This presentation provides a comparison between the Strategy Compass and traditional approaches to strategic appraisal

1. A Comparison of the Strategy Compass and SWOT
Creating and Presenting Strategic Plans

2. Competitive position
Sales # 1
Rel. Mkt. Share # 1
Degree of innovation: high
Patents/Mkt. Control: yes
Market share # 1
Relative Quality # 1
Asset utilisation
Investment intensity: lowest
Productivity, people + assets: # 1
Fixed Vs Liquid assets: lowest
Capacity utilisation: # 1
Markets addressed
Size of ticket item: large
Customer power: weakest
Logistics: simplest
Market growth rate: highest
Concentration: High
The Strategy Compass: CALM
Leadership
Leadership: respected, visionary
Labour turnover: lowest
People: connected
Absenteeism: lowest
Communication and values

3. A SWOT Analysis
Opportunities
Threats
Weaknesses
Strengths

4. Linking SWOT to the Strategy Compass
Opportunities
Threats
Competitive position
Asset
utilisation
Markets
addressed
Leadership
Weaknesses
Strengths

5. Linking SWOT to the Strategy Compass
Opportunities
Threats
Competitive position
Asset
utilisation
Markets
addressed
Leadership
Weaknesses
Strengths Measure and filter in:
Vision, Goals, Strategies,
Functional performance,
Risk and AOB.
Measure and filter in:
comments about Competitors,
Markets, PESTEL, Risk and AOB

6. Pros and Cons of Each
Issue Compass SWOT
Generic Yes No
Nature Objective Subjective
Measureable Yes Parts
Basis Scientific Research Anecdotal
Succinctness Yes No
Comprehensiveness Quite Very
Applicability Highly Not as rigorous
Standard Practice No Yes
Recommendation Combine but lead with Strategy Compass

7. The End