For generations in marketing and business we’ve used the SWOT model to provide an initial analysis and classification of the issues facing a business as it starts to evaluate it’s position and devise strategy. It has served us well since its inception in the 1960s with it’s simplicity, functionality and intuitiveness; remaining un-changed and un-equivocal for over 40 years. It provides a useful tool for segmenting internal and external factors into positives and negatives, yet in doing so it can be limiting in it’s scope to introduce wider factors which could or should come into play when developing our plans. Most executives merely use the SWOT as a method of grouping factors into the 4 buckets, with limited conscious effort to align internal Strengths to specific external Opportunities, or to understand Weaknesses in regard to mitigating Threats. In this respect, the SWOT doesn’t provide a progression in it’s strategic development. I’d therefore like to put forward the SCOPE planning model for consideration as an alternative to SWOT: S – SITUATION: Rear-view pertaining conditions which have a relevant and material impact on the planning decision with regards to internal or external environmental factors. C – CORE COMPETENCIES: Unique strengths and abilities of the business which provide the fundamental basis for the provision of added value to customers and are critical to the delivery of competitive advantage. O – OBSTACLES: Potential issues and threats that could jeopardize the realisation of future Prospects. P – PROSPECTS: Possibilities, chances and opportunities existing both internally or externally to the business which have an apparent probability of enhanced sales and / or profits created through the leveraging of its Core Competencies. E – EXPECTATIONS: Future-view anticipated developments in internal and external conditions that could materially influence or impact the delivery of plans to meet the identified Prospects.

1. ThebySCOPE Planning Model
Created John Webb
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2. The SCOPE Planning Model
SITUATION
• Rear-view pertaining conditions which have a relevant and material impact on the planning decision with
regards to internal or external environmental factors.
The SCOPE Planning Model © John Webb 2011
CORE COMPETENCIES OBSTACLES
• Unique strengths and abilities of the business which • Potential issues and threats that could jeopardize
provide the fundamental basis for the provision of the realisation of future Prospects.
added value to customers and are critical to the
delivery of competitive advantage.
PROSPECTS EXPECTATIONS / ENVISIONED FUTURE
• Possibilities, chances and opportunities existing • Future-view anticipated developments in internal
both internally or externally to the business which and external conditions that could materially
have an apparent probability of enhanced sales and influence or impact the delivery of plans to meet
/ or profits created through the leveraging of its the identified Prospects.
Core Competencies. 2
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3. PROSPECTS
The SCOPE Planning Model © John Webb 2011
SITUATION CORE EXPECTATIONS
COMPETENCIES
OBSTACLES
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4. Situation
• An outlining and understanding of the pertaining conditions upon
which the strategic plan is to be developed
The SCOPE Planning Model © John Webb 2011
• Rear-view perspective
• Internal or external environmental factors that have led the business
to it’s current status and position:
− Have a relevant and material impact on the planning decisions to be
made
− Have a bearing on the identification of future opportunities, trends and
plans
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5. Core Competencies
• Specific aspects or elements that the business sees as being central
to the way it operates
The SCOPE Planning Model © John Webb 2011
• Fulfill 3 criteria:
− Are not easy for competitors to imitate – are unique
− Can be leveraged across products and markets
− Contribute to the end consumers’ experienced benefits – add value
• Provide basis for achieving and sustaining competitive advantage
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6. Obstacles
• Issues which need to be addressed if the business is to realise future
Prospects
The SCOPE Planning Model © John Webb 2011
• Hurdles to be overcome over the duration of the plan
• May be internal or external
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7. Prospects
• Chances for the business to create additional sales and / or profits
by taking advantage of its Core Competencies in the context of its
Situation
The SCOPE Planning Model © John Webb 2011
• Identification of Prospects provides the foundation for both goal
setting and strategic development going forward
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8. Expectations
• Future-view perspective
• What does the business see happening in the future that could have
The SCOPE Planning Model © John Webb 2011
either a direct or indirect influence on the execution of the plan or
impact the favourable achievement of the defined Prospects
− Anticipated developments
− Quantifiable and / or subjective predictions
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9. How To Use SCOPE
• SCOPE is a multi-dimensional planning tool taking into consideration:
− Past, present and future conditions
− Internal and external factors
− Advantages and dis-advantages
• It is part of a wider process
• It is a dynamic rather than a static tool – it is intended to be an
ongoing, iterative, live exercise – not a one-off
• The categories in SCOPE are inter-linked and relevant to each other
• They should not be treated as ‘pigeon-holes’; each element has to
have a purpose and value in informing and directing the ultimate 9
strategic plan
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10. www. in2-marketing.com
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The SCOPE Planning Model © John Webb 2011
@WebbJS
uk.linkedin.com/in/johnwebb
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