Overview & ChecklistTools for Tracking Your Strategic ThoughtsDr. .docx

Overview & ChecklistTools for Tracking Your Strategic
ThoughtsDr. William C. Schulz, 2013Be sure to scroll right to
see all tabsTask Completion Checklist: TBD = Need to be Done;
1 = CompletedTable of ToolsType of AnalysisWorksheet Name
(Tabs at bottom of this spreadsheet)Specific AnalysisFull
Documentation & Context NotesWorksheet AnalysisWritten
ImplicationsMission/Values/Strategic IntentValues &
IntentionsMission/Vision/Values & Strategic Intent
EvaluationTBDTBDTBDExternal AnalysisGen_ECO
PestGeneral Ecosystem PEST+
AnalysisTBDTBDTBDStakeholderStakeholder
AnalysisTBDTBDTBDEXT Five Forces RivalryCompetitive
Ecosystem: Rivalry AnalysisTBDTBDTBDEXT 5_F
Customer_Supplier PowerCompetitive Ecosystem: Customer and
Supplier Power AnalysisTBDTBDTBDEXT_New Entry and
SubsCompetitive Ecosystem: New Entry & Substitute
AnalysisTBDTBDTBDIntegrative
AnalysisINT_KSF_MatrixInternal Skills Current AND Key
Success Factor Integration TBDTBDTBDBOS Strategy
CanvasBlue Ocean Strategy Specification (if
applicable)TBDTBDTBDStrategy StatementSpecific Statement
of Chosen Strategic PathTBDTBDTBDStrategy
EvaluationStrategy EvaluationStrategy EvaluationTBDTBDTBD
Values & IntentionsMission/Values & Strategic Intent
AnalysisBefore we begin to work on both specific external and
internal analysis frameworks, it is important to take stock of the
company you are studying from a mission/vision and strategic
intent (Hamel & Prahalad, 2005) perspective.This analysis takes
the form of a set of questions that are intended to help you
better understand the goals, ambitions, values and strategic
attitude of the organization—thus setting a context and lens
from which to better understand your strategic choices as you
complete later analyses.Be sure to scroll all the way down and
to the right of the worksheet to see all questions.Provide a

Detailed "Implications with Respect to Strategic Options" Write
Up at the bottom of this table. Use that to inform your formal
DQ posts (as required)Key Analysis QuestionDetailed Analytic
ResponseSpecific Supporting Documentation w/CitationQuick
Implication of ResponseWhat is the fundamental purpose of the
organization (apart from “making money”), why does it exist
and what problems does it solve in the world?How would
customers and other major stakeholders react if this company
were to go bankrupt next year? Would it matter? Why or why
not?Has the company been consistent and true towards it
purpose and vision over the years? Is it still consistent now?
Since “actions speak louder than words”, has the company said
it valued its human resources, and then cut back or laid off
many workers in a time of retrenchment? Is this a historical
pattern?Has senior leadership demonstrated a willingness to
give-back in times of organizational stress?How many
CEO/COO/CFO’s has the company had in the past ten years? Is
leadership stable and forward looking?Are organization-wide
goals stated merely in terms of market growth or financial
outcomes for a year or two?Does the organization have a long-
term, ambitious strategic intent? (Please integrate and review
the Hamel & Prahalad (2005) concepts into this answer). Is it
clear where the company would like to be in the long-
term?What must the organization do differently to achieve its
long-term intentions?References:Hamel, G., & Prahalad, C. K .
(2005). Strategic intent. Harvard Business Review, 83(7/8),
148–161.
Implications with Respect to Strategic Options:
INSERT YOUR IMPLICATIONS SUMMARY IN THIS
BOXhttp://cb.hbsp.harvard.edu/cb/pl/19598634/19598870/5b18
4d218ddff91cb76ce2c5cbbdc68e
Gen_ECO PestGENERAL ECOSYSTEM ANALYSIS
TEMPLATEEXAMPLE FROM 1993 WORLD SHORT-HAUL
AIRCRAFT INDUSTRYTAKE THIS ANALYSIS FROM THE
POINT OF VIEW OF THE COMPANY AND INDUSTRY YOU

