
 Your Company Name
Alternatives Analysis and Choice
Other N

Other N

Other N

Other N

Other N

OVERALL SCORE 0 0 0 0
 Your Company Name
Alternatives Analysis and Choice
Indicate Selection
Indicate Bundle Bundle 1 Bundle 2 Bundle 3 Bundle 4
Choice 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
 Print after input is
complete for this screen

Your 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

Other

Strategic Intent

Programs
 Print after input is
complete for this screen

Your Company Name

Recommendations

Trigger-Contingency Pairs
2005 2006 2007

Trigger

Contingency

Trigger

Contingency

Trigger

Contingency
Your Company Name
Mission Statements

CURRENT MISSION STATEMENT

PROPOSED MISSION STATEMENT

Your Company Name
Vision Statements

CURRENT VISION STATEMENT

PROPOSED VISION STATEMENT

 tw

Strategic Analysis
for

Your Company Name

A Private Company
0

Prepared by

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)

 Your Company Name
Competitive Analysis: Snapshot of the Competition

Type of Competition Basis of Competition

0 0

Market Share Data

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

pretul 60 270 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 60 270 0 0 0 0

Critical Success Factors - Total Weighted Scores

300

250

200

150

100

50

0
Your Company Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5
Name
300

250

200
Your Company Name
150
Competitive Analysis: Snapshot of the Competition
100

50

0
Your Company Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5
Name
 Your Company Name
Competitive Analysis: Snapshot of the Competition

Matrix of Strategic Factors

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

Competitive
Advantage

Core Competence #REF! #REF! #REF! #REF! #REF! #REF!

Strategic Intent

Geographic Scope

Positioning

Generic Strategy

Things that Your Company Name does better than the competition:
Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5

Things that the competion does better than Your Company Name:
Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5
 POTENTIAL NEW ENTRANTS
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: Bargaining Power of Buyers:

Porter's Five Forces Model of Competition

RIVALS

ABC Corp.
SUPPLIERS OF KEY INPUTS BUYERS
Your Company Name

Competitor 1

Competitor 2

Competitor 3

Competitor 4

Competitor 5

SUBSTITUTE PRODUCTS

Threat of Substitutes:
Barriers to Entry:
 Your Company Name
SWOT Analysis

STRENGTHS WEAKNESSES

Differentiation Liquidity

Strong Management Business Model (Limited to warm climate areas)

Human Resource Policy 0

Fun Culture 0

Excellent Information Technology 0

Franchise Satisfaction 0

0 0

0 0

OPPORTUNITIES THREATS

Broaden Menu Low entry barriers

Partner and expand to non-core markets (Sonics Express) Aging population

Continue to build in developing markets Competitors (All quick serve businesses)

Attract younger generations Lower startup costs for competitors entering the market

0 0

0 0

0 0

0 0
Low entry barriers
 Your 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 0 0 0

Other 0 0 0

Revenues Net Income After Taxes (NIAT)

1 1

1 1

- -
Most Recent 2005 2006 2007 Most Recent 2005 2006 2007
Year Year

Strategic Intent

Programs
Your Company Name
Recommendations
 Your Company Name
Recommendations

Trigger-Contingency Pairs

Year 1 Year 2 Year 3

Trigger

Contingency

Trigger

Contingency

Trigger

Contingency
Check boxes - Basic Data
2 A Public Corporation
A Private Company

Forms - Industry
3 Lifecycle Stage
4 Degree of Vertical Integration
5 Degree of Technological Innovation
Scale Economies
1 Purchasing
0 Distribution
0 Manufacturing
1 Advertising
4 Industry Profitability
4 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