ARE STUDYING.Be sure to scroll all the way to the bottom and
to the right of the worksheetProvide a Detailed "Implications
with Respect to Strategic Options" Write Up at the bottom of
this table. Use that to inform your formal DQ posts (as
required)Industry Under Study:Company Under Study:
GENERAL FORCESPossible Indicator DescriptionsYour
Assessment of Indicator ImpactImplications for
IndustryImplications for CompanySource
DocumentationLegislation & Regulations (Gov't)
Environmental Regulation Technological Regulation Zoning
or Real Estate Restrictions Safety or OSHA Regulations
Market Structure Legislation Industry Specific Legislation
Market Access Legislation (Anti-trust) Insurance
Requirements Legal Challenges/Lawsuits (Malpractice, etc)
Workforce Protection or Labor Laws/Regulation Immigration
Laws (workforce access) Add other's as found/appropriate
Add other's as found/appropriate Add other's as
found/appropriate Add other's as found/appropriateEconomic
Conditions Interest Rate Movement Inflationary Pressure &
Movement Discretionary Income Levels Exchange Rate
Movements Workforce Availability (Unemployment)
Workforce Mobility Equity Capital Availability and Cost
Debt Capital Availability and Cost Discretionary Income
Levels Tariffs and National Trade Barriers Add others as
found/appropriate Add others as found/appropriate Add
others as found/appropriate Add others as found/appropriate
Add others as found/appropriateSocietal Values & Lifestyles
Family dynamics and behavior Ethical Limitations on Business
Consumerism "Green" Living Lifestyle Homeownership vs
Renting Religious behaviors Cultural "in" behaviors Media
focus and impact Other… Other… Other… Other…
Other…Technology Developments Materials Technology
Advances Electronics Technology Advances Information
Tech Advances Energy Tech Advances Communications Tech
Advances Other… Other… Other…Population
Demographics Age distribution Profile Source of

demographic (immigration) Ethnic Mix or Trend Birth and
Death Rates Mobility and Job Change Behavior Other…
Other… Other… Other… Other…References: Porter , M. E.
(1983). Note on the structural analysis of industries [Industry
and Background Note]. Boston, MA: Harvard Business School
of Publishing.
Text Box: Write Implications Here--
Overall, the general force analysis indicates that there should be
strong end-user demand for air transportation services,
particularly for short-business travel and for travel in newly
emerging industrial nations.
Technological advances should make break-through new aircraft
designs possible, and these could originate outside the US
Fuel costs appear stable, which should affect the turbo-prop vs
jet dynamic
BOXhttp://cb.hbsp.harvard.edu/cb/pl/19598634/19730997/32b6c
13a408fb665283d9bdd63662499
StakeholderStakeholder Analysis WorksheetYou can’t change a
local, regional, or national/international regulation directly—
you have to know who to see, and the action occurs among
people—so a stakeholder analysis is, in many ways, a
“personified” version of your general ecosystem.Be sure to
scroll all the way to the bottom and to the right of the
worksheetProvide a Detailed "Implications with Respect to
Strategic Options" Write Up at the bottom of this table. Use
that to inform your formal DQ posts (as required) Who
influences the General Ecosystem PEST+ Elements?
Identify Stakeholders as Specifically as Possible by RoleHow
Much Influence Does this Role Take in Affecting the
Industry/Business?Evidence/Source??Implications/Recommende

d Actions?Role 1….Low, Medium, or HighRole 2….Low,
Medium, or HighRole 3….Low, Medium, or HighOther
Roles…Low, Medium, or HighOther Roles…Low, Medium, or
High Legislative & Regulatory StakeholdersOther
HighOther Roles…Low, Medium, or HighOther Roles…Low,
Medium, or HighOther Roles…Low, Medium, or HighOther
HighOther Roles…Low, Medium, or HighRole 1….Low,
Medium, or HighRole 2….Low, Medium, or HighRole 3….Low,
Roles…Low, Medium, or HighEconomic StakeholdersOther
Roles…Low, Medium, or HighSocietal StakeholdersOther
Roles…Low, Medium, or HighTechnology StakeholdersOther
Roles…Low, Medium, or HighIndustry StakeholdersOther

Roles…Low, Medium, or High(Include Supply Chain,
Customer/End User Chain also)Other Roles…Low, Medium, or
Roles…Low, Medium, or HighInternal StakeholdersOther
Roles…Low, Medium, or HighPotential New or Other Key
StakeholdersOther Roles…Low, Medium, or HighOther
HighReferences:Applegate , L. M. (2008). Stakeholder analysis
tool [Exercise]. Boston, MA: Harvard Business School of
Publishing.
BOXhttp://cb.hbsp.harvard.edu/cb/pl/19598634/19731201/5432
1f7d226d5a2ad9074fc5ffe04f5f
EXT 5_Forces RivalryCompetitive Ecosystem Analysis:
Industry & Company LevelIndustry under study: Company
Under Study: When examining the factors that relate to the
degree of rivalry (higher rivalry = more difficult conditions to
thrive in or make profit), review each of the elements in the
worksheet. The elements are taken directly from the Porter

1983 industry note, which is the basis for all such analysisBe
sure to scroll all the way to the bottom and to the right of the
that to inform your formal DQ posts (as required)Impact Rating
Scale: -5 through +5-5Strong Negative Impact on potential
profitability0Neutral Impact on potential profitability5Strong
Positive Impact on potential profitabilityRank the top 5 most
important items also. 1 = most potential impact and most
important, etcProfitProfit ImpactImpactElement that Affects
The Intensity of RivalryEvidence of ElementAssessment of
Element in IndustryRatingRankingImplications of
AnalysisHigher Intensity means lower potential
profitabilityMember's Size, Relative Capability Number of
primary competitors00 Relative size of competitors (top 3 %
share)00 Excess capacity in industry or with larger co.00 Both
domestic and international rivals exist00 Total Industry
Capacity is augmented in large/small increments00 Shifting
Strategies exist--M&A, Industry Growth Rate is
Changing00Market Characteristics Slower-growing or mature
market00 Faster growing or early market00Member
Aggressiveness in launching new efforts to boost market
standing and performance Price Competition & Sensitivity00
Race to develop better quality or performance features00
Frequency of Sales Promotions, rebates, low-interest
financing00 Frequency of new product
introductions00Standardization of Offers Selling and offers are
very similar00 Buyer's switching costs are low00 Product is
commodity-like00Range of Strategic Vision, Resources
Variety of strategies00 Unique strategies00Outsiders Aquire
Weak Members and Invest00References:Porter , M. E. (1983).
Note on the structural analysis of industries [Industry and
Background Note]. Boston, MA: Harvard Business School of
Publishing.
Implications for Complete Strategic Analysis--Impact of Rivalry
Elements

EXT 5_F Customer_Supplier PowerCompetitive Ecosystem
Analysis: Supplier/Customer Influence & Relative Power to Set
Price/TermsIndustry under study: Company Under Study: The
second step in a 5-force competitive analysis is to analyze the
relative buying power (or ability to influence price and other
exchange terms) between a company in the industry, and its
customers and/or end users (and then do the same with respect
to the company and its suppliers). Be sure to scroll all the way
to the bottom and to the right of the worksheetProvide a
DQ posts (as required)Customer & Supplier Power to Influence
Price/TermsRating Key:-5Strong Negative Impact on potential
profitability0Neutral Impact on potential profitability5Strong
Positive Impact on potential profitabilityFROM THE POINT OF
VIEW OF THE COMPANY UNDER AS BUYERCUSTOMER<-
---- COMPANIES IN THE INDUSTRY ACTING AS ----
>SUPPLIERFROM THE POINT OF VIEW OF THE COMPANY
UNDER STUDY AS SUPPLIERRelative Ability to Influence
Price or Set TermsAREA of INFLUENCERelative Ability to
Influence Price or Set TermsSUPPLIER'S POWER
(Observations)RateRank Importance of AreaRateRank
Importance of AreaCUSTOMER'S POWER
(Observations)Sources/EvidenceImplications00Buyer's
Switching Costs or Substitution Costs Low/Hi0000Few
Buyers/Many Buyers0000Single Customer is Very Important
(rule of 90/10)0000Large Volume Purchases are Standard in
Industry0000Overall Buyer Demand is Weak or
Strong0000Buyer's are Well Informed about Products, Prices,
Costs0000Buyers could integrate backward into
industry0000Buyers have discretion about
buying00References:Porter , M. E. (1983). Note on the
structural analysis of industries [Industry and Background
Note]. Boston, MA: Harvard Business School of Publishing.
Implications for Complete Strategic Analysis--Impact of

Supplier & Buyer Power/Influence Elements
EXT_New Entry and SubsCompetitive Ecosystem Analysis:
Threat of New Entry & Substitutes The next thing to do is try to
assess the likelihood of, and potential impact of, new entry into
the market (new direct rivals coming in), and to understand
what kinds of substitutes might enter the market. Remember,
companies in other industries may be able to solve your
customer’s problems with a substitute product or service. Be
that to inform your formal DQ posts (as required)Industry
Under Study: Company Under Study: Rating Key:-5Strong
Negative Impact on potential profitability0Neutral Impact on
potential profitability5Strong Positive Impact on potential
profitabilityFROM THE POINT OF VIEW OF THE INDUSTRY
IN WHICH THE COMPANY YOU ARE STUDYING
COMPETESFACTORS IMPORTANT TO POTENTIAL NEW
ENTRYRateImportance RankFACTORS IMPORTANT IN
IDENTIFYING AND ASSESSING THE POTENTIAL FOR
SUBSTITUTESRateImportance RankEvidence & Sources for
AnalysisImplications of Analysis ItemThe presence of sizable
economies of scale in production or other areas of
operation00There have been technological advances in other
industries that could replace the need for our industry00Cost
and Resource Disadvantages are Not Related to Size &
Experience in Industry00Substitutes appear available and are
attractively priced00There is low/high Brand and Customer
Loyalty in the Industry00End users have low switching costs to
move to a substitute00There are high/low Capital Requirements
to Enter the Industry00End users become more comfortable in
considering and using substitutes00There is difficult/easy
access to Distribution Channels00Profits of potential substitute
product producers are strong00There are governmental
regulations that limit entry into the industry00Customers are

well informed about benefits (as opposed to features) of various
product/service options00Customers can Integrate
Backwards00There are Existing Blue Ocean
Substitutes00Existing Profits in the Industry are
high/low00There are Potential Blue Ocean Substitutes00There
will be strong/weak response from current rivals to new
entry00Buyer demand is high/low00The Pool of Potential Entry
Candidates is small/large00There are Existing or Potential Blue
Ocean Substitutes00References:Porter , M. E. (1983). Note on
the structural analysis of industries [Industry and Background
Note]. Boston, MA: Harvard Business School of Publishing.
Implications for Complete Strategic Analysis--Impact of
Potential New Entry/Substitutes & Blue Ocean Substitute
Competition
Structurally it would appear not-attractive to enter the industry,
given the Entry analysis and given the task force analysis. Of
course, there is lots of new entry, so the model must be
evaluated on non-financial reasons for entry! What structural
element is important that has not been considered?
Substitutes are possible, but involve time/cost and convenience
trade-offs that new aircraft designs could overcome. Business
travel segment may not be most stable and could bleed off to
internet/tech methods.
INTG KSF MatrixInternal & Integrative Analysis: Key Success
Factor Table The next thing to do is try to assess the likelihood
of, and potential impact of, new entry into the market (new
direct rivals coming in), and to understand what kinds of
substitutes might enter the market. Remember, companies in
other industries may be able to solve your customer’s problems
with a substitute product or service. Be sure to scroll all the
way to the bottom and to the right of the worksheetProvide a
DQ posts (as required)Industry Under Study: Company Under

Study: Rating Scale for Current S/C/C AssessmentRating Scale
for FUTURE NEED S/C/C Assessment0-3 = Poor Relative
Performance in the industry0-3 = S/C/C Is Not Strategically
Important (could be outsourced)4-6 = Average Relative
Performance in the industry4-6 = S/C/C Should be In-House,
but is of only tactical importance in the future7-8 = Better than
Average Relative to the industry7-8 = S/C/C is of Strategic
Importance in the future9-10 = World Class (across
industries)9-10 = S/C/C is of Critical Strategic Importance in
the futureBased on Your Implications to External Analysis--
Refer Back to those Worksheets to Support DocumentationBe
that to inform your formal DQ posts (as required)CURRENT
Skill &IMPORTANCE TO COMPETITIVENESSCapabilityIN
THE ACTIVITIES VALUE CHAIN:Type: S = Skill,
COM=Competency, CAP = CapabilityRatingFUTUREFUTURE
GAP SCORESTRATEGY
IMPLICATIONSEVIDENCE/SOURCESOrganizational
Leadership Established and Lived Vision000 Relevant
Mission Statement000 Integrity of Purpose000 Infusion of
Value000 Institution vs Organization000 Succession Planning
& Depth of Team000 Other Skills/Competencies/Capabilities. .
. .add000 Other Skills/Competencies/Capabilities. . . .add000
Other Skills/Competencies/Capabilities. . . .add000 Other
Skills/Competencies/Capabilities. . . .add000 Other
Skills/Competencies/Capabilities. . . .add000General
Management Systems & Skills Information Systems-
Technology000 Computer Drafting System000 Information
Systems--Process & Flow000 Decision-Making System--Team
Approach000 Other Skills/Competencies/Capabilities. . .add000
Other Skills/Competencies/Capabilities. . .add000 Other
Skills/Competencies/Capabilities. . .add000 Other

Skills/Competencies/Capabilities. . .add000Human Resource
Systems & Skills Recruiting Strategy & Processes000 HR tied
to Strategic Needs Planning000 Effective HR Operational
Systems000 Other Skills/Competencies/Capabilities. . .add000
Skills/Competencies/Capabilities. . .add000Product or Service
Research Systems & Skills Product/Service Design teams &
processes000 Pure research skills, materials, methods000
Modeling and mathematics testing000 Other
Skills/Competencies/Capabilities. . .add000Product or Service
Development Systems & Skills Final product testing000 Other
Skills/Competencies/Capabilities. . .add000Sales & Marketing
Systems & Skills Marketing personnel000 Sales personnel000

Sales Information Systems000 Other
Skills/Competencies/Capabilities. . .add000Finance &
Accounting Support Other Skills/Competencies/Capabilities. .
.add000 Other Skills/Competencies/Capabilities. . .add000
Skills/Competencies/Capabilities. . .add000Inbound Logistics
Procurement & Purchasing Systems000 Shipping, tracking
inbound000 Receiving & Warehousing000 Inventory
Management000 Other Skills/Competencies/Capabilities. .
.add000 Other Skills/Competencies/Capabilities. . .add000
Skills/Competencies/Capabilities. . .add000Operations &
Production Work in process flow000 Assembly 000 Systems
Integration000 Test and Finish000 Other
Skills/Competencies/Capabilities. . .add000Outbound Logistics

Product/Service Shipping in-out000 Product/Service
Delivery000 Other Skills/Competencies/Capabilities. . .add000
Skills/Competencies/Capabilities. . .add000Service & Warranty
Service personnel000 Service information systems000
Warranty information feedback000 Other
Skills/Competencies/Capabilities. . .add000References:Ohmae,
K., (1991). The Mind of the Strategist. McGraw HillSchulz,
W.C., Hofer, C.W. (2000). Creating Value Through
Entrepreneurial Leadership & Skill-Based Strategy.
PergamonTregoe, B., Zimmerman, J.W. (1980). Top
Management Strategy, Simon and Schuster
Implications for Complete Strategic Analysis--Key Success
Factor Integration Implications
BOS Strategy Canvas ExampleStrategy Canvas TemplateBe sure
to scroll all the way to the bottom and to the right of the
worksheetBlue Ocean StrategyYellow-Tail
ExampleSegmentsExtant Competitive FactorsBudgetPremYT
Price395 Use of Enological terminology & distinctions in wine
communication590 Above-the-Line Marketing580 Aging
Quality490 Vinyard Prestige & legacy593 Wine
Complexity582 Wine range582 Easy Drinking6 Ease of
Selection6 Fun and Adventure5New Competitive
FactorsStrategy Canvas TemplateUS Airlines
2007SegmentsExtant Competitive
FactorsTrunkRegnSWALCCIntl Price77239 Quick
Turnaround34972 Single Fleet Comonality57975 Direct Flight
Routes47778 Breadth of Connecting Routes85335 Extra
Services/Classes62159 In Flight Entertainment30079 Seat
Assignments55055 Ease of Purchase-Rules55875 Fun and

Adventure00360 No Frills00300New Competitive FactorsTrunk
Carriers--DAL, AAL, USA, UALRegn--US Express, EtcSWA--
Southwest AirlinesLCC--Low Cost Carriers (Air Tran,
JetBlue)Intl--British Airways, etc.References:Kim , W., &
Mauborgne, R. (2004). Blue ocean strategy. Harvard Business
Review, 82(10), 76-84.
CVM: Sikorsky
0
Relative Quality Ratio
Relative Price Ratio
SAC vs BEL
Importance 0 Performance vs BEL0
Strategy Canvas--YellowTail
Budget Price Use of Enological terminology &
distinctions in wine communication Above-the-Line Marketing
Aging Quality Vinyard Prestige & legacy
Wine Complexity Wine range Easy Drinking Ease
of Selection Fun and Adventure 3 5 5 4 5 5
5 Prem Price Use of Enological terminology &
distinctions in wine communication Above-the-Line
Marketing Ag ing Quality Vinyard Prestige & legacy
Wine Complexity Wine range Easy Drinking
Ease of Selection Fun and Adventure 9 9 8 9 9
8 8 YT Price Use of Enological terminology
& distinctions in wine communication Above-the-
Line Marketing Aging Quality Vinyard Prestige &
legacy Wine Complexity Wine range Easy Drinking
Ease of Selection Fun and Adventure 5 0 0 0

3 2 2 6 6 5
Customer value
Strategy Canvas--SWA
Trunk Price Quick Turnaround Single Fleet
Comonality Direct Flight Routes Breadth of
Connecting Routes Extra Services/Classes In Flight
Entertainment Seat Assignments Ease of Purchase-Rules
Fun and Adventure No Frills 7 3 5 4 8 6
3 5 5 0 0 SWA Price Quick
Turnaround Single Fleet Comonality Direct Flight Routes
Breadth of Connecting Routes Extra
Services/Classes In Flight Entertainment Seat
Assignments Ease of Purchase-Rules Fun and Adventure
No Frills 2 9 9 7 3 1 0 0 8 3 3
LCC Price Quick Turnaround Single Fleet
Comonality Direct Flight Routes Breadth of
Connecting Routes Extra Services/Classes In Flight
Entertainment Seat Assignments Ease of Purchase-Rules
Fun and Adventure No Frills 3 7 7 7 3 5
7 5 7 6 0
Customer value
Implications for Complete Strategic Analysis-- Quick Blue
Ocean Thought Experiment Analysis
http://cb.hbsp.harvard.edu/cb/pl/19598634/19598861/5c3f9c18d
51cfeda7dd400d5e71175b8
BOS Strategy Canvas For EditStrategy Canvas TemplateBe sure
to scroll all the way to the bottom and to the right of the

worksheetBlue Ocean StrategyOverwrite the Data Cells to
Customize for a Case or Capstone ProjectSegmentsExtant
Competitive
FactorsXYXYYYZZZA000B000C000D000E000F000G000H0I0J
0New Competitive FactorsStrategy Canvas
TemplateSegmentsExtant Competitive
FactorsaaabbbcccdddeeeA00000B00000C00000D00000E00000F
00000G00000H00000I00000J00000K00000New Competitive
FactorsReferences:Kim , W., & Mauborgne, R. (2004). Blue
ocean strategy. Harvard Business Review, 82(10), 76-84.
CVM: Sikorsky
0
Relative Quality Ratio
Relative Price Ratio
SAC vs BEL
Importance 0 Performance vs BEL0
Strategy Canvas--
XYXA B C D E F G H I J 0 0
0 0 0 0 0 YYYA B C D E F
G H I J 0 0 0 0 0 0 0
ZZZ A B C D E F G H I J 0
0 0 0 0 0 0 0 0 0
Customer value
Strategy Canvas--

Trunk A B C D E F G H I J K
0 0 0 0 0 0 0 0 0 0 0
SWA A B C D E F G H I J
K 0 0 0 0 0 0 0 0 0 0 0
LCC A B C D E F G H I J K
0 0 0 0 0 0 0 0 0 0 0
Customer value
Implications for Complete Strategic Analysis-- Quick Blue
Ocean Thought Experiment Analysis
Strategy StatementStrategy Statement SynthesisInsert no longer
than 3-short sentence final strategy statement here (after you
complete this worksheet): Can you clearly say what your chosen
strategy is, using the Collis & Rukstad (2008) framework from
their Harvard Business Review article, “Can You Say What
Your Strategy Is?”Be sure to scroll all the way to the bottom
and to the right of the worksheetProvide a Detailed
"Implications with Respect to Strategic Options" Write Up at
the bottom of this table. Use that to inform your formal DQ
posts (as required)Industry Under Study: Company Under
Study: MISSIONWrite A Summary Response for Each--As You
Now See it After your Strategy Analysis (the "should be"
response) Evidence/Source of your Own AnalysisImplications
for StrategyWhy the company exists (beyond making
money)VALUESWhat the company believes in and how it will
behave (or should)VISIONWhat the company wants to be (its
strategic intent—or what it should be)STRATEGY(bringing all
your analysis together in quick summary
form)OBJECTIVESCOPEADVANTAGEDetails for the Strategic
Action PlanName of Action ItemBrief Description of Item and
Milestone DateOBJECTIVE Insert Action Plan Item here--
overwrite this cell Insert Action Plan Item here--overwrite this

cell Insert Action Plan Item here--overwrite this cell Insert
Action Plan Item here--overwrite this cell Insert Action Plan
Item here--overwrite this cell Insert Action Plan Item here--
overwrite this cellSCOPE Insert Action Plan Item here--
overwrite this cellADVANTAGE Insert Action Plan Item here--
overwrite this cellReferences:Collis , D., Rukstard, M. (2008).
Can you say what your strategy is? Harvard Business Review,
86(4), 82-
90.http://cb.hbsp.harvard.edu/cb/pl/19598634/20167792/4954e4
e7f398571fef7bd915a07d8c55
Strategy EvaluationStrategy Evaluation ResponseAnswer the
questions below, in your own words, using implications and
analysis from your previous work to back your case.Be sure to
scroll all the way to the bottom and to the right of the
worksheetIndustry Under Study: Company Under Study: How?
Be Specific and Link to Prior AnalysisWhy? Be Specific and
Link to Prior AnalysisRespond in default 10pt Arial
FontRespond in default 10pt Arial FontIs your strategy, and the
specific action plan steps consistent and do all the elements
align to support each other? How and Why?Are the activities
skills/competencies and capabilities you are recommending
tailored to support your strategy? How and why?Is your
strategy, and the specific action plan steps, consonant with the
current and future needs of the external ecosystem and
stakeholder needs? How and Why?Is your strategy, and the
specific action plan steps, feasible, given current and future
investments? If not, what would make it feasible, and how can
the company reach the stretch goal (intent)? Does your strategy

lead to incremental change within the industry, or more
fundamental change within the industry, or does it establish new
positions outside the industry or in blue ocean spaces? How
and Why is the scope of your strategy the most appropriate?Can
you preserve any advantages your strategy may confer on the
company? Which advantages, and how and why?Does your
strategy position the company to perform activities differently
than rivals do? How and why?Have you identified trade-offs
and limitations that your strategic action plan implies? What
are they and why?References:Collis , D., Rukstard, M. (2008).
Can you say what your strategy is? Harvard Business Review,
86(4), 82-90.Kaplan , R. S. & Norton, D. P. (2006). Alignment:
Using the balanced scorecard to create corporate synergies.
Boston, MA: Harvard Business School Press.Porter , M.E.
(1996). What is strategy? Harvard Business Review, 74(6), 61-
78.Rumelt, R. (1908). "The Evaluation of Business Strategy", in
Glueck, W.F. (1980). Strategic Management and Business
Policy, McGraw Hill.

Overview & ChecklistTools for Tracking Your Strategic ThoughtsDr. .docx

Recommended

Recommended

More Related Content

Similar to Overview & ChecklistTools for Tracking Your Strategic ThoughtsDr. .docx

Similar to Overview & ChecklistTools for Tracking Your Strategic ThoughtsDr. .docx (20)

More from alfred4lewis58146

More from alfred4lewis58146 (20)

Recently uploaded

Recently uploaded (20)

Overview & ChecklistTools for Tracking Your Strategic ThoughtsDr. .docx